Alan Kendricks Was Recently Promoted To Medical Director

Alan Kendricks was recently promoted to medical director for Cardiology Associates at Southern Pennsylvania, University Hospital (SPUH). His first six months was a crash course in the roles of the different departments in the hospital. While balancing patients, and the duties of his new role, Alan has observed problems, and areas of improvements that he hopes to start implementing with change. Him and other senior executives and clinical leaders, know that cardiology is seen as the â€Å"pillar of prosperity† and they are exploring strategic potential. (Groysberg, Kaftan, McCalla, 2007) However, he has run into the resistance of tenured staff and physicians not wanting to change procedures. Alan is attempting to figure out the best way to†¦show more content†¦Griffiths tenure and Dr. Kendricks understood that. However, he believed that he needed to explore changes in order to lead the practice into having a successful future. Initiatives that Alan has already impleme nted during his first six months in his position was an open-door policy during his administrative hours. Dr. Griffiths was a much more â€Å"hands off†, collaborative director. (Groysberg, Kaftan, McCalla, 2007) Where Dr. Kendricks wants to be more direct, and confrontational at times. His new open-door policy is becoming a major distraction for Alan, he is finding himself taking his routine clinical work home so he is not interrupted with other issues. The change is leadership style has also been challenging for the hospital to come to terms with. The physicians and support staff have become complacent to the procedures and practices under Dr. Griffiths. Alan has been attempting to implement a new pay-for performance system, which includes electronic medical record (EMR), decision support systems, e-scribing of medications, and predefined disease management protocols for patients with chronic conditions. With the new EMR system, senior physicians begrudged Dr. Kendricks fo r telling them how to practice, and forcing them to use the new systems. Doctors are also complaining about how they are being forced to do work support staff should be preforming. Alan is having a hard time figuring out how to allocate the support staff’s time fairly.Show MoreRelatedA Cardiologist At The Southeastern Pennsylvania University1322 Words   |  6 PagesA cardiologist at the Southeastern Pennsylvania University Hospital by the name of Alan Kendricks had recently been promoted as medical director. Within this new promotion, he brought with him great change. The medical director before Alan had a laissez-faire approach, while Alan had a more interactive approach to leading. Although Alan came with great credentials, the medical staff Alan was now in charge of was timid of this new change. A few employees who were not too keen on the new changesRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall3931 64 Words   |  1573 PagesEditorial Director: Sally Yagan Director of Editorial Services: Ashley Santora Acquisitions Editor: Brian Mickelson Editorial Project Manager: Sarah Holle Editorial Assistant: Ashlee Bradbury VP Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Nikki Ayana Jones Senior Managing Editor: Judy Leale Production Project Manager: Becca Groves Senior Operations Supervisor: Arnold Vila Operations Specialist: Cathleen Petersen Senior Art Director: Janet Slowik Art Director: Kenny BeckRead MoreProject Mgmt296381 Words   |  1186 Pagesancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 WVR/WVR 0 9 8 7 ISBN 978-0-07-340334-2 MHID 0-07-340334-2 Editorial director: Stewart Mattson Publisher: Tim Vertovec Executive editor: Richard T. Hercher, Jr. Developmental editor: Gail Korosa Associate marketing manager: Jaime Halterman Project manager: Harvey Yep Production supervisor: Carol Bielski Designer: Mary Kazak