Case Study- The BBDE Health Center

Another central feature of the board of directors is the question of whether the CEO is also the chairman of the board. When the CEO is also the chairman this is often referred to as “CEO duality”. In the US the CEO is often the chairman of the board. Studies have shown that the board in most cases

In mid-April 2000, Sherri Worth was faced with some very unsettling news about Pate Memorial Clinic’s future with a competitor potentially moving into the area. Worth was the assistant administrator at Pate Memorial Hospital (PMH) and was also responsible for the Pate Health Clinic (PHC). A study by the competitor was being done to see whether sufficient demand existed to establish a clinic 5 blocks north of PHC. The two biggest concerns in regards to the new competition were:

When it comes to strategic decision making The Home Depot management was criticized for its lack of progress under Bob Nardelli (previous CEO) (“Home Depot tries”, 2007). The company was criticized for paying Nardelli way too much as CEO and still too much even after he left (“Home Depot tries”, 2007).

Jones Regional Medical Center is a huge academic health center with 900 beds and are known for its research and teaching hospitals. Additionally, the IT staff at Jones supports 300 applications and 12,000 workstations. The center uses Technology Med (TechMed) for their admitting system. The system includes registration, inpatient charge, payment entry, master patient index, admission, hospital billing, and more. The TechMed system has been accessible since 1998; Jones is beginning to plan a replacement of this systems because of the fragility of the software (Wager, 2013).

In order to take action, what political, natural, and social forces need to be considered?

As the industry continues to move away from some of the Medicare programs that were created during the Obama presidency,  the Centers for Medicare & Medicaid Services (CMS) is also pulling away from specific value-based initiatives, such as mandatory bundled payments. The CMS officially canceled two of the models that were included in the Bundled Payments for Care Improvement (BPCI) Initiative.

2. Are the roles of the chairperson and chief executive officer (CEO) exercised by different individuals? This clear division of responsibility would help to counterbalance the power and influence of the CEO in the decision making of the company’s directors. Furthermore, this would enhance the supporting role that may be assumed by the chairman in being the CEO’s confidante.

This situation for LBJ Company has shown that it is in clear violation of the internal control principle and is running significant risks by not including more oversight and checks and balances.

Arrowhead Regional Medical Center (ARMC) is a 456-bed teaching hospital located in Colton California. Out of the 456 beds, 90 beds are behavioral health and 366 are inpatient hospital beds. ARMC is a comprehensive inpatient and outpatient health care facility providing multitude of care including: primary care, specialty care, trauma care and houses the only burn center for four counties. Moreover, ARMC has 9 residency programs which are accredited by ACGME and AOA, both are known entities in graduate medical education. Furthermore, Arrowhead Regional Medical Center’s Ambulatory department operates over 40 specialty clinics and 4 family health clinics. Three of the family health clinics are off site located in Fontana, Rialto and San Bernardino. ARMC covers about 98% of Medi-Cal patients through the coverage plan of IEHP and Molina.

Both Yahoo and RadioShack, had to find solution to the following questions – How serious of an offence was it for a CEO to have lied on the résumé? Should a CEO be sacked for falsification of the résumé or should he be retained in the company on the basis that his performance as a CEO has little bearing on his degree? Should the company also impose a sanction on the CEO? What are the implications on the company in choosing either of these options?

The IMA's Statement of Ethical Professional Practice includes all of the following broad categories: competence, confidentiality, integrity, and credibility.

As it is stated in the case of Coca-Cola, “it was a marketing machine ran by bureaucrats and accountants focused more on getting the most out of what they had than of thinking of good ideas” (Harvey & Allard, 2015, p. 100). At that stage, Ivestor, who was a CEO of the company, was focusing more on the numbers and revenues than on what is really going inside of the company. He was described as “arrogant and insecure” (Harvey & Allard, 2015, p. 100) and refused to listen to his own people, working for him. Instead of solving the real problems in the company, he was focusing on keeping profits on the same level. Case gives an example of passivity of his actions by increasing the price of Coke syrup sales to bottlers to keep it. Of course, it was a mandatory action due to the “largest product recall in company history" (Harvey & Allard, 2015, p. 100) but it only accumulated a racial tension in the company, as he was indifferent to people and focused on financial results. Ivestor tried to prevent dramatic outcomes of the lawsuit more than to solve the problem and prevent it in the

In order to be successful in the long range, the CEO's strategy must encompass countless factors. He must devise a plan to grow the business in the face of competitors, not only from within the United States but from any and every region of today's global economy. The CEO calls the plays for a team of tens (and sometimes hundreds) of thousands of workers. All of the actions of every employee and every aspect of the business must be coordinated and integrated to produce the cars, computers or CAT scanners that yield profits to the company. It is the CEO who is responsible for that integration.

Columbus Regional Health (n.d.) serves 10 counties in Southeast Indiana. The demographics include a predominantly Caucasian population of approximately 300,000 people (Economic Opportunities through Education by 2015, n.d.). In southeastern Indiana, about 140,000 individuals have employment, and 15% of them, who are over the age of 24, have a bachelor’s degree (Economic Opportunities through Education by 2015, n.d.). Approximately 30% of the high-school students drop out in this mainly rural area with a flat population growth (Economic Opportunities through Education by 2015, n.d.).

If management and the board of directors take appropriate remedial action, should Barber be required to report the matter outside the company?