title: An internal operation. How Granada Hills reinvented its management.
abstract: When the board of a California community hospital found that it had drastically miscalculated its earnings for 1998 and was actually in the red, trustees knew they had to act fast. Resisting the "cut and slash" advice of a turnaround specialist, the board chose to "reinvent" its management structure. That's how it could maintain its community health mission and still end up in the black.
authors.forename: L
authors.initials: L
authors.lastname: Larson
mesh_terms: D002140:California; D016542:Chief Executive Officers, Hospital; D003159:Community-Institutional Relations; D003659:Decision Making, Organizational; D005377:Financial Management, Hospital / Q000191:economics*; D006075:Governing Board; D006744:Hospital Bed Capacity, 100 to 299; D006754:Hospital Restructuring / Q000191:economics*; D006764:Hospitals, Community / Q000191:economics* / Q000458:organization & administration*; D006801:Humans; D007324:Institutional Management Teams; D007857:Leadership; D009936:Organizational Innovation