Choosing a Successor
Choosing a Successor
Choosing a Successor is the case about a 62-year-old administrator of the multispecialty Ambulatory Care Center named Paul. He has worked there for many years and is planning his retirement in a year. He is beginning the process of training a successor and has three possible internal candidates for the position. The Ambulatory Care Center is a medium-sized facility serving an average of 80 patients on a daily basis. There has been little growth over the past couple of years and there needs to be change in order for the Center to remain afloat. The Center has mainly served senior citizens, which is what the neighborhood around has been until now. The neighborhood is converting into more and more young families and many of young adults and school-age children. There is also an ethnicity change, with more families of Hispanic and African American origin. The method of payment is also gradually changing from Medicare and private pay to a financial base where payments are coming from a combination of group insurance, Medicaid, and cash payments. The Center is working towards being known that it can care for all ages, especially children. The addition of a specialized pediatric group to their physician base has made screening for metabolic, sickle cell, and other genetic disorders, as well as treatments for children with ADHD, autism, and Asperger’s syndrome possible. The only problem I found in the case study is that all the candidates are internal and it leaves for no outside intelligence to potentially come in and give their advice and professional ability. This would also be the only other alternative solution to what Paul could do in trying to find the right person to replace him in a year. I believe the best solution is to hire Felipe because of his background. The only real fault he has is his past when he went to class rather than being on the job, which just shows me dedication for getting his masters. The only other
Choosing a Successor is the case about a 62-year-old administrator of the multispecialty Ambulatory Care Center named Paul. He has worked there for many years and is planning his retirement in a year. He is beginning the process of training a successor and has three possible internal candidates for the position. The Ambulatory Care Center is a medium-sized facility serving an average of 80 patients on a daily basis. There has been little growth over the past couple of years and there needs to be change in order for the Center to remain afloat. The Center has mainly served senior citizens, which is what the neighborhood around has been until now. The neighborhood is converting into more and more young families and many of young adults and school-age children. There is also an ethnicity change, with more families of Hispanic and African American origin. The method of payment is also gradually changing from Medicare and private pay to a financial base where payments are coming from a combination of group insurance, Medicaid, and cash payments. The Center is working towards being known that it can care for all ages, especially children. The addition of a specialized pediatric group to their physician base has made screening for metabolic, sickle cell, and other genetic disorders, as well as treatments for children with ADHD, autism, and Asperger’s syndrome possible. The only problem I found in the case study is that all the candidates are internal and it leaves for no outside intelligence to potentially come in and give their advice and professional ability. This would also be the only other alternative solution to what Paul could do in trying to find the right person to replace him in a year. I believe the best solution is to hire Felipe because of his background. The only real fault he has is his past when he went to class rather than being on the job, which just shows me dedication for getting his masters. The only other