Governance Structures and Corporate Culture
Governance Structures & Corporate Culture
Introduction
This paper explores a few elements found in any healthcare organization or business organization in general, in particular, certain organizational structures and hypothetical constructs. First, consideration is given to some of the provisions of governance found in healthcare organizations. Consideration is also given to some of the possible antecedents and organizational outcomes of responsible leadership and on ethical decision making that account for the interests and objectives of organizational stakeholders along with their importance. Lastly, an attempt is also made to identify several key philosophical ideas and historical events that appear to largely shape many of the decisions that organizations make when they choose or do not choose to define their organizational culture.
Governance Formal definitions of governance structures today, and their application, are pervasive features of many organizations. The lists of functions assigned to the notion vary widely, depending upon the space in which it is envisioned. For example, we have global governance, corporate governance, Internet governance, regulatory governance, project governance, and clinical governance, etc. But for as much as one may hear about governance, there seems to be dearth of commentary or general discussion on the most ubiquitous, naturally-derived, easily-identifiable, accessible form of them all—self-governance.
A number of corporate governance studies have attempted to link various governance factors, such as board structure and composition, shareholder engagement, and executive incentives, directly with an organization’s financial performance rather than managerial strategic decisions (Filatotchev and Wright, 2005), as if financial performance is tied to any factors like these directly. More attention has been paid to the role of corporate governance that concerns laws and regulations, and internal
Introduction
This paper explores a few elements found in any healthcare organization or business organization in general, in particular, certain organizational structures and hypothetical constructs. First, consideration is given to some of the provisions of governance found in healthcare organizations. Consideration is also given to some of the possible antecedents and organizational outcomes of responsible leadership and on ethical decision making that account for the interests and objectives of organizational stakeholders along with their importance. Lastly, an attempt is also made to identify several key philosophical ideas and historical events that appear to largely shape many of the decisions that organizations make when they choose or do not choose to define their organizational culture.
Governance Formal definitions of governance structures today, and their application, are pervasive features of many organizations. The lists of functions assigned to the notion vary widely, depending upon the space in which it is envisioned. For example, we have global governance, corporate governance, Internet governance, regulatory governance, project governance, and clinical governance, etc. But for as much as one may hear about governance, there seems to be dearth of commentary or general discussion on the most ubiquitous, naturally-derived, easily-identifiable, accessible form of them all—self-governance.
A number of corporate governance studies have attempted to link various governance factors, such as board structure and composition, shareholder engagement, and executive incentives, directly with an organization’s financial performance rather than managerial strategic decisions (Filatotchev and Wright, 2005), as if financial performance is tied to any factors like these directly. More attention has been paid to the role of corporate governance that concerns laws and regulations, and internal
References: 1. Adler, J. The hospital that could cure healthcare. Newsweek. 26. November. (2009). 2. Berwick, D. M. A User’s Manual for the IOM’s ‘Quality Chasm’ Report. 21. Health Affairs. 80, 84-88, (2002). 3. Cadbury, A. Report on the Committee on the Financial Aspects of Corporate Governance. Gee, London. Section 3.2. December. (1992). 4. Christensen, C.M., Overdorf, M. Meeting the Challenge of Disruptive Change. Harvard Business Review. March-April. (2000). 5. Copleston, F. C. Existentialism. Philosophy 23 (84): 19-37. (2009) 6 7. Filatotchev, I. Wright, M. (Eds.) Corporate governance life cycle. London: Edward Elgar. (2005). 8. Crowell, S. Existentialism. Stanford Encyclopedia of Philosophy. Oct. (2010). 9. Golomb, Jacob. In Search of Authenticity. London and New York: Reutledge. (1995) 10 11. IRS White Paper: Governance and Related Topics—501(c) Organizations. February. (2008) 12 13. Kristoffer H. Authentic Journalism? A Critical Discussion about Existential Authenticity in Journalism Ethics. Journal of Mass Media Ethics 27. (2012). 14. Macquarrie, J. Existentialism. New York. (1972). 15. McSherry, R. Pearce P. Clinical Governance A Guide To Implementation For Healthcare Professionals, 3rd Ed. Wiley-Blackwell, Chichester. (2011). 16. Mintzberg, H. Managing the myths of health care. World Hospitals and Health Services. Vol. 48 No. 3. (2012). 17. Mintzberg, H. To Fix Health Care, Ask the Right Questions. Harvard Business Review. Oct. (2011). 18. Mintzberg, H. Organization design: fit or fashion? Harvard Business Review. January-February. (1981). 20. Shailer, G. An Introduction to Corporate Governance in Australia. Pearson Education Australia, Sydney. (2004). 21. Taylor, F.W. Expert in Efficiency, Dies. New York Times. March 22. (1915).