Governance and Performance Management

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Organisational Governance and Performance Management
8/29/2019
Student’s Name

Organisational Governance and Performance Management
1
Contents
Question 1........................................................................................................................................2
Question 2........................................................................................................................................3
References........................................................................................................................................6

Organisational Governance and Performance Management
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Question 1
Corporate governance can be understood as a system of good governance. This system
includes ethical values such as integrity, transparency, honesty and so on (Thomson, 2009). An
organization has various stakeholders and in such a situation, the same is required to act accruing
to ethics and moral principles. At many of the incidents, it has been seen that entities forgot
considering the interest of other workgroups and focus on one or two only. Different reasons
exist behind different corporate governance collapse. The focus of this report will be made to the
reasons behind corporate governance failure of Bundaberg hospital. The issue has been reported
in 2005 where a commission of hospital inquiry made the investigation in Bundaberg hospital of
Queensland state of Australia. Different clinical governance failures have identified in this case.
As per one of the principles of clinical governance, hospitals owe a duty of care to patients as
well as other staff members. Bundaberg hospital failed to perform this duty of care to not to harm
others as it failed to check paper credentials of a new medical staff member Dr. Jayant Patel
properly. During a period of 1978 to 2005, Dr, Patel was engaged in several adverse clinical
outcomes, due to negligence and poor clinical practice, not only in Australia but in other
countries also (Casali & Day, 2010). If to consider a particular case, this is to state that in one of
the case happened, in 1984, he failed to examine the patient before surgery and therefore his
surgical practice was restricted. This was not the only case against him but many others were
also there. Despite these cases and negligent record of Dr. Patel, Bundaberg hospital appointed
him as head of surgery in 2003 (Johnstone, 2011). This was the significant failure of clinical
governance as in addition to paper credentials, the hospital also failed to check competency and
eligibility of Dr. Patel before appointing him on the position of senior medical officer in surgery.