Daphne had an outstanding internship with a man-aged-services company while she was in college. It allowed her to shadow the medical center s management dietitian and observe the leadership and management skills that made her successful. So, when Daphne earned her registered dietitian credentials, she was thrilled that the same managed services company made her an offer to be the clinical dietitian at Holy Family Hospital. That was ve years ago. Since then, Daphne has honed her skills well and is now considered one of the better managers in the company. She communicates well, delegates when appropriate, and most nd her to be very likable. Her manager, Joan, who has run the foodservice department, has been hugely successful in her 25 years on the job. She has also served as Daphne s mentor. Now the time has come for Joan to retire, in two months. She plans to move to her country cottage and enjoy her leisure time with the grandkids. Today, Joan has suggested that Daphne consider two positions that are open in the company. The first and the one that Joan is clearly urging Daphne to take is the one she, Joan, is about to vacate. The other position is good, too. It is at a medical center of similar size but is in a nicer part of town and, according to all accounts, is in a better position nancially. There has been a lot of turnover at the other hospital and the last foodser-vice director was just red; he d been there for only six months. The salary, which would be a nice increase from what Daphne currently earns, would be the same at either location. Daphne is thrilled to be considered for this promo-tion, but truly doesn t know what to do. She tends to obsess over such decisions, and this one is no exception. She spent hours last night drafting a list of the advan-tages and disadvantages (of which she can think of very few) corresponding to each location. Then, she remem-bered a table that she had seen in one of her college textbooks. She can t remember exactly, but recalls that it pertained to selecting jobs with differing criteria. After a short search of her shelves, she nds the book and, with little effort, nds the table (see Table 14.5). She smiles that she used her favorite highlighter on the table headers, indicating that this was something she needed to remember. 1. If you were Daphne, what would you list as positives for staying at Holy Family? What are the negatives? 2. Make the same list for the other opportunity. 3. What would you do?

TABLE 14.5 Chances of Success in Various Types of Managerial Succession Strong Weak Predecessor Predecessor Inside Successor Chances Chances unfavorable uncertain Outside Successor Chances moder- Chances very ately favorable favorable