The Corporate Takeover: How Mary Jones Survived
After a time when corporations boomed came a downturn in the economy. Corporations faced financial losses, budget cuts, and downsizing. Although some large corporations experienced a tough time, smaller businesses experienced an even tougher time becoming obsolete or bought out by larger corporations that could afford their liabilities. With so many job eliminations, it is a wonder how Mary Jones survived.
Mary worked at Jubilee Medical Facility, a standalone hospital, which is part of a medical corporation affiliate, as a Clinical Director for over 16 years. Although the facility was the only type of its kind, it had the worst reputation. For a number of years, Jubilee operated with inexperienced, lethargic staff members who lacked the understanding of corporate structures. Mary was no different, although she was a licensed practitioner, who understood the logistics of her position; she too, like the others, lacked knowledge about systematic approaches within corporate structures. Mary, as accustomed as she was to her laidback atmosphere, never predicted that an economical downfall would threaten not only her job, but also her colleagues’ jobs. At the pinnacle of her career, and in one instant everything changed!
One gorgeous summer afternoon Jubilee’s associating corporation introduced Alana Dominquez as chief of staff, and new Chief Executive Officer (CEO) of Jubilee. Under the direction of Corporate, Alana’s directives included developing a professional atmosphere to reflect the corporation’s image. Immediately upon arrival, Alana made changes to existing policies changing procedures to more organized procedures. Despite objection, Alana pressed forward with the assignment entrusted to her. Her tasks were challenging because the atmosphere readily reflected un-professional people who refused to communicate amongst one another, employees who demonstrated the unwillingness to work together, and people who revealed many other foes that would drive any
Mary worked at Jubilee Medical Facility, a standalone hospital, which is part of a medical corporation affiliate, as a Clinical Director for over 16 years. Although the facility was the only type of its kind, it had the worst reputation. For a number of years, Jubilee operated with inexperienced, lethargic staff members who lacked the understanding of corporate structures. Mary was no different, although she was a licensed practitioner, who understood the logistics of her position; she too, like the others, lacked knowledge about systematic approaches within corporate structures. Mary, as accustomed as she was to her laidback atmosphere, never predicted that an economical downfall would threaten not only her job, but also her colleagues’ jobs. At the pinnacle of her career, and in one instant everything changed!
One gorgeous summer afternoon Jubilee’s associating corporation introduced Alana Dominquez as chief of staff, and new Chief Executive Officer (CEO) of Jubilee. Under the direction of Corporate, Alana’s directives included developing a professional atmosphere to reflect the corporation’s image. Immediately upon arrival, Alana made changes to existing policies changing procedures to more organized procedures. Despite objection, Alana pressed forward with the assignment entrusted to her. Her tasks were challenging because the atmosphere readily reflected un-professional people who refused to communicate amongst one another, employees who demonstrated the unwillingness to work together, and people who revealed many other foes that would drive any