RESUMEN
Ethical behavior is good for business in any organization. In healthcare, it results in better patient care, a more committed and satisfied staff, more efficient care delivery, and increased market share. But it requires leaders who have a broad view of the role that ethics programs--and an effective, sustained ethical culture--play. Ethical organizations have integrated and shared ethical values and practices, an effective ethics infrastructure, ongoing ethics education for staff at every level, ethical and morally courageous leaders, and a culture that is consistent with the organization's values. The mission, vision, and values statements of these organizations have been successfully translated into a set of shared values--a moral compass that guides behavior and decision making.
Asunto(s)
Directores de Hospitales/ética , Toma de Decisiones/ética , Principios Morales , Directores de Hospitales/psicología , Humanos , Cultura Organizacional , Estados UnidosAsunto(s)
Directores de Hospitales , Atención a la Salud/ética , Ética Institucional , Personal de Salud/ética , Motivación , Cultura Organizacional , Adulto , Beneficencia , Directores de Hospitales/ética , Directores de Hospitales/psicología , Directores de Hospitales/normas , Competencia Clínica , Confidencialidad , Femenino , Humanos , Masculino , Persona de Mediana Edad , Motivación/ética , Justicia Social , Revelación de la VerdadRESUMEN
Research into the importance of organizational healthcare ethics has increasingly appeared in healthcare publications. However, to date, few published studies have examined ethical issues from the perspective of healthcare executives, and no empirical study has addressed organizational ethics with an explicit focus on rural hospitals. For our study, we sought to identify the frequency of ethical conflicts occurring within 12 general categories (domains) of administrative activities. Also, we wanted to determine what ethics resources are currently available and whether additional resources would be helpful. We conducted a structured telephone interview of all 13 chief executive officers (CEOs) of critical access hospitals in New Hampshire. All the CEOs in the study indicated that they encountered ethical conflicts. On average, the three most frequently noted domains were organizational-professional staff relations, reimbursement, and clinical care. All CEOs indicated they would like to have additional ethics resources to address these conflicts. This study verified that CEOs encounter a broad spectrum of ethical conflicts and need additional ethics resources to address them. Because this study used a small sample of CEOs and represented only one New England state, further ethics-related research in rural healthcare facilities is warranted. Follow-up study would allow for (1) a higher level of generalization of the findings, (2) clarity regarding specific ethical dilemmas that rural healthcare executives encounter, and (3) an assessment of ethics resources and training that healthcare executives need to address the ethical conflicts.
Asunto(s)
Directores de Hospitales/ética , Servicio de Urgencia en Hospital , Toma de Decisiones/ética , Femenino , Humanos , Entrevistas como Asunto , Masculino , New Hampshire , Asignación de Recursos/ética , Literatura de Revisión como Asunto , Población RuralRESUMEN
The AHA's chair-elect Thomas Priselac talks with Health Forum Publisher and Editorial Director Mary Grayson about health care reform, the role of IT in health care, workforce relations and what it means to be a leader.
Asunto(s)
Directores de Hospitales , Ética en los Negocios , Liderazgo , Responsabilidad Social , American Hospital Association/organización & administración , Directores de Hospitales/ética , Directores de Hospitales/normas , Reforma de la Atención de Salud , Relaciones Médico-Hospital , Humanos , Sistemas de Información , Obligaciones Morales , Técnicas de Planificación , Confianza , Estados UnidosAsunto(s)
Directores de Hospitales/ética , Conflicto de Intereses , Consejo Directivo/ética , Hospitales con Fines de Lucro/organización & administración , Sistemas Multiinstitucionales/organización & administración , Toma de Decisiones en la Organización , Competencia Económica , Hospitales con Fines de Lucro/ética , Humanos , Sistemas Multiinstitucionales/ética , Estados UnidosRESUMEN
The conviction of two former Roger Williams Medical Center executives in Rhode Island is sure to keep up the heat for more vigorous oversight of hospitals. Robert Urciuoli and Frances Driscoll were both convicted of fraud. "It's not to say that directors should be running these organizations," says attorney Patrick Coffey, left. "But it is their function to hire qualified people (who) won't ever tarnish the reputation of their institution".
Asunto(s)
Directores de Hospitales/legislación & jurisprudencia , Fraude/legislación & jurisprudencia , Política de Salud/economía , Directores de Hospitales/ética , Política de Salud/legislación & jurisprudencia , Hospitales Urbanos/legislación & jurisprudencia , Hospitales Urbanos/organización & administración , Relaciones Interinstitucionales , Liderazgo , Formulación de Políticas , Política , Rhode IslandAsunto(s)
Directores de Hospitales/ética , Conflicto de Intereses , Donaciones/ética , Comercio , Golf , Estados UnidosRESUMEN
Recent scandals have pushed some states to tackle transparency and governance issues at healthcare not-for-profits, which the federal government has been reluctant to touch. Rhode Island Lt. Gov. Charles Fogarty, left, supports a bill in his state that would establish a code of ethics for hospital boards. Fogarty sees leaders as getting too comfortable in their jobs and working without accountability.
Asunto(s)
Directores de Hospitales/ética , Consejo Directivo/ética , Hospitales Filantrópicos/organización & administración , Responsabilidad Social , Códigos de Ética , Fraude/prevención & control , Regulación Gubernamental , Hospitales Filantrópicos/ética , Humanos , Auditoría Administrativa , Gobierno Estatal , Exención de Impuesto , Estados UnidosAsunto(s)
Directores de Hospitales/legislación & jurisprudencia , Fraude/legislación & jurisprudencia , Responsabilidad Social , Alabama , Directores de Hospitales/ética , Hospitales con Fines de Lucro/ética , Hospitales con Fines de Lucro/organización & administración , Rol Judicial , Sistemas Multiinstitucionales/ética , Sistemas Multiinstitucionales/organización & administraciónRESUMEN
In the wake of the patient safety movement, there is a glaring disconnect between the increasing responsibilities placed on hospital board members and the limited accountability for those board members if they fail to meet their responsibilities. This Article discusses how the effectiveness of new patient safety laws is diminished by the lack of accountability of nonprofit board members. The Article suggests that an expanded notion of corporatefiduciary duties, enhanced by shifts in social norms, would contribute to patient safety reform.