Eligibility
Requirements:
Group Sites:
This course is offered to individuals as well as to sites
with 5 or more participants. Participating in the course
in a group is beneficial since it provides a forum
for discussing course content and applying it to a
local setting. For those who cannot join a group, the
discussion board will serve a similar function.
Each site must have 5 or more participants who meet
the basic course prerequisites. Groups can meet for
discussion after participants have completed a module
(or two) or they can meet to go through the modules
together. If the latter, the site must have a sufficiently
large computer screen (recommended only for small
groups) or a projection screen.
Participation:
All course participants must have access to a computer
with internet connection in order to view lectures,
participate in discussion forums and group activities,
and complete homework assignments and projects.
Each site must have a volunteer Site Coordinator.
This is an unpaid position that will track participation,
communicate regularly with students at the local site
and with the course coordinator at the University of
Washington, and problem solve access issues. The Site
Coordinator may also be a student in the course.
University of Washington (UW) academic credit is not
available to students enrolled online, but a Certificate
of Completion will be issued by UW (in conjunction
with partner universities, as arranged).
For more information visit
http://edgh.washington.edu/leadership-andmanagement-in-health
Instructor:
Ann Downer, EdD
Associate Professor, Dept. of Global Health,
University of Washington
Executive Director, International Training
and Education Center for Health (I-TECH)
Leadership & Management in Health
An online course
Department of Global Health at the University of Washington
Leadership & Management in Health focuses on the practical leadership and
management skills that are required for working in complex local, regional,
national, and global health environments. Participants will develop a clear sense
of the issues associated with the organization, financing, and delivery of health
care services within a global health context. Personal leadership development
and practical management skills are both emphasized.
Learning Objectives:
Course Schedule:
Participants completing the course at the highest
level of achievement should be able to:
Leading and Managing Frameworks
Supervision and Delegation Skills
What is the difference between leadership and
management? What are the skills associated with each?
How can we measure the impact of effective leadership
and management on health care systems?
What are the important principles of delegating
and coaching? How can you prepare for difficult
conversations? What questions should a performance
review answer? What tools can you use to analyze
performance problems?
• Approach management challenges in primary
health care settings with core knowledge and skills
in economic, organizational, and management
theory as a guide;
• Pose meaningful questions about what constitutes
effective management and leadership in different
cultural and organizational contexts;
• Make decisions that weigh practical needs and
conditions with ethical, legal, and compliance
considerations;
• Use core principles and tools from human resources
and finance to address challenges and solve problems;
• Translate insights from self-assessment into personal
plans for improving leadership and management skills;
• Identify and consult appropriate sources of data for
making sound management decisions;
• Align and motivate individuals, systems, and resources
toward a common purpose;
• Design and manage systems that are responsive to
donor and Ministry of Health requirements and assure
financial and ethical accountability;
• Identify monitoring and evaluation methods that
answer key questions about programmatic efficiency
and effectiveness; and
• Use active participation in class discussion, activities,
and assignments to form a personal and professional
value system for management and leadership in
global health.
Accountability
What is the accountability cycle? How can you increase
Conflict Management
individual and team accountability for quality work in
your organization?
How does conflict impact team dynamics and
teamwork? How comfortable are you with conflict?
What are some cultural differences in how people
express and respond to conflict? What actions can you
take to resolve conflict within a team?
The 7 Habits of Highly Effective People (Covey)
How can you apply the 7 habits to increase your
proactive thinking patterns, clarify your values, plan
your work more effectively, management time better,
listen, negotiate and mediate more skillfully, create
cooperation, and grow professionally?
Influence without Authority
What is the difference between positional and
personal power? How can you use reciprocity
and currency exchange to increase influence?
Building Strong Teams
What are the key characteristics of highly functioning
teams? What threatens the effectiveness of a team?
How can you be more effective in leading meetings,
building teams and managing conflict.
“As a student of the course itself, it left an indelible
mark on me... what better way to ingrain the
principles of leadership and management than to
implement them.”
K en ya ( Med i ca l O f f i cer, M o i T ea chin g
a n d R ef erra l Ho s pi ta l ) .
Systems Thinking
What is the difference between event-oriented
and systems thinking? How do you model a
system of concern? How can you exert influence
from your position?
Financial Management
What are the principles of financial management?
What are financial controls? What are the roles and
obligations of the leader and manager in relation to
financial management?
“I have found that since I started this course I have
a different outlook that has made me a better team
player who depends on collaboration with the
stakeholders to get the jobs done.”
Co ur s e participan t f rom Trinid ad and T o bago
Data for Management Decision-Making
Which data sources are important for purposes
of accountability vs. program effectiveness? How
do different donor agencies approach the issue of
performance management? How can health leaders and
managers create an organizational culture of information
generation and use?
Project Management
What are the steps in the project management cycle?
How can you apply project management skills to your
current work in order to improve quality and productivity?
Communicating Effectively
What are your strengths and weaknesses in verbal,
written, and virtual communication? How can you
improve your ability to speak spontaneously?
What are the elements of persuasive communication?
How can you use storytelling to strengthen your impact?
Leadership & Management in Health focuses on the practical leadership and
management skills that are required for working in complex local, regional,
national, and global health environments. Participants will develop a clear sense
of the issues associated with the organization, financing, and delivery of health
care services within a global health context. Personal leadership development
and practical management skills are both emphasized.
Learning Objectives:
Course Schedule:
Participants completing the course at the highest
level of achievement should be able to:
Leading and Managing Frameworks
Supervision and Delegation Skills
What is the difference between leadership and
management? What are the skills associated with each?
How can we measure the impact of effective leadership
and management on health care systems?
What are the important principles of delegating
and coaching? How can you prepare for difficult
conversations? What questions should a performance
review answer? What tools can you use to analyze
performance problems?
• Approach management challenges in primary
health care settings with core knowledge and skills
in economic, organizational, and management
theory as a guide;
• Pose meaningful questions about what constitutes
effective management and leadership in different
cultural and organizational contexts;
• Make decisions that weigh practical needs and
conditions with ethical, legal, and compliance
considerations;
• Use core principles and tools from human resources
and finance to address challenges and solve problems;
• Translate insights from self-assessment into personal
plans for improving leadership and management skills;
• Identify and consult appropriate sources of data for
making sound management decisions;
• Align and motivate individuals, systems, and resources
toward a common purpose;
• Design and manage systems that are responsive to
donor and Ministry of Health requirements and assure
financial and ethical accountability;
• Identify monitoring and evaluation methods that
answer key questions about programmatic efficiency
and effectiveness; and
• Use active participation in class discussion, activities,
and assignments to form a personal and professional
value system for management and leadership in
global health.
Accountability
What is the accountability cycle? How can you increase
Conflict Management
individual and team accountability for quality work in
your organization?
How does conflict impact team dynamics and
teamwork? How comfortable are you with conflict?
What are some cultural differences in how people
express and respond to conflict? What actions can you
take to resolve conflict within a team?
The 7 Habits of Highly Effective People (Covey)
How can you apply the 7 habits to increase your
proactive thinking patterns, clarify your values, plan
your work more effectively, management time better,
listen, negotiate and mediate more skillfully, create
cooperation, and grow professionally?
Influence without Authority
What is the difference between positional and
personal power? How can you use reciprocity
and currency exchange to increase influence?
Building Strong Teams
What are the key characteristics of highly functioning
teams? What threatens the effectiveness of a team?
How can you be more effective in leading meetings,
building teams and managing conflict.
“As a student of the course itself, it left an indelible
mark on me... what better way to ingrain the
principles of leadership and management than to
implement them.”
K en ya ( Med i ca l O f f i cer, M o i T ea chin g
a n d R ef erra l Ho s pi ta l ) .
Systems Thinking
What is the difference between event-oriented
and systems thinking? How do you model a
system of concern? How can you exert influence
from your position?
Financial Management
What are the principles of financial management?
What are financial controls? What are the roles and
obligations of the leader and manager in relation to
financial management?
“I have found that since I started this course I have
a different outlook that has made me a better team
player who depends on collaboration with the
stakeholders to get the jobs done.”
Co ur s e participan t f rom Trinid ad and T o bago
Data for Management Decision-Making
Which data sources are important for purposes
of accountability vs. program effectiveness? How
do different donor agencies approach the issue of
performance management? How can health leaders and
managers create an organizational culture of information
generation and use?
Project Management
What are the steps in the project management cycle?
How can you apply project management skills to your
current work in order to improve quality and productivity?
Communicating Effectively
What are your strengths and weaknesses in verbal,
written, and virtual communication? How can you
improve your ability to speak spontaneously?
What are the elements of persuasive communication?
How can you use storytelling to strengthen your impact?
Eligibility
Requirements:
Group Sites:
This course is offered to individuals as well as to sites
with 5 or more participants. Participating in the course
in a group is beneficial since it provides a forum
for discussing course content and applying it to a
local setting. For those who cannot join a group, the
discussion board will serve a similar function.
Each site must have 5 or more participants who meet
the basic course prerequisites. Groups can meet for
discussion after participants have completed a module
(or two) or they can meet to go through the modules
together. If the latter, the site must have a sufficiently
large computer screen (recommended only for small
groups) or a projection screen.
Participation:
All course participants must have access to a computer
with internet connection in order to view lectures,
participate in discussion forums and group activities,
and complete homework assignments and projects.
Each site must have a volunteer Site Coordinator.
This is an unpaid position that will track participation,
communicate regularly with students at the local site
and with the course coordinator at the University of
Washington, and problem solve access issues. The Site
Coordinator may also be a student in the course.
University of Washington (UW) academic credit is not
available to students enrolled online, but a Certificate
of Completion will be issued by UW (in conjunction
with partner universities, as arranged).
For more information visit
http://edgh.washington.edu/leadership-andmanagement-in-health
Instructor:
Ann Downer, EdD
Associate Professor, Dept. of Global Health,
University of Washington
Executive Director, International Training
and Education Center for Health (I-TECH)
Leadership & Management in Health
An online course
Department of Global Health at the University of Washington