Organizational governance and performance management in Bundaberg hospital

ORGANIZATIONAL BEHAVIOUR
Organizational
governance and
performance
management
Performance management
Name of the author-

Answer to Question No. 1
The Bundaberg hospital has been located in Coastal town, Queensland Australia. It
faced a failure due to its corporate governance failure which was main contributing factor to
the event of Bundaberg. In this hospital, doctors were working long hours and there is no
safety and work standards are followed to strengthen the overall work functions of doctors
and other staff members. Surgeons and doctors were complaining about understaffing and
low morale. They made it clear that there is some systematic improvements are needed in the
hospital because of these problems many surgeons and experienced doctors have been
leaving the clinic. In the meantime in April 2003 Dr Patel started working as Director of
surgery. During his time at Bundaberg, 20 complaints were registered against Dr Patel,
relating to unnecessary surgery, incompetence, hygiene concerns and performing surgery
above his skills but management didn’t respond to these complaints (Casali, & Day, (2010).
Nurse Hoffman increased concerns with the actions of Patel with developments. She tried to
conducted the meeting with the nurses and doctors with detailed complaint but there was
nothing which could have been taken into consideration then finally she approached to the
local Member of Parliament. Mr Rob who was MP, enquired the matter and when he was
convinced with the seriousness of the issue raised the issue in parliament. Dr Patel stopped
practice and left Australia (Casali & Day 2010). This case reflects how well these two
individuals undertake their work programs.
The clinical issue in Bundaberg was the voice failure as the voice system appeared not to be
given priority or taken seriously. This was happened due to the negligence and
misappropriate care of the people to handle these clinical issue. The voice system was
complex as it was involved in the professional grouping where some voices were more equal
than others. In their personnel combination the medically examined administrative staff was
not active in pursuing complaints and in the next line the management having the power of
making judgment but they were lacking in the insight or skills in the clinical area. Nurses
were rarely commenting on the competency and expertise of the doctors as managers having
typical control over the voice mechanisms. Hoffman stated that people were frightened about
being get into a trouble as the mechanism was hard to act upon. There was a clear division
between nurses and doctors and different weightage of their voices. There was opaque or
passive system which does not have correct procedure of expressing formal voice. Staff was
not having enough confidence to go outside of their work and it was done for some of them