logo

Organizational Governance and Performance Management

5 Pages1305 Words284 Views
   

Added on  2023-06-06

About This Document

This article discusses the corporate governance failures at The Bundaberg Hospital and suggests governance mechanisms that could have assisted in avoiding clinical failings. The article also highlights the need for proper scrutiny during employment and independent inquiries to establish the competence and level of skill of healthcare professionals.

Organizational Governance and Performance Management

   Added on 2023-06-06

ShareRelated Documents
Running head: ORGANIZATIONAL GOVERNANCE AND PERFORMANCE MANAGEMENT 1
Organizational Governance and Performance Management
Name
Tutor
Course
Date
Organizational Governance and Performance Management_1
ORGANIZATIONAL GOVERNANCE AND PERFOMANCE MANAGEMENT 2
Corporate Governance Failures at The Bundaberg Hospital
The corporate governance failure started from the onset when the Medical Board of
Queensland registered dr. Patel under the need scheme of that area as a senior medical officer in
Surgery of Bundaberg Base Hospital. He was appointed for a one-year period as a pre-requisite
of the Act. He was then appointed as the director of surgery by the acting director Dr. Nayman
and later as the Acting director of medical services at Bundaberg Hospital. All the appointments
were made without prior background checks and negligence on the part of the appointees who
were in charge of administration. The medical board's appointment was negligent, so was Dr.
Nayman's appointment. The board did not take an extra step to check the credentials of Dr. Patel
to ensure that he was properly qualified, or whether he also had the experience. Such experiences
can be verified by referees or even the institutions where he practiced before his appointment
(Thomas, 2007).
The medical Board resisted Dr. Patel as a result of negligence, as they omitted to
advertise a notation on Patel's license certificate from Oregon, United States, which would have
shown he was barred from practicing if it was followed up. A restriction of performing certain
surgeries was imposed on Doctor Patel in Oregon as a disciplinary measure. The Board failed to
follow up on Doctor Patel's former position and make independent inquiries of their own. Such
independent inquiries would have revealed that Dr. Patel had surrendered his license of practice
and that he was not practicing for over a year in the U.S. The board failed to assess his suitability
and his qualifications to practice as a senior officer at the hospital as required by the Medical
Practitioners Registration Act of 2001, under section 135 (2).
When DR. Patel came to Bundaberg his competence, and clinical skill was not assessed.
This ought to have been done as a condition for him to be appointed. Dr. Nydam was negligent
Organizational Governance and Performance Management_2

End of preview

Want to access all the pages? Upload your documents or become a member.

Related Documents
Concept of Corporate Governance
|6
|1329
|429

Corporate Governance Failure and Implication in Bundaberg Hospital
|6
|1349
|395

Organizational governance
|7
|1629
|53

Corporate Governance Failure
|7
|1394
|494

Analysis of Public Health Inquiry: Bundaberg Base Hospital Scandal
|11
|2154
|295

Bundaberg Hospital Nursing Research Paper 2022
|7
|1615
|21