Berger S, Sudman S
AOHA Today. 1990 Jul;34(7):8-9.
This is the last of a two part series about how CEOs should learn to read the warning signs of trouble from the hospital board. Part one, printed in the June issue of AOHA Today, followed the case of a hospital administrator who was praised by board members just two weeks before he was fired. This administrator found out the hard way that he was the victim of an informal relationship between a top hospital manager and a powerful board member. His problem is only one of many that could cause termination, and the authors' goal is to alert CEOs before problems begin. Part one gave tips for incoming CEOs to follow; part two picks up here with many more points for new and seasoned CEOs alike.
这是关于首席执行官应如何学会解读医院董事会发出的问题警示信号的系列文章的第二部分，也是最后一部分。系列文章的第一部分发表在《今日美国医院管理协会》6月刊上，讲述了一位医院管理人员的案例。就在被解雇的两周前，他还受到了董事会成员的赞扬。这位管理人员惨痛地发现，自己是医院一位高层经理与一位有影响力的董事会成员之间不正当关系的受害者。他的问题只是众多可能导致被解雇的问题之一，而作者的目的是在问题出现之前就提醒首席执行官们。第一部分为新任首席执行官提供了一些可遵循的建议；第二部分则为新老首席执行官提供了更多要点。
