Biomedical subjects
Publications and source records attributed to W M Hageman.
If your goal is the health of a population, you can't do it alone. But working with partners requires special skills, not the least which is the ability to share control and put trust in others--in other words, collaborative governance. Here's some guidance for getting to this next level.
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Explore the source record for details and available documents.
In addition to the need for effective trustee orientation, continuous development is important for all board members to help them focus on strategic goals and develop leadership skills.
The pressures on hospitals continue to mount. Voluntary boards increasingly are nervous, making management's tasks all the more difficult. We believe the environment demands a new approach to the process of not-for-profit institutional governance. The volunteer board model has worked very well, but it must be adapted to the changed environment. There must be a direct link between the function of institutional governance and the priorities identified through the strategic planning process. It is our observation that truly effective boards have the following areas clearly in focus within the board and between the board and management: (1) a common working definition of "governance"; (2) a clearly defined mission with specific goals and objectives; (3) a well-planned decision-making process; (4) a board structure tailored to the priorities at hand; and (5) an information, reporting, and communication system that keeps the priorities clearly in focus. This article explores these factors and suggests ways to link the board's work directly to the strategic plan.
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Is there a clear-cut division between the responsibilities of governance and management? Or, will the role of both parties vary depending on the issue and the circumstances? In this article, the authors suggest replacing a "turf model" of corporate leadership with a "continuum model"--that is, viewing governance and management as related functions, and allowing the issue and circumstances at hand to help determine the most appropriate roles and responsibilities for both parties.
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Explore the source record for details and available documents.
Explore the source record for details and available documents.
As the new century approaches, trustees of hospitals and health systems are facing a bewildering array of choices and challenges. The prospect of comprehensive health care reform has faded, the promise of managed care is disintegrating, and escalating costs and declining revenues continue to batter our health care organizations.
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