Sage Journals: Discover world-class research

Abstract

Traditionally, the areas of policy and politics have referred more to state and federal governmental activities than to the area of institutional governance. This article uses an academic health center as a point of reference to query a number of important issues related to institutional governance. The questions raised by the author guide readers to formulate answers to a set of questions that could ultimately serve as an impetus and rationale for expanding political influence to include institutional boards. Just as nurses have begun to engage in efforts to move from the sidelines of influencing public policy through lobbying and influencing campaigns of others running for office, to themselves being elected to public office, the case for direct participation in the governance of the business of health care must be made and systematic action to ensure nursing’s inclusion must begin.

Get full access to this article

View all access options for this article.

References

Aiken, L. H. , Smith, H. L. , & Lake, E. T. (1994). Lower Medicare mortality among a set of hospitals known for good nursing care. Medical Care, 32, 771-787.

Aschenbrener, C. A. (1998). Leadership, culture, and change: Critical elements for transformation. In E. R. Rubin (Ed.), Mission management: A new synthesis (Vol. 2, pp. 33-65). Washington, DC: Association of Academic Health Centers.

Ashley, J. (1976). Hospitals, paternalism and the role of the nurse. New York: Teachers College Press.

Batalden, P. B. , Evans, J. P. , & Ryer, J. C. (1998). Weaving a tapestry of change: Quality and values in education. In E. R. Rubin (Ed.), Mission management: A new synthesis (Vol. 2, pp. 129-151). Washington, DC: Association of Academic Health Centers.

Carver, J. (1997). Boards that make a difference: A new design for leadership in nonprofit and public organizations (2nd ed.). San Francisco: Jossey-Bass.

Carver, J. (1999). Reinventing governance. Association Management, 51(8), 70-77.

Collins, J. (1999). Turning goals into results: The power of catalytic mechanisms. Harvard Business Review, 77(4), 71-82.

Eastwood, G. L. (1998). The challenge to academic health centers. In E. R. Rubin (Ed.), Mission management: A new synthesis (Vol. 2, pp. 67-84). Washington, DC: Association of Academic Health Centers.

Evans, C. H. , & Rubin, E. R. (Eds.). (1999). Creating the future: Innovative programs and structures in academic health centers. Washington, DC: Association of Academic Health Centers.

10.

King, M. L., Jr. (1963). Letter from Birmingham jail. Retrieved September 1999 from the World Wide Web: www.cc.columbia.edu/cu/libraries/subjects/afam/mlkjail.html

11.

Kirrane, D. E. (1999). Getting wise to knowledge management. Association Management, 51(8), 31-39.

12.

Mason, D. J. , & Talbott, S. W. (1985). Political action handbook for nurses: Changing the workplace, government, organizations, and community. Menlo Park, CA: Addison-Wesley.

13.

Naughton, J. (1998). The changing nature of health professions education. In E. R. Rubin (Ed.), Mission management: A new synthesis (Vol. 2, pp. 93-128). Washington, DC: Association of Academic Health Centers.

14.

Nightingale, F. (1852/1979). Cassandra: An essay. New York: Feminist Press.

15.

Pinchot, G. , & Pinchot, E. (1993). The end of bureaucracy & the rise of the intelligent organization. San Francisco: Berrett-Koehler.

16.

Techner, G. H. (1999, February 10-12). Symposium for chief staff and chief elected officers. Professional workshop presented by the American Society of Association Executives, San Francisco.

17.

Thomas, L. (1983). The youngest science: Notes of a medicine-watcher. New York: Viking Press.

18.

Vestal, K. W. (1999, April 16). The future nursing workforce: Ensuring superior performance. Paper presented at the University Health System Consortium Joint Meeting, Chicago.

From the Patient Room to the Board Room: An Imperative for Nursing Action

Abstract

Get full access to this article

References