Organizational governance

This document discusses the concept of organizational governance and its significance in managing and controlling an organization. It explores the failures in corporate governance at Bundaberg hospital and suggests mechanisms to avoid clinical failings. The document emphasizes the importance of good governance in ensuring quality care and customer satisfaction.

Organizational governance 0
Organizational governance
System04116
9/2/2019

Organizational governance 1
Contents
Introduction.................................................................................................................................................2
Corporate governance failures in Bundaberg hospital.................................................................................2
Governance mechanisms assisted for avoiding clinical failings of Bundaberg............................................3
Conclusion...................................................................................................................................................5
References...................................................................................................................................................6

Organizational governance 2
Introduction
Corporate governance is a system that involves the set of rules, practices, and processes
which are comprised of managing, directing and controlling the organization. Clinical
governance is defined as the corporate governance services which are provided in hospital and
centers of health care. In health organization, clinical governance is a system which is used in
managing the employees as well as the clinicians. Moreover, the corporate governance of health
organization helps in sharing responsibility and accountability in the way of quality care and
customer satisfaction helps in the growth and development of the hospitals. In an organization,
any drawback in performing the responsibilities and system management can lead to the failure
of corporate governance.
Corporate governance failures in Bundaberg hospital
An inquiry commission was made for the purpose of inspecting the failure in corporate
governance in Bundaberg hospital, Queensland that shows irresponsibility and negligence of
hospital administration and Dr. Jayant Patel. The major findings which are stated are:
Failure to have credentialed and advantaged
 The management of Bundaberg hospital and Queensland member boards presented some
severe carelessness and recklessness during appointing Dr. Jayant Patel for senior
medical officer’s post in the surgery (Queensland public hospital, 2019). The
management did not rightly see the credentials of paper of Dr. Jayant Patel. And Dr.
Nydam and later Dr. Keating neglectfully failed in having some assessment mode of his
capability or skill by the peer's committee called credentialing and benefiting.
Failure to check background
 The management also failed in measuring the competencies, qualifications, and eligibility
of Dr. Jayant Patel for carrying out responsibilities as a senior medical officer in the
surgery (Johnson, 2019).
 The conduct of Dr. Jayant Patel was deficient as a surgeon said by Dr. De Lacy in 4
major respects viz.:

Organizational governance 3
(a) An assessment of presenting the patients was inadequate;
(b) Techniques of the survey were imperfect;
(c) Future operative administration was poor; and
(d) Follow up was insufficient (Nowotny, Et al, 2019).
Continued path of injury and death
 The cases of death were thirteen in which level of care was not provided carefully on the
side of Dr. Jayant Patel added to the poor result and there were the additional four deaths
in which an improper level of care by Dr. Jayant may have added to the result
(Queensland public hospital commission of inquiry, 2019).
Failure of an acceptable complaint system to operate
 The system of complaints at Bundaberg hospital was wholly insufficient in which Dr.
Keating and Mr. Leck were not appeared to be appreciated or they decide on to ignore
(Fedele, 2019). It was gross negligence of the duty by each to have investigated the
complaints against Dr. Patel.
Governance mechanisms assisted for avoiding clinical failings of Bundaberg
It does not happen overnight and there are various warning signs that an organization should
take note of it in order to avoid such failings. For this purpose, the good governance mechanism
is assisted for avoiding the clinical failing of Bundaberg:
 Effective governance mechanisms are the existence of a board of committees or
committees that consists of few or an individual member in hospital.
 Independent board and members of the audit committee that is CEO of hospital fulfilled
the number of roles in several committees (Macrae, 2019).
 Appointment of professionals and specialists in a hospital for a particular department and
according to their qualification and experience that is registered surgeon who has
Australian specialist qualifications.
 Before appointment of doctor within the hospital, checking of credentials which are
submitted by them so that their disreputable past would possibly be revealed before they
began to see or work upon the patients at the hospital.

Organizational governance 4
 Development and implementation of an adequate complaint system for the maintenance
of elective surgery targets (Moro, Et al, 2019).
 Greater participation and control by the clinicians to control the surgery budget.
 Assessing and integrating the trained doctors from overseas
 Assessment of experience and qualification which is appropriate for practicing as a senior
medical officer for general surgery accomplishment at the Bundaberg hospital (Theobald,
Et al, 2019).
 Management who purposely undermines the role of several governance structures by
circumventing the internal controls and making legal representations to the board and
auditors of Bundaberg hospital.
 Focus on the patient’s complaints regarding seriousness and formality within the hospital
as ignorance of these complaints leads to clinical failures.
 Holding of board or leaders accountable for the constant improvisation of operations,
clinical staff and the processes, society and the financial performance (Danesi, 2019).
 Executive board of hospital ensures the safe clinical practices implicated by experienced
and qualified doctors.
 Safeguarding patient safety by not making any negligence in clinical practices within the
hospital.
 Establishment of inquiry commission for making examining the corporate governance
failures in the Bundaberg hospital, Queensland that shows their responsiveness and
responsibility towards the hospital and the doctor’s administration.
 The surgeon in hospital is efficient in four key aspects such as:
a) Assessment of presenting a patient must be adequate;
b) Techniques of surgery must be effective;
c) Post-operative management must be good;
d) Follow up must be adequate.
With the help of above corporate governance mechanism which is assisted for Bundaberg
hospital for the purpose of avoiding various clinical failures, the hospital manages all the staffs
including clinicians and can also share the responsibility and accountability of quality of care and
development in terms of satisfaction of the customers (Bolsin, Et al, 2019).

Organizational governance 5
Conclusion
From the above study, it is concluded that the development of hospital systems that
reasonably deal with the patient’s safety is a continuous endeavor. In this study, it is analyzed
that refocusing, research and attention required not only for the patients but also on the managers
or leaders who get reports of patient safety failures. The reaction of human to avoid the conflict
to favor interests which deflect the risk of reputation to the hospital and their own leadership is
much strong can result in direct hospitality towards those people who reports injuries or wrongs.
Here the call to action is for those managers or leaders who get reports of breaches the
safety of patients and concern from employees to create an awareness of the risks of willful
blindness and take an active measure to try to find disconfirmation and examine the whole story.
Where the evidence of misconduct arises, managers or leaders should reveal moral courage
should act on the reports of the concerned safety of patient in spite of professional and personal,
external and internal pressures to remain silent and or blind.

Organizational governance 6
References
Bolsin, S., Carter, J., Kitson, A., Walter, D., & Roberts, S. (2019). Clinical engagement: a new
concept or common sense all round?. Australian Health Review, 43(4), 392-395.
Danesi, M. A. (2019). Corporate governance: Quality Health-Care System for 21st Century. The
Nigerian Journal of General Practice, 17(1), 1.
Fedele, R. (2019). Blowing the whistle. Australian Nursing and Midwifery Journal, 26(6), 14.
Johnson, A., Lane, P., Klug, M., & Clay-Williams, R. (2019). Working across Boundaries:
Creating Value and Producing Safety in Health Care Using Empathic Negotiation
Skills. Working Across Boundaries: Resilient Health Care, 5, 15.
Macrae, C. (2019). Governing the safety of artificial intelligence in healthcare. BMJ quality &
safety, 28(6), 495-498.
Moro Visconti, R., & Martiniello, L. (2019). Smart Hospitals and Patient-Centered
Governance. Moro Visconti, R., & Martiniello, L.(2019). Smart hospitals and patient-
centered governance. Corporate Ownership & Control, 16(2).
Nowotny, B. M., Loh, E., Lorenz, K., & Wallace, E. M. (2019). Sharing the pain: lessons from
missed opportunities for healthcare improvement from patient complaints and litigation
in the Australian health system. Australian Health Review, 43(4), 382-391.
Queensland public hospital. (2019). Report summary. Retrieved from:
http://www.qphci.qld.gov.au/final_report/Final_Report.pdf
Theobald, K. A., McCarthy, A. L., Henderson, A., Coyer, F., Shaban, R. Z., Fox, R., &
Thomson, B. (2019). Academic–industry integration in health: Enhancing postgraduate
professional learning [Final report 2019].