Following a merger of two US hospitals, one which supported a policy governance philosophy and the other hands-on leadership philosophy, into a Regional Hospital, the mix of philosophies caused disharmony among directors and created an unstable and unpredictable relationship between governance and management. To achieve effective governance and organisational performance the resolution of the internal conflict was essential. This led to a new CEO being appointed 4 years into the merger who set o...

BPIR Categories

8.1.3 Develop and administer governance system
8.1.1 Leaders develop/manage org culture,vision&values

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