Corporate Governance and Ethical Responsibility Research Paper
Strayer University – Online
Professor Gus Weekley, JD
November 18th, 2012.
1. Determine at least three (3) different internal and external stakeholders that Dr. DoRight might have to deal with on a daily basis at the hospital.
The three different internal and external stakeholders are the Hospital administrators, Medical staff, and Patients. The most visible parties are first-party patients, who seek access to an imponderable variety of health care products and services; second-party are Providers of these products and services, including hospitals, physicians., nurses, physical therapists, ...view middle of the document...
Many of us invest in mutual funds that hold stock in the health care sector. The most ephemeral of all stakeholder groups are those that lack favorable tax status and therefore indirectly finance our health care system. (The Modern Health Care Maze.2009).
2. Compare and contrast potential conflicts of interest that may exist between the internal and external stakeholders.
Healthcare organizations manage competing, and often conflicting, priorities. These conflicts can arise from the multiple roles these organizations take up, and from the diverse range of stakeholders to whom they must be responsive. Often such conflicts may be titled conflicts of interest; however, what precisely constitutes such conflicts and what should be done about them is not always clear. Clarity about the duties owed by organizations and the roles they assume can help identify and manage some of these conflicts. Divisions of general practice (DGPs) engage in a broad range of activities, including population health programs, IT and general practice support for general practitioners, continuing medical education, research and evaluation activities, health initiatives targeted at particular groups, and allied health programs. (Kalucy, 2002).The broad scope of these activities means that DGPs need to manage competing priorities for time and resources in pursuit of their aims.
Generally, the principal stakeholders of healthcare organizations are the communities they are intended to serve. Many organizations exist to serve specific groups in the community, and these groups are their stakeholders. In the case of DGPs, they support primary healthcare services by supporting the activities of general practitioners working in the community, giving them both general practitioners and their communities as stakeholders. The government from which the DGPs receive most of their funding (as part of the DGP program) is also a stakeholder. (Canberra, 2004). From an organizational perspective, DGPs are membership‐based organizations and have duties to act in the interests of their members. As recipients of federal funding, the government expects DGPs to demonstrate achievements in line with their national priorities, via the National Performance Indicators. (Canberra,2004). Although many of the expectations outlined by the federal government may fit well with local, member‐focused activities, balancing local priorities and those in line with the national priority areas may not be a straightforward matter for DGPs.
The task of managing competing priorities is one shared by organizations and people alike. But what distinguishes a conflict of interest from mere competing priorities? Conflicts of interest on the standard view are commonly understood to occur when the capacity of people or organizations to fulfill their duties to others seems under threat of interference or compromise because of external interests. (Davis, 2001).
Importantly, what is at stake in conflicts of interest is...