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PubMed2002

Agents.

Although health care is inherently an economic activity, it is inadequately described as a market process. An alternative, grounded in organizational economic theory, is to view professionals and many others as agents, contracted to advance the best interests of their principals (patients). This view untangles some of the ethical conflicts in dentistry. It also helps identify major controllable costs in dentistry and suggests that dentists can act as a group to increase or decrease agency costs, primarily by controlling the bad actors who damage the value of all dentists.

Clinical Competence↗
PubMed2003

Ethical dilemma.

Explore the source record for details and available documents.

Adult↗
PubMed1992

Principles of ethics and code of professional conduct with official advisory opinions revised to May 1992.

The ethical statements which have historically been subscribed to by the dental profession have had the benefit of the patient as their primary goal. Recognition of this goal, and of the education and training of a dentist, has resulted in society affording to the profession the privilege and obligation of self-government. The Association calls upon members of the profession to be caring and fair in their contact with patients. Although the structure of society may change, the overriding obligation of the dentist will always remain the duty to provide quality care in a competent and timely manner. All members must protect and preserve the high standards of oral health care provided to the public by the profession. They must strive to improve the care delivered--through education, training, research and, most of all, adherence to a stringent code of ethics, structured to meet the needs of the patient.

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PubMed1991

North Carolina AEGD model.

The financial resource and expense management experience of the University of North Carolina Advanced Education in General Dentistry program has been presented. The program relies heavily on clinic productivity and effective financial management to counter challenges imposed by a diminishing state budget appropriation to the School of Dentistry and the lack of financial flexibility within the state university system. The School of Dentistry is firmly established and highly regarded within the university; administrative support for the program from within the school has been substantial and is ongoing. The program continues to actively pursue external funding applications; nonetheless, resource augmentation to date has been a largely internal matter through maximal and efficient use of existing means.

Costs and Cost Analysis↗