ABSTRACT
This chapter discusses the health promoter’s role as a manager of an organisation or agency and the more specific responsibility of the management of projects and programs. The role of the health educator has expanded to embrace socio-political understanding, including advocacy, lobbying and networking; knowledge about organisations and organisational change processes; and the politics of coalitions and community power. It is important that health promoters be skilled and knowledgeable in their practice, and that the foundations of their practice be based on sound theoretical and ethical principles. Health promoters and educators were one subset of the public health workforce, which included a wide range of professional and occupational backgrounds. The most commonly listed needs for additional training reported by coordinators of surveyed public health agencies were in the area of management, including health services management, general management and personnel management. It is possible to identify a range of important management skills that appear consistently throughout the management literature.
