MGT-541 Leadership & Change
Week 8- Case Study Analysis- Alan Kendrick Case
March 1, 2011
Brian Harr
Alan Kendricks at Cardiology associates was recently promoted to Medical handler, which over a short outcome of time is proving to be bitter sweet. As Alan peels back the layers of the suffice he is finding that even thought it is thriving, there be many things that need to be changed. On paper, the revenues and growth projections of the implement are flourishing, while many inconsistencies lay hidden collect to previous management. This is very common when changes in management occur. If the previous manager ignores problems or lacks the vision for change complacency sets into him/her self-importance and the people around them. This is exactly what has happened at Cardiology Associates and one of the vault that Alan will need to overcome. As Alan becomes more acquainted with his Directors role he finds himself neck deep in various situations that are having negative effects on his mogul to lead his team which consists of six all-encompassing time qualification physicians, five part time cardiologists, three cardiology fellows and an interdisciplinary lag who work in various programs. Alan has an excellent reputation for his clinical work.
He is well respected among his peers and is consulted regularly on serious cases. Alan prides himself on his clinical practice, teaching and leadership capabilities. This was seen by his higher-ranking Susan Altomante, which resulted in Alans recent promotion. Despite Alans honored reputation for his clinical work, assuming this directors position is a gigantic change that Alan needs to greet with arms wide open. though from a numbers standpoint, the practice seems to be fine, Alan needs to go against the If it isnt Broke, than dont fix it rule. As he begins to uncover the inefficiencies and problems within the practice, Alan needs to develop a intend of action in order to tackle the problems one at a time and...If you want to get a full essay, order it on our website: Orderessay
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