DDHA 8600 Feedback Week 10
Hi XXX,
Great input! I would like to expand a bit on your post by adding that behavior of the
board is vital. Appropriate board behavior can be defined as functioning in accord with the
board's roles and responsibilities. Thus, board members should know the difference
between governance and management, see service as a responsibility of citizenship, and
find enjoyment in such service. Appropriate behavior also has key characteristics, the first
of which is respect--for the organization, the management, the clinicians, the employees,
and other members of the board. Respect is basic, but it doesn't always exist. I've seen
many boards whose members were antagonistic towards large segments of the medical
staff, for example. Such behavior is distracting and counterproductive. Another behavioral
element is distinguishing between the important and the unimportant(Arnwine, 2002). The
board has limited time. If it spends hours and hours on trivial matters, it won't be able to
address significant and strategic matters.
Thank you,
Zaid
Arnwine, D. (2002). Effective Governance: The Roles and Responsibilities of Board
Members. Baylor University Medical Center Proceedings, 15(1), 19-22. doi:
10.1080/08998280.2002.11927809
HI XX,
As I began searching and reviewing the topic for this week, I found it interesting
that the focus of governance has evolved. When hospitals were being built after World War
II, roles focused on stewardship, civic duty, and fundraising. Today, the focus is on
management oversight, financial management, and community response. The focus of the
future is on strategic performance. The board needs to ensure that it has the right expertise
around the table to deal with critical issues of the time. Today, for example, boards may
need expertise in information technology, just as in an earlier era they needed expertise in
architecture and construction. Other critical issues to be addressed by boards today include
declining reimbursements, physician relationships, consumer and community relationships,
and philanthropy (Alexander & Lee, 2006)
Thank you, Zaid
Reference
Alexander, J., & Lee, S. (2006). Does Governance Matter? Board Configuration and
Performance in Not-for-Profit Hospitals. The Milbank Quarterly, 84(4), 733-758.
https://doi.org/10.1111/j.1468-0009.2006.00466.x
Hi XXX,
Resolving board conflict is skill that is highly needed for any organization. Common factor contirbuint to board conflicts can be
Hi XXX, The board should continually strive to understand the hospital's programs, services
and needs, and the impacts of environmental trends on the hospital's long-term direction.
Performance measures should be established, and the board should conduct an annual self-
evaluation. Learning boards plan and manage by continuously learning about themselves
and their changing environment. Continuing education is a necessity to keep leadership
current on key issues, and to perpetuate high quality care. Governing board members must
engage in continuous governance improvement, enhance the quality of board thinking, and
make a firm commitment to improvement. In addition, board members must develop a
high level of understanding, not only of the hospital and the health care field, but of the
area's most critical to organizational effectiveness and performance, in order to make fast
and informed decisions when th