Alan Kendricks at Cardiology Associates Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Problem Statement

The Cardiology Associates had been working very effectively at SPUH, but like the other sectors of the health care industry, it had also faced a daunting increase in the costs of complexity in its case mix. Meanwhile, after the resign of John Griffiths, Alan Kendricks became the Medical director of the Cardiology Associates. He had felt the need to integrate a comprehensive strategic change that was required by the organization for a long term success. But the main problem was that most of the senior professionals and employees of the organization were reluctant to adopt the proposed change and they had argued that if the organization was performing well then why should they accept a change?

Cause of the Problem

Most of the existing workforce and the executives of the organization were opposing the change because they were happy with the ineffective administrative and management structure of Dr. Griffiths. Under that administrative structure no one had to ask them about their performance and they were given a free hand to do whatever they wanted to do. They think that the administrative machinery would distract their attention from their core responsibilities (Goffee & Jones, 2007) .

The existing workforce and professionals of the organization were reluctant to accept the new change that was proposed by the new medical director Alan Kendricks.

Although Dr. Griffiths had done an outstanding job in quality performance, but he was very weak on the administrative side of the organizational affairs. Alan took over the office after his resign and had started to evaluate the major causes behind the lack of performance and ineffective operations of the organization. He had unilaterally called a full staff meeting to discuss productivity, operations and the potential causes of ineffective administration, but the response was very low and only one person came to attend the meeting. Therefore, he had decided to use an open-door-policy during his administration hours, where anyone could come to him directly and discuss any issue with him so that he could understand their grievances (Boris Groysberg, 2007). Though this policy had provided them a direct access to different doctors and other medical officers, but the results were not as effective as was expected. He had also tried to manage an “organizational rain” for the executives and other professionals, but navigating the bureaucracy was not an easy task to control and was also time consuming. Most of the professionals of the organization were not ready to accept the paternalistic approach proposed by Alan. They wanted him to maintain the diversity in ideas as maintained by the CEO Franz Hummer, as he said to his employees that “you do what you want to do, we’ll do what we want to do and after a period of five years we’ll come to know. Sometimes you will be right and sometimes we will be right (Goffee & Jones, 2007) .” At the same time he had also introduced EMR in hospital, but the doctors were unenthusiastic to accept the technological change because they had the fear of failure; uncertainty about job performance; uncertainty about the effect of the change (Baker, 1989).

In order to cope with these problems he should employee some strategic planning techniques and mechanisms i.e. Employee training, performance appraisal system, performance review in professional settings, pay-for-performance etc.…...................

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Alan Kendricks tries to solve many of the challenges facing him as recently contributed to the Medical Director of Cardiology Associates of Southeastern Pennsylvania University Hospital. He must balance his time caring for patients, work practices, control up, down and sideways, with little star control of official authority, resource allocation, rather, the development of its people, providing strategy and direction, building organizations, and spending time with his family. Offers insights into the dilemma of "producing manager," a person who is also responsible for the production and management. "Hide
by Boris Groysberg, Colleen Kaftan, Wilfred C. McCalla Jr. Source: Harvard Business School 19 pages. Publication Date: April 23, 2007. Prod. #: 407067-PDF-ENG