Dodge Clinic Case Summary

Mr. Martin has spent a short time as the Dodge Clinic’s new CEO and has recently been challenged with its restructuring. The Dodge Clinic underwent a transition from a partnership form of an organization to a not-for-profit foundation just under two years ago. It is now governed by a board, two-thirds of whose members are drawn from the community's business and civic leaders. While competing against four other hospitals has proven difficult for the clinic after the move to a not-for-profit foundation, the clinic proved to produce a small positive bottom line. Though a year later, the clinic is now showing a net loss of about 1.2 million dollars, with estimations that this loss could double in the upcoming year. With limited time before Mr. Martin addresses the board of trustees, he has been tasked with the responsibility to devise a comprehensive plan that will cut costs in a relatively short time while promoting employee morale. With that in mind, Mr. Martin has called together the Clinic’s management council for a meeting, to uncover profitable solutions from the opinions of the department heads. This will without a doubt become a challenge that will test Mr.
Motivating the workforce by reintroducing the feeling of ownership and increased work efficiency through stimulus packages and or payment bonuses that intern would reinvigorate the employee morale and make up the lost revenue. Then through the process of creating a rigors time frame for the CQI, we would implement a bonus system for employees when developments finished before or on time, and a penalty system that would eventually weed out and defund the developments that would come in over budget and behind schedule. This intense schedule would ultimately cut cost through attrition while innovating new ways of efficiency at the Dodge Clinic (McGregor,