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
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