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Biomedical subjects

B S Bader

Publications and source records attributed to B S Bader.

51 records · Page 3Linked to original sources
PubMed1983

Why boards need fresh information, not warmed-over management reports.

To exercise leadership, boards need information that is exclusively prepared to help them fulfill their unique responsibilities. This article examines, in view of our changing economic environment, what kind of information the board needs to receive, how often it should be forthcoming, in what format, and how to assess it.

Data Collection↗
PubMed1982

Ethics: boards address issues beyond allocation of resources.

Unprecedented advances in medical technology can save lives, but they also produce complex ethical questions for providers, patients, and government alike. What is the value of human life? When, if ever, is a life not worth saving? In which expensive technologies should limited resources be invested? These questions are reaching into the boardroom as trustees seek to shape institutional policy and help practitioners with the life and death decisions they face.

Economics↗
PubMed1979

Board self-assessment: evaluating the evaluators.

In response to external pressures, increasing numbers of hospital boards are reviewing their performance and making changes to enhance their effectiveness. This article outlines the steps in the self-evaluation process, suggests a methodology for boards to follow, and presents three models for self-evaluation.

Educational Measurement↗
PubMedDate not supplied

CQI progress reports: the dashboard approach provides a better way to keep board informed about quality.

Once continuous quality improvement is under way, nearly all healthcare organizations send progress reports to the board. Typically, however, the board gets a potpourri of data--from written and oral reports of quality improvement projects to clinical outcome measurements, and customer satisfaction data. That's why top executives are trying to determine more precisely what information trustees and other leaders really need. One solution is a "dashboard" of critical indicators based on the organization's strategic plan.

Documentation↗
PubMedDate not supplied

What governing boards expect from physician executives.

Governing boards of health care organizations have undergone major changes in the past two decades. Structurally, today's typical not-for-profit hospital board is smaller, includes 1-4 physicians, and limits trustees' terms in order to infuse the board periodically with new talents and fresh ideas. Even more important, today's trustees aren't there just for prestige or to contribute money. They are committed to the organization's mission and willing to work hard for its success.

Credentialing↗