| pubmed-article:7985214 | rdf:type | pubmed:Citation | lld:pubmed |
| pubmed-article:7985214 | lifeskim:mentions | umls-concept:C0004732 | lld:lifeskim |
| pubmed-article:7985214 | lifeskim:mentions | umls-concept:C0009462 | lld:lifeskim |
| pubmed-article:7985214 | lifeskim:mentions | umls-concept:C0001554 | lld:lifeskim |
| pubmed-article:7985214 | lifeskim:mentions | umls-concept:C1704711 | lld:lifeskim |
| pubmed-article:7985214 | lifeskim:mentions | umls-concept:C1273870 | lld:lifeskim |
| pubmed-article:7985214 | lifeskim:mentions | umls-concept:C0376691 | lld:lifeskim |
| pubmed-article:7985214 | pubmed:issue | 4 | lld:pubmed |
| pubmed-article:7985214 | pubmed:dateCreated | 1995-1-3 | lld:pubmed |
| pubmed-article:7985214 | pubmed:abstractText | In Bangladesh, five high- and five low-performing nongovernmental organization-supported community distribution projects were studied to determine which management, supervisory, and field activities differed between the better and poorer performers. A total of 37 variables were studied, and differences between the higher- and lower-performing projects were noted for nearly all of the variables. In general, project effectiveness was associated with higher service quality, more proactive field supervision, and greater organizational clarity. No project performed all of the 37 activities well. No one or two variables predicted project success, and none of them was found to be a necessary condition for project success. Higher performance was associated with doing well on many of these variables. | lld:pubmed |
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| pubmed-article:7985214 | pubmed:language | eng | lld:pubmed |
| pubmed-article:7985214 | pubmed:journal | http://linkedlifedata.com/r... | lld:pubmed |
| pubmed-article:7985214 | pubmed:citationSubset | IM | lld:pubmed |
| pubmed-article:7985214 | pubmed:status | MEDLINE | lld:pubmed |
| pubmed-article:7985214 | pubmed:issn | 0039-3665 | lld:pubmed |
| pubmed-article:7985214 | pubmed:author | pubmed-author:BernhartM HMH | lld:pubmed |
| pubmed-article:7985214 | pubmed:author | pubmed-author:LEWISVVJr | lld:pubmed |
| pubmed-article:7985214 | pubmed:issnType | Print | lld:pubmed |
| pubmed-article:7985214 | pubmed:volume | 25 | lld:pubmed |
| pubmed-article:7985214 | pubmed:owner | NLM | lld:pubmed |
| pubmed-article:7985214 | pubmed:authorsComplete | Y | lld:pubmed |
| pubmed-article:7985214 | pubmed:pagination | 197-210 | lld:pubmed |
| pubmed-article:7985214 | pubmed:dateRevised | 2004-11-17 | lld:pubmed |
| pubmed-article:7985214 | pubmed:otherAbstract | PIP: In Bangladesh during 1987-1989, interviews and observations were conducted of current, prior, and never users (240 in each group); 40 field workers; and 4 focus groups with field workers who did not take part in field observation, to examine the characteristics and activities that distinguished from others the higher performing nongovernmental organizations providing community-based distribution of family planning services. The higher performance subprojects (HPS) had a higher contraceptive prevalence rate than did the lower performance subprojects (LPS) (31.7% vs. 14%; p .001). They also had a higher average new acceptor per field worker rate over the past 6 months than did the LPS (99 vs. 67; p .001) and a lower drop out rate (11% vs. 27%; p .001). HPS field workers were more likely to be the source of supplies and motivation than were LPS field workers (80% vs. 64% and 64% vs. 51%, respectively; p .001). HPS clients were more likely to recommend family planning to others than LPS clients (53% vs. 32%; p .001). HPS had a higher composite unweighted score than did LPS (76 vs. 54). Despite the better performance, HPS did not uniformly perform well all 37 activities. HPS performed better, and LPS performed worse, in general and not on just 1 or 2 activities. For nearly every variable, at least 1 HPS did not do well. Discord occurred at the top of 2 HPS. Dynamic leadership was not a condition of success. Failure to follow the chain of command at a HPS did not destroy the subproject but did have a likely cost. Field workers of 1 HPS received little training. No one variable was a prerequisite for success. Higher performance depended on performing well on many of the 37 variables. | lld:pubmed |
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| pubmed-article:7985214 | pubmed:articleTitle | Management of community distribution programs in Bangladesh. | lld:pubmed |
| pubmed-article:7985214 | pubmed:affiliation | University Research Corporation in Dhaka, Bangladesh. | lld:pubmed |
| pubmed-article:7985214 | pubmed:publicationType | Journal Article | lld:pubmed |
