The Well-managed Health care Organizations

In the article, The Well-managed Health care Organizations, Authors Kenneth White and John Griffith incorporate the long-standing medical and logistical components of outstanding care with modern movements. The components include the establishment of transformational culture, constant development, benchmarking, tracing, servant leadership, workforce empowerment and retaining, and cultivating interprofessional groups. In the ever-changing world of modern healthcare, prospective leaders require a firm base. In “chapter 4, Establishing Strategic Governance”, governance is viewed as the basis of a decision-making process that guarantees the appropriate application of resources to promote the right behavior and accountability to accomplish the set objectives. The article mainly articulates the purpose of board governance in HCOs, the structures, functions, and interests to ensure effective operations within a health care organization.

The article states the aim of a governing board creating and maintaining a basis for connections amongst the shareholders. This will identify and implement their healthcare objectives as effectively as possible. Boards are conversed with three diverse standpoints, with the “corporate” or “managerial” perception being highlighted. In this viewpoint, the boards seek to solve the welfares or disputes amongst different shareholders. For instance, amongst clients, providers, or acquaintances. The board turns out to be the ultimate authority. Members are considered ‘trustees’ and are not remunerated apart from out-of-pocket expenses (White & Griffith, 2010). A resource distribution perspective sees the board as a body that facilitates the fair distribution of resources, with the HCO is considered the source of resources. Moreover, a resource contribution standpoint sees the board as a component to be made up of individuals that bring assets to a healthcare organization. For instance, integrating the mayor as part of the board governance is considered a resource contribution standpoint.

The article indicates that the development of healthcare structures is vital in warranting healthcare organizations’ effective governance. A majority of corporate organizations within the healthcare sector have stakeholders as administrators. It similarly resolves the association of the privileges similar to the obligations amongst the diverse individuals within an association. Depending on the affiliations, purposes, and the organization, the corporate structure may be altogether divergent amongst associations. These individuals may be the bosses, financial consultants, and other accomplices who can be a part of an organization’s development and achievements. Amongst this social occasion, they select the ideologies and the structures for any pronouncements that could perhaps the made. The roles played include “setting up the course of action, to select vital and crucial resolutions, and dealing with the association’s undertakings (Zastocki, 2015). The CEO, regarded as the corporation’s head, leads the group. In the midst of practice and ultimate power, the CEO and the health care organization top management convene and select the ultimate path for the organization.

The article explores the various functions. One of the significant roles entails policy making, management of the corporation’s undertakings, and developing strategic and significant pronouncements. In the policymaking perspective, the board aims at making a difference between the different board roles and the management. The main aim is assisting in the establishment of adeptness in the board’s operations. Each affiliation requires a lot of principles and guidelines to fulfill. They should certify the organization’s effective running and be amenable to changes when the need arises (Beran, 2020). The other function involves guaranteeing the quality of care.  The board may accomplish this through different mechanisms. They will ensure the quality is constant with the care standards. This may be achieved through acquiescence with auditing firms (Joint Commission), accepting medical staff regulations, consenting to jobs of LIPs, employing staff leadership, preparation for staff employment and growth, and approval of financial contracts. A medical personnel organization executes EBM, institutes anticipations for quality, carries out the peer review, and coordinates with the LIPs and the principal body.

There are several strengths and weaknesses attributed to the article. One of the key strengths is the article elaborates on why members of the board are considered agents of particular groups. It clarifies why this is a defective thought: individuals that lack abilities or personality are not likely to profit the groups they act for.  Outstanding boards are the community’s agents as a whole, not percentages of it. On the other hand, a solitary position on a board of governance does not have an influence on decisions. Lastly, the promotion itself results in changes to an individual.  Members of the board need to be engaged as individuals and not as agents. One of the article’s significant weaknesses is failing to provide a review of how communicating growth and honoring accomplishments is a vital characteristic to the team. Various hindrances continuously befall teams that may be a constraint to the progress. The article needs to provide ways based on how the team can solve the issues. For instance, the team should be well-versed and take immediate action.  The turf conflict that typically brings sluggishness in a project’s development is the absence of open communication regarding the disputes and reformation of responsibilities.


Both authors have comprehensively emphasized the importance of board governance in a healthcare organization. The board of management within a health organization plays a critical role. Integrating a convincing board in an association offers a great perspective to move the organization forward and create a path to achieve the objectives. It is undoubtedly an indispensable component of a healthcare organization that should be operational and functioning. This is to guarantee that the healthcare organization can conduct every strategic event with easiness and competence.


Beran, D. (2020, March 26). Chapter 4: Establishing Strategic Governance. Retrieved October 31, 2020, from

White, K. R., & Griffith, J. R. (2010). The well-managed healthcare organization. Chicago, IL: Health Administration Press.

Zastocki, D. K. (2015). Board governance: Transformational approaches under healthcare reform. Frontiers of Health Services Management31(4), 3-17.




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