The ethics of health care system reform

The United States is now engaged in a momentous national debate about health care. How can we provide the best care possible while simultaneously containing cost (to promote the general economic integrity of society) and somehow maintain a semblance of a free health care marketplace. This is not just a political question; it is also a question of ethics. It is an ethical consideration because the current debate is not just about designing or promoting health care systems that can best address our concerns for costs, quality, and accessibility. It appears that at least some participants in the debate would not stop at arguing their beliefs as valid; they would make their beliefs law. Some urge the creation of the right to health care as a matter of law. There are significant differences between beliefs and rights, however, and they need to be considered carefully in the ongoing debate over the future of this country's health care delivery and financing system.     

Legal implications of managed care arrangements

Prior to the 1980s, managed care was virtually nonexistent as a force in health care. Presently, 64 percent of employees in America are covered by managed care plans, including health maintenance organizations (20 percent) and preferred provider organizations (44 percent). In contrast, only 29 percent of employees were enrolled in managed care plans in 1988 and only 47 percent in 1991. To date, the primary reason for this incredible growth in managed care has been economic-market pressure to reduce health care costs. For the foreseeable future, political pressures are likely to fuel this growth, as managed care is at the center of President Clinton's national health care plan. Although there are numerous legal issues surrounding managed care, this article focuses primarily on antitrust implications when forming managed care entities. In addition, the corporate practice of medicine doctrine, certain tax issues, and the fraud and abuse laws are discussed.     

Meeting the change challenge: managing growth in the nonprofit and public human services sectors

The current economic climate has been particularly hard on non-profit and public human services organizations, frequently resulting in managing organizational decline. The authors believe that the dominant concern should be with fostering organizational growth. To this end, they suggest that nonprofit board members and executives, as well as public sector leaders, need to concern themselves with the concurrent management of two agendas: Running the Shop and Meeting the Change Challenge. This can be done effectively through the use of strategic issue management, which is a set of techniques that represents a blend of traditional strategic management and change management approaches.     

Pluralism and ethnic conflict in Tanzania's arid lands: the case of the Maasai and the WaArusha

In Tanzania, the Maasai and Waarusha tribes are experiencing conflict because differences in their modes of productions and economic strategies undermine the peaceful coexistence that they have enjoyed since the 18th century. The Maasai are pastoralists, while the Waarusha are agricultural subsistence farmers who are encroaching on the best pasture lands. A sketch of the history of the two groups shows that the Maasai reached the peak of their land holding in 1880 before the arrival of European colonists who seized land and restricted the Maasai to a semi-arid reserve but allowed the Maasai to remain an autonomous and powerful group. The Waarusha began encroaching on Maasai land after independence due to land and population pressure. While closely tied, each group looks down on the other, and Maasai ascendancy has given way to Waarusha challenges. After independence, the tribal and ethnic rule that was protected by the colonial system was disrupted to allow for increased internal migration and new patterns of settlement. The rights of land ownership were transferred from tribes to the State, allowing privileged groups to benefit. The Waarusha began to engage in illegal land-grabbing and to encroach on the Maasai preserve using legal and illegal means. The Maasai view land as collective property and have had difficulty retaining title of traditional lands in the face of population pressure. This loss of grazing land has forced the Maasai into a mixed economy that depends upon agricultural production as well as livestock production. In the meantime, the Waarusha have deliberately sought political office to gain power to secure their holdings. Immediate action is needed to produce 1) a policy on spontaneous settlement, 2) an immediate adjustment of legal procedures for land acquisition, 3) a land tenure policy that equally emphasizes agricultural and livestock production, and 4) controls on undue expansion of subsistence agriculture into semi-arid rangelands.     

Interrupted stories, interrupted lives

In attempting to manage their practices efficiently, doctors may not allow seriously ill patients enough time to sort out their feelings and raise important questions. What is at stake here is not information about prognosis and treatments but the very survival of the soul.     

What affects nonprofit survival?

This article describes mortality patterns for nonprofit organizations in a major U.S. metropolitan area between 1980 and 1988. Twenty percent of the nonprofits in a panel ceased operations during this period. Mortality rates were found to vary widely. In some instances, high mortality was found in parts of the sector that were growing rapidly. Overall, nonprofits that ceased to operate were younger and smaller, used fewer strategies to attract funders, and had less diversified income streams than survivors. These patterns also varied substantially. The results point to the drawbacks of using limited or commonsense information and the necessity of theory-based research.