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When asked how he has been able to effectively stay in one job for so long, the man who has been at the head of one of the nation's largest banking organizations for 16 years, Richard Cooley, chairman, Wells-Fargo Bank, said that he "learned very early that board relations was the most important key to his continuity." Cooley said his strategy over the years has been to meet for dinner about once a year with each member of this board to allow the board member to get to know him, to personally hear the issues that the board member considers most important, and to solicit input on proposed management plans.

Formal planning is an interdisciplinary, organized process that should be an integral function of management in all hospitals, but it is needed most urgently in small and rural institutions.

The hospital CEO should bring the administrative staff into a long-term, well-planned governing board development process that gradually educates board members on the issues they will be facing.

As executive director of New York's Bellevue Hospital Center, Madeline Bohman has a deep commitment to the concept of community. She sees a need for hospitals to assume responsibility for teaching patients and for providing community outreach services.

Although the hospital work force has traditionally included a majority of women, the number of female CEOs in recent decades has not been great/That situation may be changing, according to women who do hold top jobs in hospitals.

Many hospitals need more business, and marketing techniques have been suggested in the literature as one way to attract it.

The construction management approach enables the owner to be involved in the building project from the initial design stage through project completion. He participates in cost-benefit decisions, helping to ensure that the best possible building is constructed at the lowest possible cost.

A questionnaire was sent to 160 hospital administrators in Southern California. The questionnaire sought to determine whether directors of pharmacy are good managers, how much time directors spend on administrative tasks, and which managerial skills are most valuable for a director of pharmacy to possess. The results of that questionnaire and a series of recommendations are presented.

Today's trustees are more aware of their accountability than were their predecessors 30 years ago/Administrators have shifted their attention from inside to outside the hospital.