Raymond Wilcox just began a new position as COO at Dover University Hospital when suddenly, at the request of the Chairman of the Board, he becomes CEO. With only two hours to sort through the former CEO’s in-basket of messages and voicemails before a business trip, he must work quickly and effectively. He must decipher roles from an organizational chart to delegate tasks. He must triage which issues to address in this short period of time. Issues such as mission, transformational leadership, waste disposal, inspections, and emergency room challenges surface. Can these first hours as CEO allow him to begin laying the foundations for a sustainable hospital and place him in the driver seat to win the hearts and minds of his staff? This two-part case asks students to think outside the box, pay attention to detail, and use their imaginations as they complete the timed exercise and the case discussion that follows. It is based on the decision-making process employed by leaders of a US hospital in N
Day One as CEO of Dover University Hospital: An In-Basket Case
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After reading and discussing the material, students should:
- Demonstrate that they can effectively identify top priorities under time constraints
- Demonstrate that they can communicate clearly (i.e., provide clear directions and explanations to others) and succinctly in written communications
- Strategically identify when to delegate tasks versus personally address an issue
- Articulate their working knowledge of various management and leadership principles and theories (e.g., John Kotter Model of Change, Transformational vs. Situational Leadership, Kurt Lewin's Three Steps of Change, Bruce Tuckman's Forming, Storming, Norming, Performing, Total Quality Management, etc.)