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Published by:
Stanford Business School (2005)
13 June 2005
10 pages
Data source:
Field research


Barbara Ladao was the Chief Executive Officer of the Neighborhood Health Clinic (NHC), a non-profit health center located in an ethnically diverse, underserved, and complicated community. At the time, the interpersonal dynamics within the clinic had started to interfere with the ability of Ladao''s staff to work effectively and efficiently together. Worse yet, she was concerned that the dysfunctional behavior (which had created a racial divide among employees) was starting to affect the clinic''s patients, and ultimately could impact NHC''s ability to continue expanding, raising funds, and meeting the needs of the community on a long-term basis. The (A) case explores the history, demographics, and tensions in the external environment and the impact they have on clinic operations (eg, hiring, staff management, interpersonal relations). The (B) case evaluates specific challenges within the clinic related to language, work ethic, and discipline. The (C) case describes what course of action Ladao and her team took, the strengths of their approach, and the challenges / opportunities that still required attention at NHC.


Health care; Health organizations management; Organizational behavior; Human resources management (HRM); Interpersonal relations; Diversity
USD4 million +, 50 employees
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