Umbdenstock R J, Hageman W M, Amundson B
Hosp Health Serv Adm. 1990 Winter;35(4):481-92.
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.
医院面临的压力持续增加。志愿董事会越来越紧张，这使得管理层的任务更加艰巨。我们认为，当前环境要求对非营利性机构治理过程采取新方法。志愿董事会模式一直运行良好，但必须适应变化了的环境。机构治理功能与通过战略规划过程确定的优先事项之间必须有直接联系。我们观察到，真正有效的董事会在董事会内部以及董事会与管理层之间明确聚焦于以下几个方面：（1）对“治理”的共同工作定义；（2）具有明确目标和目的的清晰使命；（3）精心规划的决策过程；（4）根据手头优先事项量身定制的董事会结构；（5）一个能使优先事项始终清晰聚焦的信息、报告和沟通系统。本文探讨这些因素，并提出将董事会工作与战略计划直接联系起来的方法。
