{"title":"阅读警告信号可以保住你的工作。","authors":"S Berger, S Sudman","doi":"","DOIUrl":null,"url":null,"abstract":"<p><p>This is the last of a two part series about how CEOs should learn to read the warning signs of trouble from the hospital board. Part one, printed in the June issue of AOHA Today, followed the case of a hospital administrator who was praised by board members just two weeks before he was fired. This administrator found out the hard way that he was the victim of an informal relationship between a top hospital manager and a powerful board member. His problem is only one of many that could cause termination, and the authors' goal is to alert CEOs before problems begin. Part one gave tips for incoming CEOs to follow; part two picks up here with many more points for new and seasoned CEOs alike.</p>","PeriodicalId":79560,"journal":{"name":"AOHA today","volume":"34 7","pages":"8-9"},"PeriodicalIF":0.0000,"publicationDate":"1990-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Reading warning signs could save your job.\",\"authors\":\"S Berger, S Sudman\",\"doi\":\"\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>This is the last of a two part series about how CEOs should learn to read the warning signs of trouble from the hospital board. Part one, printed in the June issue of AOHA Today, followed the case of a hospital administrator who was praised by board members just two weeks before he was fired. This administrator found out the hard way that he was the victim of an informal relationship between a top hospital manager and a powerful board member. His problem is only one of many that could cause termination, and the authors' goal is to alert CEOs before problems begin. Part one gave tips for incoming CEOs to follow; part two picks up here with many more points for new and seasoned CEOs alike.</p>\",\"PeriodicalId\":79560,\"journal\":{\"name\":\"AOHA today\",\"volume\":\"34 7\",\"pages\":\"8-9\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1990-07-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"AOHA today\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"AOHA today","FirstCategoryId":"1085","ListUrlMain":"","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
This is the last of a two part series about how CEOs should learn to read the warning signs of trouble from the hospital board. Part one, printed in the June issue of AOHA Today, followed the case of a hospital administrator who was praised by board members just two weeks before he was fired. This administrator found out the hard way that he was the victim of an informal relationship between a top hospital manager and a powerful board member. His problem is only one of many that could cause termination, and the authors' goal is to alert CEOs before problems begin. Part one gave tips for incoming CEOs to follow; part two picks up here with many more points for new and seasoned CEOs alike.
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