The Effect of State Medical Board Action on ABMS Specialty Board Certification

ABSTRACT State medical board action that is deemed a restriction by an ABMS specialty board can result in a loss of board certification, impacting a physician's ability to practice, and frustrating a medical board's efforts to rehabilitate the physician and improve the quality of care provided to patients. State medical boards have difficulty predicting what types of actions constitute a restriction by a specialty board and imposing appropriate discipline because specialty boards use varying criteria to evaluate state medical board action. ABMS specialty boards experience frustration of their own when attempting to interpret actions from 70 separate state medical boards, each governed by its own laws and using its own nomenclature. This article summarizes the inconsistency of both specialty boards and state medical boards, describes the efforts to resolve this issue, and proposes a series of steps that will bring a higher degree of predictability to this process and meet the needs of all stakeholders.

Information as an asset – Today’s Board Agenda: The value of rediscovering gold

In today’s fast moving environment, organizations either thrive or fail depending on how they manage information. Information is a critical and strategic organizational asset and must be harnessed as a business asset. This requires action and leadership at Board level. In 1995, a pivotal report, the Hawley report, argued this case forcibly and presented an agenda for Board action developed through discussion among 30 UK private and public sector organizations working within a KPMG IMPACT programme. Actions to ensure that Board operation was underpinned by sufficient and valid information were accompanied by recommended measures to ensure information assets were well and legally managed and deployed to advantage at every level of operations. A successor report has just been published by the Chartered Institute of Information Professionals, KPMG, CIO Connect and IK SpringBoard supported by the Network for Information and Knowledge Exchange. It reinforces the responsibilities of Boards in leading their organization’s information vision, policy, strategy and governance. This article explains why senior leadership is so vital as the fourth industrial age is followed by the fifth and the power of information is transformed through artificial intelligence and Interconnection.

A indissociabilidade teoria e prática na gestão democrática em Alagoas: uma análise dos planos de ação do curso de extensão em conselhos escolares - The inseparability theory and practice in the management in democratic Alagoas: an analysis of plans

Neste texto tem-se como objetivo de relatar sobre a importância dos planos de ação do curso de extensão em conselhos escolares como mecanismos de fortalecimento de uma gestão escolar mais participativa no Estado de Alagoas. Para tanto, organizou-se o texto, além da introdução e considerações finais, em três partes. Na primeira há uma reflexão sobre os objetivos e estrutura do curso. Na segunda um panorama da educação alagoana e sua relação com a oferta do curso. As principais características do processo de elaboração e implantação dos trabalhos finais são apresentados na terceira parte. Para a sua redação foram usados depoimentos e dados da coordenação do curso e dos projetos de intervenção propostos por estudantes do curso.Palavras-chave: gestão democrática, conselho escolar, plano de ação em curso de formação. THE INSEPARABILITY THEORY AND PRACTICE IN THE MANAGEMENT IN DEMOCRATIC ALAGOAS: AN ANALYSIS OF PLANS FOR EXTENSION COURSE OF ACTION IN SCHOOL BOARDSAbstract This text has as objective to report on the importance of the extension course of action plans for school boards as strengthening of mechanisms for a more participatory school management in the State of Alagoas. For that it is organized, and the introduction and concluding remarks in three parts. At first there is a reflection on the objectives and structure of the course. The second an overview of Alagoas education and its relationship to offer the course. The main features of the process of elaboration and implementation of the final works are presented in the third part. For their essay were used testimonials and data from the course coordinator and intervention projects proposed by students of the course.Keywords:democratic management, school board, action plan training course.

Why do directors feel so separate when they are interconnected?

The current events at Hewlett-Packard (HP) offer steadfast corporate governance professionals a new case study concerning: (1) the powers of the Board, (2) the role of the Chair, and (3) the expectation by individual directors to expect boardroom due process to redress issues. While the Sarbanes-Oxley Act of 2002 (SOX) changed the requirements for transparency and financial disclosure for the CEO and CFO, it remained too silent concerning director-to-director transparency and the role of the Chair to take action without full board consent. This is a re-occurring directorship problem as Enron, Disney, and other exigent cases show. These cases point to the need for director-to-director transparency and disclosure if board members are to avoid unsubstantial board action.

Conditions of vacuous voting in the boardroom

The issue of U.S. corporate governance has been approached as a management structure without regard for the non-hierarchical oversight qualities that are embedded in the legal foundation of its birth. This paper reviews the: (1) U.S. federal Model Business Corporation that unifies the individual state corporate enabling statutes; and (2) The Delaware General Corporation Law that applies to over half of the U.S. Fortune 500 companies and posits the structure of U.S. corporate governance is nonhierarchical, though practiced hierarchically. Further, it is not always the full board that creates board action, and asymmetrical communication and asymmetrical member action create the conditions for vacuous voting.