Md Anderson Cancer Center Case Study

Words: 514
Pages: 3

Central Problem

There is a an extensive research reported a wave of burnout among US physicians, including those who work in academic health centers, with rates approaching 50% 21 . MD Anderson Cancer Center also has been experiencing a decline in morale of faculty physicians and scientists among the national trend. Internal causes such as increased productivity targets through out the Moon Shot Programs, decreased job autonomy, funding challenges, bureaucratic disorganization, faculty-administration conflict, and heavy paperwork contributed to this problem. Many MD Anderson faculty predicted that they will lose their positions due to lack of funding. Even those who secure funding may not remain to enjoy their careers in the shifting research environment in the institution, particularly since the Moon Shot Programs started 22. Underlying much of this problem is also a changing from academic culture to a more corporate culture, and it raises a question to MD Anderson administration how to maintain and recruit faculty at a time of turmoil.

Approach
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In addition, the institution should exploit and adopt business strategy implementation plan in order to sustain faculty employment and to prevent several of its faculty members to depart and accept offer elsewhere. MD Anderson should recognize the phases of change in which it requires moving through three stages of a well-defined process: unfreezing, changing, and refreezing. The first step in organizational change begins when leaders recognize and publicly admit that the current situation is not producing acceptable or adequate results. The second step is the change process in which company adapts to its environment. The third step is the last phase of organizational involving formalizing and institutionalizing new behaviors, methods, processes, or routines