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Zane Part Two

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Health & Medical
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Capella University
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Running head: ELLEN ZANE: LEADING CHANGE AT TUFTS/NEMC 1
Ellen Zane: Leading Change at Tufts/NEMC
Author’s Name
Institutional Affiliation
Date

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ELLEN ZANE: LEADING CHANGE AT TUFTS/NEMC 2
Ellen Zane: Leading Change at Tufts/NEMC
How the organization used structures and systems to deal with environmental
uncertainty and complexity
Tufts-NEMC was at a point of falling apart before Ellen Zane was appointed as
the CEO of the organization. The organization was struggling financially and was
affected by negative market changes and forces. Tufts-NEMC was making loses, losing
its physicians, market share and some of its partnership. This caused a lot of
environmental uncertainties and complexities. Tufts-NEMC first dealt with the
environmental uncertainties by merging with Lifespan. This, however, did not work out
well. The organization ended up being brain drained, it lost its identity and made huge
finances loses (Ingols and Brem, 2006).
After Zane joined Tufts-NEMC as the new CEO she used various structures and
systems to deal with environmental uncertainties. She recruited a consultancy firm
which helped in investigating why the company was making huge financial loses. This
helped in determining the areas that needed to be changed. Zane used appropriate
systems to ensure that the costs of the organization were reduced.
There was an application of teamwork in that the senior management team
cooperated with the new CEO to help promote the changes in the organization. Zane is
an individual that is well versed with how hospitals operate and this caused her to have
accurate knowledge on what was to be done to deal with the environmental
complexities and uncertainties of the organization (Ingols and Brem, 2006).

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Running head: ELLEN ZANE: LEADING CHANGE AT TUFTS/NEMC Ellen Zane: Leading Change at Tufts/NEMC Author’s Name Institutional Affiliation Date 1 ELLEN ZANE: LEADING CHANGE AT TUFTS/NEMC 2 Ellen Zane: Leading Change at Tufts/NEMC How the organization used structures and systems to deal with environmental uncertainty and complexity Tufts-NEMC was at a point of falling apart before Ellen Zane was appointed as the CEO of the organization. The organization was struggling financially and was affected by negative market changes and forces. Tufts-NEMC was making loses, losing its physicians, market share and some of its partnership. This caused a lot of environmental uncertainties and complexities. Tufts-NEMC first dealt with the environmental uncertainties by merging with Lifespan. This, however, did not work out well. The organization ended up being brain drained, it lost its identity and made huge finances loses (Ingols and Brem, 2006). After Zane joined Tufts-NEMC as the new CEO she used various structures and systems to deal with environmental uncertainties. She recruited a consultancy firm which helped in investigating why the company was making huge financial loses. This helped in determining the areas that needed to be changed. Zane used appropriate systems to ensure that the costs of the organization were reduced. There was an application of teamwork in that the senior management team cooperated with the new CEO to help promote the changes in the organization. Zane is ...
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