In November of 2010, the board of Stanford Hospital and Clinics announced that Amir Dan Rubin, at Stanford Hospital and Clinics, would be appointed as the next CEO in the UCLA Hospital System's time chief operating officer. Although by the period of 2010 Stanford hospital had survived from a failed mergertogether with the hospital of the University of California, San Francisco, and was financially stable, Rubin would lead an organization that still faced overwhelming challenges. These included creating a focus on patient care and improving functional performance, especially in the wake of an increasingly competitive health system landscape. Rubin's success relied on attaining the support of a large existing internal staff as well as the medical center faculty.
The faculty reported to the medical school's dean, not to Rubin. The case also looks at the next steps that Rubin planned in 2014 for continuing to transfer the hospital forward as well as the challenges with which he would have to grapple. The case is useful in categories on influence and power, and in groups on organizational culture, leadership and culture change where external sequence and the task of building internal support is an issue.
PUBLICATION DATE: January 06, 2015 PRODUCT #: OB90-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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