Case 1 –Case of the Reluctant Associate
1. What are the main concerns in the case?
Persuading Dr. Simon to join the practice
Gaining Dr. Simon’s trust
2. Which organizational theories of management describe the behaviors of Dr. Simon’s first practice experience? The second? Provide a rational for your response.
a. Human Resources
b. Leadership
Dr. Simon’s first practice shows an autocratic style of management of close oversight, distrust and solo decision making.
3. Is succession planning important for medical practices? Give examples of what techniques are available to recruit new physicians.
Succession planning is important for the continuation of a medical practice, it is essential in valuing the practice and transition patients to
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Dr. Simon’s agreed right then and there to be a part of my practice.
Major Problems and Secondary Issues
Persuading Dr. Simon to join my practice was a struggle for the simple fact that his primary hospital was treating him unfairly. It seems to me that this was a human resource issue due to certain particular questions that was asked. This hospital seems to have a leadership style management where they took advantage of him and his work.
Your Role
As the Chairman of the department I would work on building positive employer-employee relation by communicating openly, showing gratitude and appreciation, giving consistent feedback and following through.
Organizational Strengths and Weakness
Strengths
Dr. Simon’s is on staff, no need to recruit, he’s a great candidate, three members feel he’s qualified and my practice will make him a partner in two years
Weakness
Persuading Dr. Simon to join the practice, gaining Dr. Simon’s trust, have to wait two years for Dr. Simon to become partner, and new recruits need to have training in succession planning
Alternatives and Recommended Solution
Communication Pros Communication Cons
Positive workplace Misunderstanding
In the loop with important information Losing his trust
Gain his respect and trust.
Following through with my solution I would implement a plain to follow through with by keeping the door open, making sure his voice is heard, Dr. Simon’s work is
1. In what sense are all healthcare executives’ human resources managers? How can executives best prepare to perform well in this HR Function?
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GSK’s Future Leader Program is an inspiring opportunity for me that allows to explore different ideas and views as well building working relationships through effective communication. It’s a diversified program that empowers young people to build rapport with customers and focus patient care. And also provides support to gain further professional insights for growth.
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Dr. Gary Kaplan was trying to achieve change at Virginia Mason. He envisioned the transformation of Virginia Mason Medical Center into the quality leader in health care and sought to lead the organization toward this vision. When Dr. Kaplan joined VMMC what attracted him to the medical field was a collaborative team approach and Virginia Masons’ unique culture that was created in the early 1900’s. With time VMMC started to face challenges, competition was fierce and VMMC soon began to experience financial troubles. In addition, its employees were unhappy and the staff morale around the hospital was declining. Kaplan noticed that
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We ask our stakeholders to look into our following recommendations. Money and recruiting physicians (primary care) are the two of the biggest components that would lead to successfully turning the
peers. Tap into the greatest wealth of knowledge on managing physician practices that has ever existed.
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