Provide a 6 pages analysis while answering the following question: Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center. Prepare this assignment according to the guidelines found in the APA Style Guide. An abstract is required. The leadership style of Rabkin, Reinertsen, Meltzer, and Levy varied. Rabkin allowed the Beth Israel (BI) Hospital chiefs and leaders to take control after the merging of the BI and the Deacon (D) hospital. This caused problems because the management of the D, who were experts in their field, was left under the authority of the BI officers. This merging did not create unity and teamwork but separation and segregation as two very different cultures were combined. Top physicians left the company which led to more problems. Instead of focusing on administrative gains and office operations, the chiefs and leaders of the BI concentrated on clinical integration. The business aspects were neglected. Poorly executed contracts with insurance companies, lost volume, high expenses, financial problems, and improper incentives between community doctors and hospitals led to huge losses.
Reinertsen, CEO of CareGroup and of the BID, led a dysfunctional organizational structure as he did not require the CFO and the COO to report to the president. The chiefs did not trust the president which led the president’s not being involved in important decision making. He was informed after the decisions had already been made. This extremely dysfunctional organizational structure caused officers, management, and staff members not to trust each other. Officers had to go behind each others’ backs to do and undo things and this was highly dangerous as these actions involved very important issues.
Then Meltzer became interim CEO when things progressively grew worse. .
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