A trial attorney recounts her fight against insurance companies who put profit before patients—and wrongfully terminate doctors who don’t comply. In the modern world of American medicine, insurance companies call the shots. Their policies often require cutting corners on patient care in pursuit of profit. These policies often reduce the amount of time doctors spend with patients, push older and cheaper medications, and limit the number of tests and referrals doctors can order. And if doctors don’t comply, they could lose their insurance affiliations. Despite the risks, some brave doctors choose to resist these policies—only to find themselves out of a job. That’s where attorney Theresa Barta steps in. Barta specializes in suing insurers and health-care companies who wrongfully terminate doctors. In Greed on Trial, Barta’s takes readers inside three dramatic and important cases from her files. In each story, we watch Theresa assemble her evidence and fight the scourge of insurance company abuse in the court of law.
A trial attorney recounts her fight against insurance companies who put profit before patients—and wrongfully terminate doctors who don’t comply. In the modern world of American medicine, insurance companies call the shots. Their policies often require cutting corners on patient care in pursuit of profit. These policies often reduce the amount of time doctors spend with patients, push older and cheaper medications, and limit the number of tests and referrals doctors can order. And if doctors don’t comply, they could lose their insurance affiliations. Despite the risks, some brave doctors choose to resist these policies—only to find themselves out of a job. That’s where attorney Theresa Barta steps in. Barta specializes in suing insurers and health-care companies who wrongfully terminate doctors. In Greed on Trial, Barta’s takes readers inside three dramatic and important cases from her files. In each story, we watch Theresa assemble her evidence and fight the scourge of insurance company abuse in the court of law.
In 1822, a group of Americans immigrating to Stephen F. Austin's colony stopped at a bend in the Brazos River and built a fort. Originally called "Fort Bend" and "Fort Settlement," Richmond was incorporated in May 1837. A prosperous river port, Richmond became a boomtown with the completion of the first railroad in Texas in 1855. One of the most notorious episodes in Richmond's history was the Jay Bird-Woodpecker War in 1888-1889, which led to a gun battle on the streets between the two political factions. Richmond was home to notable historical figures, including Jane Long, "Mother of Texas;" Mirabeau B. Lamar, second president of the Republic of Texas; "Deaf" Smith, Texas Revolutionary scout; Carry A. Nation, temperance activist with a penchant for smashing up saloons with a hatchet; and Hilmar Moore, longest-serving US mayor.
Financials alone don't make an M&A deal work. Equally important is what's behind them--an organization's people. How to understand this reality and benefit from it is the thrust of this unusually comprehensive, practical, readable, but conceptually rigorous book. Daniel and Metcalf see HR executives as change agents during the delicate maneuverings before a deal is done, and then after, when it's time to tackle the fine-grained problems of integrating disparate corporate cultures and the people who vitalize them. They examine the recent and ongoing waves of mergers and acquisitions across industries, setting them in the broader context of organizational change. With concepts, theory, and real-life examples drawn from their long, impressive experience as consultants and executives, Daniel and Metcalf provide step-by-step guidance through the stages common to all corporate combinations. They define and explain the roles to be played in the process by HR professionals and executives elsewhere in the organization, and show how, by interacting productively with each other, they will thus maximize the total contribution to the success of any corporate transaction.
Both the courts and the public seem confused about sexual harassment—what it is, how it functions, and what sorts of behaviors are actionable in court. Theresa M. Beiner contrasts perspectives from social scientists on the realities of workplace sexual harassment with the current legal standard. When it comes to sexual harassment law, all too often courts (and employers) are left in the difficult position of grappling with vague legal standards and little guidance about what sexual harassment is and what can be done to stop it. Often, courts impose their own stereotyped view of how women and men “ought” to behave in the workplace. This viewpoint, social science reveals, is frequently out of sync with reality. As a legal scholar who takes social science seriously, Beiner provides valuable insight into what behaviors people perceive as sexually harassing, why such behavior can be characterized as discrimination because of sex, and what types of workplaces are more conducive to sexually harassing behavior than others. Throughout, Beiner offers proposals for legal reform with the goal of furthering workplace equality for both men and women.
In 1982, actress Theresa Saldana was stabbed five times by an unknown assailant. Here is her compelling story and the story of many other victims of violence, revealing how they went beyond survival and back to the living.
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