Riverside Pediatric Associates Case Paper

Coleman would be placed in the high strategic vision under dreamer category as depicted in Exhibit 13.1 (Daft, 2015 p. 395). He has big dreams and ideas for bringing his new-found company forward, by involving VP Deacon and a team to assist in the new plan development. Whereas, Coleman effectively, at least initially, inspired others to generate their own ideas through active participation but failed at the strategic action side of the doer. He was still trying to complete his action a year later and it seemed he lacked the ability to move his action into reality.
VP Deacon would be placed high in both strategic vision and strategic action, as “The Doer” and “The Dreamer,” when these traits coincide, a great leader performs his job to the
Refer to the case on pp. 487-488 of Daft 6th edition and answer these questions:
• Assume you are Sanchez or Hudson and plan to implement immediate organizational change within the practice. Where would you start? What steps would you take?
• Sanchez and Hudson are caught between being physicians and being leaders of their practice. How do you suggest they resolve this dilemma? What leadership qualities will Sanchez and Hudson need to display in order to lead positive change in their practice?
After hearing news that their medical practice was in financial trouble, Dr. Sanchez realized that things had to change. Dr. Sanchez wrote down ideas on what was needed for the practice to survive: (1) improve service to patients and families; (2) improve respect and collaborative communication among the staff; (3) save money; (4) collect fees from patients in a timely manner; and (5) encourage innovation and creativity from staff to solve routine problems (Daft, p. 488). Dr. Sanchez knew where the practice needed to end up but was unsure how to apply these concepts in order to achieve the
Sanchez and Hudson also lost focus of what motivated them to open the practice initially. They must remember they are physicians first. The primary goal of a physician is the care of others, thus reminding themselves why they went to medical school to begin with. Being overwhelmed with the day-to-day operations of running the practice, is counterproductive to their objectives and significant changes are required to reestablish the practice’s proper functioning. If Drs. Sanchez and Hudson do not implement change, and quickly, all of their livelihoods are at risk. Throughout Daft’s book The Leadership Experience, he states that leadership is about change, rather than stability. Sanchez and Hudson need to establish themselves as change agents and lead the way for the others, rather than maintain the status quo. Drs. Sanchez and Hudson will need to be courageous and express their beliefs in the employees’ capacity to take on this important responsibility. They must demonstrate that they understand and know in which direction the practice needs to proceed and show how they themselves can adapt to these changes and reorientation of focus. Drs. Sanchez and Hudson must also articulate to the staff the future vision of the practice, while at the same time recognizing and learning from past mistakes (Daft, pg. 463). Obstacles will crop up along the way, but the combined might of a team can adapt and move past any