|
|
|
|
|
|
Archives
• Current Entries
• November 2009 • October 2009 • September 2009 • August 2009 • May 2009 • April 2009 • January 2009 • December 2008 • November 2008 • August 2008 • June 2008 • May 2008 • April 2008
Latest Entries
Loading...
 |
Governance and Organizational Structure
This area deals with the development and analysis of the organizational structure and with delineating responsibility, authority, and accountability at all levels of the organization. Functions include the development and implementation of policies and procedures for the governance process.
Thursday November 5, 2009
Posted by: Mahnaz Sarachi at 4:40PM EST on November 5, 2009
Which of the following is not Board of Directors Obligations : A- The Duty of Care B-The Duty of Loyalty C-Confidentiality D-Election of medical Staff representivies. D - is correct From Power point persentation. Sunday November 1, 2009
Posted by: Joanna Conley at 10:31AM EST on November 1, 2009
After reviewing information from the Online Tutorial regarding medical staff elected membership and physicians who may serve as board members, I was wondering if there are any conflict of interest concerns if you have too many board members who are also physicians. Do any of your organizations have limits on the number of physicians who can serve on the board? Is there a set number of medical staff spots on the Board Roster? Have your organizations had any conflict of interest concerns with strong physician board member representation?
Sunday October 25, 2009
Posted by: Jasmine Todman-Caines at 11:30PM EST on October 25, 2009
According to the book Practical Governance from the chapter titled “The Board Chair’s Role, in Governance, there are five universal truths in which board chairs must be able to do. Which of the following is NOT one of the five universal truths?
a. Lead the board b. Cultivate an effective working relationship with the CEO c. Mentor others on the board d. Work hard toward more equitable reimbursement for services e. Be decisive and move the board to action f. Walk the straight and narrow
Answer: d. Work hard toward more equitable reimbursement for services
Friday October 23, 2009
Posted by: Jasmine Todman-Caines at 3:27PM EST on October 23, 2009
Which of the following terms is defined as a "statutory form of business organization that provides limited liability to some persons who invest in the organization"?
Answer: d. Limited Partnership
Wednesday October 7, 2009
Posted by: Felicia Bolden Mobley at 10:57PM EST on October 7, 2009
My question relates to the responsibility of an organization to appoint board members that truly represent the community they serve. I have researched boards of various organizations and often times find them to appear very homogenous- yet the community they serve is representative of a myriad of cultures, races, and classes of people. What steps should an organization take to ensure the right mix of people are at the table?
Wednesday September 9, 2009
Posted by: Sean Hardiman at 9:38PM EST on September 9, 2009
Hi everyone,
So I'm getting caught up on the self-study materials and came across a question from the Board & Governance presentation. The presenter stated that Board Members shouldn't be in a position to benefit from a bargain sale (sounds reasonable enough), but what I haven't been able to determine is what constitutes a bargain sale and under what circumstances would a HCO undertake one? I can speculate on options, but I'm hoping someone else would be able to clarify. Thanks in advance! Monday September 7, 2009
Posted by: Gustave Krauss at 5:46PM EST on September 7, 2009
I had 4 questions that I chose to answer. The questions are:
1. The CEO and the senior management team are often the only
people in the community who are professionally trained in healthcare delivery. The training covers technical questions of
need, demand, finance, quality, efficiency, law, and government regulation that
are not included in the training of doctors, lawyers, or businesspersons. Other skills that are needed are leadership, strong
communication skills, familiarity with the community, a record of success in
the healthcare industry and with business decisions. 2 To the HCO, the CEO is accountable for the clinical
care quality standards, the financial health of the organization, and effective
management. Additionally, the CEO has
several obligations such as supporting external and board relationships, the internal organization, and the medical/professional
staff. The CEO must understand the
components of an organization’s bylaws 3. The board established a process for hiring a CEO and within that process identified specific criteria. The criteria should cluster around clear elements. For example, there should be a description of duties and responsibilities. The job description should be translated into selection criteria identifying the skills and attributes of the individual. The priority or importance of these criteria and the ways in which these skills will be measured in specific applicants should be specified. 4. Four elements are most likely to impact the relationship. These are:
Effective relationships between the board and the CEO are forged initially on these four elements. Erosion of the relationship is likely due to:
|
