The Moral Challenges of Health Care Management
, by Griffith, John R.
- ISBN: 9780910701938 | 0910701938
- Cover: Hardcover
- Copyright: 12/1/1992
| Foreword | |
| Preface | |
| Acknowledgments | |
| Suggested Readings | |
| Introduction | |
| Ethical Commitments of Health Care Managers | p. 3 |
| Humanity as an End | p. 3 |
| About This Book | p. 6 |
| Appendix I.A: American College of Healthcare Executives | |
| Code of Ethics | p. 11 |
| Ethical Policy Statement: Impaired Healthcare Executives | p. 16 |
| Appendix I.B: American Hospital Association | |
| Ethical Conduct for Health Care Institutions | p. 18 |
| Theories of Moral Obligation | |
| Abortion Policy at XYZ Community Hospital | p. 25 |
| Baby Doe: Care of Severely Damaged Neonates | p. 29 |
| Part II Commentary: The Diversity of Theories of Moral Obligation and the Implications for Health Care Management | p. 39 |
| What Theories of Moral Obligation Are and How They Differ | p. 40 |
| The nature of theories of moral obligation | p. 40 |
| The types of theories of moral obligation | p. 41 |
| Act versus rule applications | p. 42 |
| The origins of theories of moral obligation | p. 42 |
| Application of Theories of Moral Obligation | p. 43 |
| Dealing with Conflict in Theories of Moral Obligation | p. 46 |
| Consequences of unresolved conflict | p. 46 |
| Some actions to avoid | p. 46 |
| Options for the health care executive | p. 47 |
| Conflicting Prima Facie Obligations | |
| Providing References | p. 53 |
| The Doctor, the Patient, and the DRG | p. 57 |
| Terminating the Employment Contract - The Abortion Case, Part Two | p. 61 |
| The End of Life: Assisting Families and Clinical Personnel with Terminal Care | p. 63 |
| Tough Transplant Questions Raised by Baby Jesse Case | p. 67 |
| Part III Commentary: Dealing with Conflicting Moral Obligations - Negotiating the Slippery Slope | p. 73 |
| How Conflicting Obligations Arise | p. 73 |
| Relationship between Prima Facie Conflicts and Nonmoral Management | p. 74 |
| How Good Nonmoral Management Contributes to Solving the Cases | p. 75 |
| Reference letters (Case 3) | p. 75 |
| DRG management (Case 4) | p. 76 |
| The moral grounds for resignation and termination (Case 5) | p. 77 |
| Terminal care (Case 6) | p. 78 |
| Transplants (Case 7) | p. 82 |
| A Theory for Dealing with Prima Facie Conflicts | p. 83 |
| Required assumptions about moral obligations | p. 83 |
| Guiding the organization's prima facie selections | p. 84 |
| Applying the rules for managing conflicting obligations to clinical areas | p. 88 |
| Improving Virtue | |
| The Question of Venial Sins | p. 93 |
| Dr. Burt of St. Elizabeth's | p. 95 |
| Commodore Quinn and Captain Hodges | p. 103 |
| John McCabe and Blue Cross and Blue Shield of Michigan | p. 111 |
| Part IV Commentary: Building the Virtuous Health Care Corporation | p. 125 |
| The Concept of Moral Virtue | p. 125 |
| Can Nonmoral Actions Promote Moral Virtue? A Review of the Cases | p. 126 |
| Why Lead a Moral Life? The Personal Promotion of Moral Virtue | p. 130 |
| When Is Command Moral? | p. 132 |
| The moral justification for authority | p. 133 |
| The moral obligation of authority | p. 134 |
| Is Punishment Wise? The Uses of Blame and Retribution in Management | p. 134 |
| Can a Manager Be a Moral Leader? | p. 135 |
| Promoting moral virtue by example | p. 136 |
| Nonmoral actions that promote moral behavior | p. 136 |
| Part IV Epilogue: Follow-up on the bases | p. 141 |
| St. Elizabeth's | p. 141 |
| Commodore Quinn and Captain Hodges | p. 141 |
| Blue Cross and Blue Shield of Michigan | p. 145 |
| About the Author | p. 153 |
| Table of Contents provided by Blackwell. All Rights Reserved. |
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