Riverbend Orthopedics is a busy group practice with expanded services for orthopedic care. It has seven physicians and a podiatrist, plus about 70 other employees. At its big, new clinic building, Riverbend provides extensive orthopedic care. Several technicians provide diagnostic medical imaging, from basic X-rays to magnetic resonance images.

The physicians perform surgery in their own outpatient surgery center with Riverbend’s own operating nurses and technicians. Therapy is provided by three physical therapists and one part-time contracted occupational therapist. In addition to staff providing actual patient care, the clinic has staff for financial management, medical records, human resources, information systems/technology, building maintenance, and other administrative matters. Occasional marketing work is done by an advertising company.

Legal work is outsourced to a law firm. Riverbend is managed by a new president, Ms.

Garcia. She and Riverbend have set a goal of achieving “Excellent” ratings for patient experience from at least 90 percent of Riverbend’s patients this year.

Ms. Garcia’s expertise is in financial management, reimbursement, and contracting with insurers and payers. She did not study management in college but is now taking management courses at a local college.

Mini Case Study Questions MCQ1. Ms. Garcia asks if bureaucracy could help Riverbend accomplish this goal. Using information from this book, how would you reply to Ms. Garcia? You may make reasonable assumptions and inferences.

MCQ2. Using information from this book, explain which of Mintzberg’s management roles Ms. Garcia could use to help Riverbend achieve its goal.