LEADER 03486nam 22006254a 450 001 9910972786403321 005 20251117074527.0 010 $a1-56793-345-9 035 $a(CKB)2470000000001240 035 $a(EBL)3301771 035 $a(SSID)ssj0000474908 035 $a(PQKBManifestationID)11315635 035 $a(PQKBTitleCode)TC0000474908 035 $a(PQKBWorkID)10462816 035 $a(PQKB)11374099 035 $a(MiAaPQ)EBC3301771 035 $a(Au-PeEL)EBL3301771 035 $a(CaPaEBR)ebr10309183 035 $a(OCoLC)647816405 035 $a(BIP)35536401 035 $a(BIP)24320101 035 $a(EXLCZ)992470000000001240 100 $a20080922d2009 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aPartnership of equals $epractical strategies for healthcare CEOs and their boards /$fPeter McGinn 210 $aChicago $cHealth Administration Press$dc2009 215 $a1 online resource (174 p.) 225 1 $aACHE management series 300 $aDescription based upon print version of record. 311 08$a1-56793-311-4 320 $aIncludes bibliographical references and index. 327 $aBoard selection -- Physicians on boards -- The chair and the executive committee -- CEO board participation, succession planning, and selection -- Defining purpose and setting direction -- Measurement : establishing and maintaining standards -- Board appraisal and development -- CEO appraisal and development -- Managing problems and crises -- Building relationships -- Board meetings -- Maximizing participation and contributions -- Making decisions -- System and subsidiary boards -- Conclusion. 330 $aEffective healthcare organizations need collaborative CEO/board relationships. Author Peter McGinn, a former health system CEO and a former board member, has been on both sides of the boardroom table. This book provides his seasoned advice for building a positive and productive partnership between the CEO and the board. McGinn suggests a new metaphor for the CEO/board relationship: the CEO as the consultant and the board as the client. Throughout the book, he provides strategies CEOs can use to coach and advise board members. He also provides guidelines for board members. There are differences in the roles of the board and CEO, but there is a level of parity as well--it is a partnership of equals. This book explains how to enhance the strengths of each party. Topics covered include:   Getting the right people on the board Coaching physician board members Grooming future executive committee members Establishing and maintaining performance standards Managing real or perceived problems and crises Building trust, confidence, and respect Maximizing participation and contributions Making difficult decisions 410 0$aManagement series (Ann Arbor, Mich.) 606 $aHealth facilities$xAdministration 606 $aChief executive officers 606 $aHospital administrators 606 $aHospital trustees 615 0$aHealth facilities$xAdministration. 615 0$aChief executive officers. 615 0$aHospital administrators. 615 0$aHospital trustees. 676 $a362.11068/3 700 $aMcGinn$b Peter$01871530 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910972786403321 996 $aPartnership of equals$94480399 997 $aUNINA