For this assignment please refer back to the I Can't Do it All" case on p.418 in your text. In 1 to 1 and 1/2 pages please answer fully the following question (p.261, Q.4), "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." Include a rationale for your choices in your answer. Give praise, money, Ignore, insult, with Set up a new tech Give an emotionally Assign a subordinate to Sources: Information from Dalt (2016); Griffin, Phillips, and Gully (2017): Johnson and Rossow (20196 management of Healthcare Organizations Personal Power Examples FM 104 Types of Power Definition Give something that is valued Type Reward ship, a ride to work Punish, penalize, reprimand friendship Coercive Expertise Provide needed knowledge, skill, ability explain history of the community Referent Inspire through charisma, trust, respect, emotion, admiration ling speech about children Positional Power Examples Type Legitimate Definition Authorize decisions, take actions, direct subordinates and expect obedience from them Give something that is valued Saturday, sign an e-healm contract, hire a new chaplain Give praise, promotion, raise, bigger office, teserved Reward parking Coercive Punish, penalize, reprimand Scold, reduce pay, deny requested time off Resource control Give, remove, use, or assign valued Give equipment, approve resources that others need or want funds, restrict use of space Information Give (or not give) selected infor Serve as information gate control mation to others to affect their keeper, decide who gets perceptions and knowledge which information about a possible merger Be in the flow of information ("in m ba th Network centrality sy the loop") and connected to key people to know what is going on Serve on key commit tees, network with others exchange information with friend in the mayor's office Walston (2017) CASE: "I CAN'T DO IT ALL!" VODA Based in Walnut Creek, California, Healthdyne is a health maintenance organization (HMO) that provides healthcare to the northern California Bay Area. It serves approximately 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 prominence in the area and has developed a solid financial footing with bright prospects. It is located in a growing community, with a 15 to 20 percent annual growth rate projected for the next five years. For the past 20 years, Healthdyne's former president, Amanda Huggins, has success- fully carried out the organizational missionto provide more affordable and better quality healthcare for its members by setting the statewide standard for excellence and responsive- ness. As one of the key players in the organization since its inception, Ms. Huggins 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. When Mr. Brice, who is the former CEO of Atlantic Healthcare, was brought in as president, 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 questions, 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. och