Concept of Corporate Governance
6 Pages1329 Words429 Views
Added on 2019-11-26
Concept of Corporate Governance
Added on 2019-11-26
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Running head: CORPORATE GOVERNANCE FAILURE AND IMPLICATIONCORPORATE GOVERNANCE FAILURE AND IMPLICATIONName of the StudentName of the UniversityAuthor Note
1CORPORATE GOVERNANCE FAILURE AND IMPLICATIONIntroduction:The corporate governance entails the system in which a set of rules, process and practicesare included in order to direct, control and manage an organization (Tricker & Tricker, 2015).The corporate governance of a hospital or health service center is called the clinical governance.The clinical governance of any health organization is the system of managing the entire staffsincluding the clinicians (Brennan & Flynn, 2013). In addition, the clinical governance of thehospital also shares the accountability and responsibility of the quality of care and thedevelopment of the organization in terms of customer satisfaction. Any drawbacks of theorganization in performing the responsibility and the managing the system is referred to thefailure of the clinical governance. Clinical Governance Failures in Bundaberg Hospital:An inquiry commission was created for investigating the clinical governance failure inthe Bundaberg Hospital in Queensland, which indicates the negligence and irresponsibility of theadministration of the hospital as well as Dr. Jayant Patel (www.qphci.qld.gov.au. 2017). Themajor findings of the inquiry are stated in the following section (Delaney, 2015). The findingsare:The Medical Board of Queensland and the administration of the Bundaberg Hospitalshowed some serious negligence and irresponsibility while appointing Dr. Patel for thepost of senior medical officer in surgery in 2003. The administration did not properlycheck the paper credentials of Dr. Patel.
2CORPORATE GOVERNANCE FAILURE AND IMPLICATIONThe administration also failed in assessing the eligibility, competency and thequalification of Dr. Patel for performing the responsibility as the senior medical officerin surgery.The inquiry found out that the administration of the hospital not only failed in assessingthe papers and the eligibility of Dr. Patel, but also did not organize proper investigationon the authenticity of the previous practice and experience of Dr. Patel in United States(Delaney, 2015). Proper investigation would be able to show that Dr. Patel surrenderedhis practice license and as unemployed for more than one year. The appointment of Dr. Patel was done without proper evaluation of the clinicalcompetency and skills on the certain position assigned for him. The Acting Director ofMedical Service, Dr. Nydam, also failed and showed negligence in following the processof privileging and credentialing the policy and guidelines of the Queensland Health. Dr. Keating as the Acting Director of Medical service replaced Dr. Nydam. Similarly asDr. Nydam, he also failed in assessing the competency of Dr. Patel. In addition, he alsodid not did not check and follow the credentials of Policy and Guidelines of theappointment of Dr. Patel. Moreover, the employment of Dr. Patel was extended andregistration was renewed in the meantime. Dr. Keating thought the credentialing and privileging was just the part of the system, andignored the real assessment of checking the background of Dr. Patel.There were 17 deaths due to the unacceptable and poor level of care by Dr. Patel.Dr. Patel lacked the proper judgment quality and technical knowledge and ability.
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