MHA-5000 v3

Hess, R. G., Bonamer, J. I., Swihart, D., & Brull, S. (2020). Measuring council health to transform shared governance processes and practice. Journal of Nursing Administration, 50(2), 104-108.
The work of shared governance, that is, the decisions, takes place in its structures, notably, the councils. This study aimed to develop a valid, reliable instrument to measure the effectiveness of shared governance councils.

Langabeer, J. R., & Galeener, C. A. (2008). Measuring board activity in governance of not-for-profit healthcare. Texas Public Health Journal, 60(1), 22-25.
The article discusses preliminary findings from measurements of the activity level of a sample of not-for-profit hospital Boards of Directors and discusses a method proposed to identify the impact that this has on the financial health of the institutions involved.

Olden, P. C. (2019). Management of healthcare organizations: An introduction (3rd ed.). Chicago, IL: Health Administration Press.
Read Chapter 5, “Organizing: Organizations”; Chapter 6, “Organizing: Groups and Teams”; and Chapter 14, “Managing Change”. Chapter 6 addresses the importance of teams in healthcare management. The importance of teams cannot be overemphasized in healthcare administration, especially as the field and the organizations within it are always experiencing change. This aspect is emphasized with an introduction to managing change, as covered in Chapter 14.

Van De Bovenkamp, H. M., Stoopendaal, A., & Bal, R. (2017). Working with layers: The governance and regulation of healthcare quality in an institutionally layered system. Public Policy & Administration, 32(1), 45-65.
The article aims to further understand institutional layering in the Dutch hospital sector by focusing on the actors responsible for the internal governance (Board of Directors and Supervisory Boards) and the external regulation (the Healthcare Inspectorate) of hospitals. The authors explore the institutional work of these actors, more specifically, how institutional work results from and is influenced by institutional layering and how this, in turn, influences the institutional makeup of both healthcare organizations and their institutional context.

Zastocki, D. K. (2015). Board governance: Transformational approaches under healthcare reform. Frontiers of Health Services Management, 31(4), 3-17.
The article discusses today’s turbulent healthcare environment requires transformational board, executive, and physician leadership because traditional ways of planning for incremental change and attempting to time those adjustments can prove disastrous. Creating the legacy healthcare system for tomorrow requires governing boards and executive leadership to act today as they would in the desired future system.