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At least 19 recordsLinked to original sources
PubMed1992

CEOs confuse roles of physician trustees.

A majority of hospital CEOs believe physician trustees on their boards tend to represent their medical staffs. But experts warn that CEOs must make certain that their physician trustees represent the community as a whole.

Attitude of Health Personnel↗
PubMed1990

CEOs make the most of trustees' business acumen.

CEOs now recognize that the business expertise of board members is a valuable resource that needs to be tapped. So, in an effort to develop the best possible response to an increasingly complex business environment, a growing number of CEOs are asking their boards to play a key role in strategic planning. And when the strategic plan is a joint effort, the CEO is less likely to be blamed if the plan fails. The strategic planning process is not always a smooth operation, say executives. Corporate and individual hospital boards have different perspectives and are not always on the same wavelength, which may leave the CEO caught in the middle. At the community level, developing a shared vision with the trustees is a time-consuming task. And in those communities where physicians are viewed as competitors, the CEO may find it tough to convince trustees that physicians must be part of an integrated plan.

Commerce↗
PubMed1994

Report of the Board of Trustees of the American Medical Association. Euthanasia/physician-assisted suicide: lessons in the Dutch experience.

This Board of Trustees Reports urges physicians to be aware of continuing efforts by some in society to end suffering by speeding deaths through medical interventions. The experience in Holland with euthanasia and physician-assisted suicide is outlined in this report, as are the differing interpretations of the Dutch data by voices in Holland. The Dutch guidelines intended to protect patients have not been consistently respected. The sum of the experience suggests that implementation of their controls on euthanasia and physician-assisted suicide has not been effective. Recognizing that there are differences between withholding or withdrawing life-sustaining treatment and euthanasia and physician-assisted suicide, the availability of mechanisms for end of life medical decision-making by patients, such as powers of attorney, etc., should be more widely promoted. The Board of Trustees recommends that the American Medical Association reject euthanasia and physician-assisted suicide as being incompatible with the nature and purposes of the healing arts.

American Medical Association↗
PubMed1992

Are trustees prepared to lead through health reform maze?

Not all hospital trustees realize the vital leadership role they must play as their hospitals move toward the future, say CEOs. As a result, executives understand that they have a major educative role to play in bringing their boards up to speed on health care reform issues--quickly.

Data Collection↗
PubMed1992

Openness is the key to trustee bonding.

Openness is vital for developing strong relationships between senior management and trustees, CEOs say. They cite one-on-one interaction and board retreats as effective tools for bonding.

Chief Executive Officers, Hospital↗
PubMed1979

The Sister trustee.

As the number of religious sisters decreases and as hospitals are increasingly managed and staffed by laity, there is a national trend toward religious sisters who do not work in the hospital serving on its board of trustees. These sisters are fully responsible board members lending their considerable life experience and their sense of mission to dedicated service and Catholic witness on hospital boards.

Catholicism↗
PubMed1978

The trustee and the risks of persuasive leadership.

Boards of trustees are challenged to structure their leadership roles in such a way that they can help the institutions they lead to fulfill their potential. Coercion and persuasion are both tools that boards can use; but while coercion may be necessary in extreme situations, it is not useful for encouraging performance. Persuasion, as defined, is the means by which a board may guide an institution toward its highest possible performance level.

Governing Board↗
PubMed1980

Appointments and clinical privileges. Role and responsibilities of the board of trustees.

Reviewing the performance and activity of members of the medical staff is the direct responsibility of the medical staff itself. However, the board of trustees must review and take appropriate action on appointments and clinical privileges recommended by the medical staff. In doing so, the board must ensure that the appointment of physicians and delineation of their clinical privileges is consistent with the provision of quality patient care. Furthermore, the board must ensure that in dealing with physicians in these matters due process is followed and the physician's right to fair treatment is protected.

Governing Board↗
PubMed1978

Understanding trustees' concerns promotes board development.

A hospital's CEO has a major responsibility to promote development of the board into an effective, competent, functioning body. To do so, he must understand the special problems, fears, and risks that trustees confront in the health care setting; allow and expect the board to fulfill its own role; and provide a supportive environment in which the board can function and develop.

Governing Board↗
PubMed1994

Report of the AMA Board of Trustees.

Single-payer proposals that promise to provide universal coverage, maintain fee-for-service medicine, protect physician autonomy, restrain health spending, and simplify reimbursement and billing may appear enticing. However, the Board of Trustees continues to find that single-payer systems with strict global budgets: fail to provide adequate and timely urgent and elective specialty services; continue to encroach on physician autonomy and the physician-patient relationship; neglect changes in technology; have not been able to stabilize health spending; and incur some of the same administrative costs as multiple-payer systems. References for this report are available upon request.

American Medical Association↗
PubMed1994

Athletic preparticipation examinations for adolescents. Report of the Board of Trustees. Group on Science and Technology, American Medical Association.

In response to a request from the House of Delegates to study the value of the preparticipation athletic examination for adolescents, the American Medical Association Board of Trustees prepared a report reviewing the current health status of adolescent athletes and the efficacy of trying to identify which athletes are at risk for injury and sudden death. It found that between 22% and 39% of athletes sustain an injury that results in their not completing a practice or game or causes them to miss a subsequent practice or game. The existing state of information suggests that the preparticipation athletic examination is helpful in identifying adolescents at risk for orthopedic injury. The usefulness of the examination to identify adolescents at risk for sudden cardiac death or who have previously undiagnosed medical disorders is not substantiated by the research literature. The identification of orthopedic problems is maximized by the station approach. The guidelines developed in 1988 by the American Academy of Pediatrics provide the most current source on which conditions disqualify athletes from specific sports. Special care must be taken, however, to ensure that adolescents are not excluded unnecessarily from participation.

Adolescent↗
PubMed1994

[Response to a questionnaire on DNR-order from 307 trustee members of Japanese Medical Societies].

A questionnaire on the use of DNR-order was conducted on 427 trustee members of Japan Society of Reanimatology, Intensive Care Medicine and Anesthesiology with responses from 307 or 71.9%. The results of the questionnaire are as follows: DNR-order is unnecessary, 2.9%. Necessary depending on the situation, 96.7%. Here dying in dignity was the main reason for necessity of DNR-order and ethical, legal and technical problems were the reasons cited for objection. Patients' will is indispensable for DNR-order, 11.4%. Patients' will is not indispensable, 84.9%. Quality and quantity of treatment after the decision of DNR-order should not be limited or withdrawn, 21.2%. Should be withdrawn except for respirator, 60.6%. The percentage of those who had carried out a DNR-order was 69.1% (most of them more than once), but half of them did not describe the order on the chart. A guideline for a DNR-order by scientific societies and/or governmental policy for a DNR-order should be made and publicized not only for the benefit of the patients and their families but also for physicians themselves.

Adult↗