blicies or programs 2. Nowhere Job case: Write a job description for Jack's job. Use case information, and make inferences to further develop the job description. 3. I Can't Do It All case: Healthdyne had to recruit a new CEO to replace Ms. Huggins. Use Exhibit 7.2 to explain the pros and cons of Healthdyne recruiting internally and externally. Integrative Case Studies BACKGROUND AND CASE OVERVIEW Based in Walnut Creek, California, Healthdyne is a health maintenance organization (HMO) that provides healthcare to the northern California Bay Area. It serves approxi- mately 1.2 million enrollees composed mainly of upper-class, white-collar professionals Healthdyne occupies a relatively small corner of the market, but is quickly gaining promi- located in a growing community, with a 15 to 20 percent annual growth rate projected CASE: "I CAN'T DO IT ALL!" fence in the area and has developed a solid financial footing with bright prospects. It is for the next five years. For the past 20 years, Healthdyne's former president, Amanda Huggins, has suc- cessfully carried out the organizational mission to provide more affordable and better 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, Ms. Hug- gins is a recognized expert in the managed care industry. Corporate legend has it that her motto was "It doesn't happen without my signature!" Upon Ms. Huggins's retirement, 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 ques- tions, choice of marketing media, or changing suppliers. The vice presidents frequently 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?" Waving his arms in exasperation, Mr. Brice shouted, which is very uncharacteristic of him, I cannot do it all! You are going to have to make these decisions yourselves." The meeting broke up with the staff looking very puzzled and Mr. Brice realizing that he had to make serious changes. with his boss occurs almost exclusively by e-mail, telephone, or fax Integrative Case Studies CASE: NOWHERE JOB of Emer works for a young and growing healthcare company. The company has suc y developed a market niche by contracting with colleges and universities to manage and operate their campus health centers. Ernest has been hired to develop the operational curve for a new product that will link students managed care health insurance coverage rices provided by their campus health centers. This new product will result in cost or as well as improved service delivery. It is a new concept in the industry and while Emor does not have significant healthcare experience, he does have a great deal of cachusiasm, and he is expected to learn on the job. Emest has not been given a formal job description. He was originally given a list of performance objectives verbally, but these objectives have been subsequently changed without his input, and there have been no new objectives put in place. Erest's work envi- inment is unusual in that he mostly works out of a home office, with occasional trips to de corporate office 70 miles away, Ernest reports directly to the corporate medical director the company, but this director is located in Miami, 1.200 miles away. Communication energy but he knows he needs the support of others in his organization to make a meaningful Emest has made progress toward achieving organizational objectives, but he is now sing obstacles that are largely caused by his isolation from others in the company. He is ar informed when changes are made to project objectives, nor are the underlying reasons for these changes ever explained to him. Ernest finds that his isolation limits his ability to pre professionally, and he has trouble contributing to the work of the company because he is unable to describe his company's needs accurately to outside vendors without being properly informed himself Ernest has asked to have a formal job description and stated performance objectives based on the format suggested by a human resources consultant hired by the company, but he has received no response. Meanwhile, Ernest has been asked to complete the contracts he has negotiated with several outside vendors, and he is told he now reports to an outside consultant who has been hired to help coordinate technical operations, including informa- tion systems. This outside consultant tells Ernest not to proceed with these contracts the very day after the CEO tells him to complete them. Ernest attempts to contribute to the sales and marketing efforts of his company by proposing that the company sponsor an institute at a prestigious university, and he wants no contribute his time and energy to make this project a success. He is told it is a good idea, bur dhe vice president of sales and marketing does not keep his commitment to respond Emer's proposal. Ernest sends reminders and continues to develop the idea with the university. He is trying to expand his job responsibilities to include business development, ribution