學門類別
政大
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Did I Just Cross the Line and Harass a Colleague?
- Winsol: An Opportunity For Solar Expansion
- Porsche Drive (B): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- TNT Assignment: Financial Ratio Code Cracker
-
Implementing an Electronic Health Record at the Central City Medical Group
At the June 2007, Central City Medical Group (CCMG) board meeting, Deb Moore, Executive Director, reported that there were mounting tensions caused by the implementation of an electronic health record (EHR). Physician morale and productivity were spiraling downward. The present challenge was the growing gap between the patient workload and physician capacity, as physicians remained well below historic productivity levels while learning to use the new EHR. The medical director had resigned her post and other senior physicians were threatening to retire. Ms. Moore had a pressing question for the board: should CCMG stop accepting new patients until they returned to full productivity?