4. Can't Do It All case: Referring to the types of power in Exhibit 10.4, describe which types of power you think Mr. Brice could use to achieve his desired outcomes. domovial nenital co. Deferring to the tunes (HMO) that provides healthcare to the northern California Bay Area. It serves app Based in Walnut Creek, California. Healthdyne is a health maintenance organisatie mately 1.2 million enrollees composed mainly of upper-class, white collar profil Healthdyne occupies a relatively small corner of the market, but is quickly gaining prom nence in the area and has developed a solid financial footing with bright prospect located in a growing community, with a 15 to 20 percent annual growth rate projecte Integrative Case Studies CASE: "I CAN'T DO IT ALL!" BACKGROUND AND CASE OVERVIEW For the past 20 years, Healthdyne's former president, Amanda Huggins, has cessfully carried out the organizational mission to provide more affordable and bene Waving his arms in exasperation, Mr. Brice shouted, which is very uncharacteristic The meeting broke up with the staff looking very puzzled and Mr. Brice realizing 332 for the next five years. quality healthcare for its members by setting the statewide standard for excellence and responsiveness. As one of the key players in the organization since its inception, Met gins is a recognized expert in the managed care industry. Corporate legend has it that he motto was "It doesn't happen without my signaturel" Upon Ms. Huggins's retiremene Arnold Brice was recruited to take her place. ORGANIZATIONAL PROBLEM When Mr. Brice, who is the former CEO of Atlantic Healthcare, was brought in as presi dent, he inherited an executive staff composed of the vice presidents of the marketing finance, and professional services departments as well as a medical director, all of whom were capable of fulfilling their managerial responsibilities. However, within a few weeks of joining Healthdyne, Mr. Brice perceived a serious flaw with his staff--none of the vice presidents would make a decision, not even on routine matters such as personnel que tions, choice of marketing media, or changing suppliers. The vice presidents frequendy presented him with issues in their areas of responsibility and requested that he make the decision. This troubled Mr. Brice. Before long, the situation seriously impeded his efforts to engage in strategic planning for the HMO. At a regular staff meeting, when every member of his staff had an issue that required his attention, Mr. Brice finally blew up. The catalyst to this incident was this question from the Finance vice president: "What font do you want this in?" of him, "I cannot do it all! You are going to have to make these decisions yourselves that he had to make serious changes