Leadership Change and Organizational Development at MD Anderson

This report examines the organizational development and leadership changes implemented at the MD Anderson Cancer Center in Houston, Texas. The analysis focuses on the shift in leadership structure, including the elimination of the executive vice president role and the delegation of focused responsibilities to senior vice presidents to foster teamwork and improve decision-making. The report explores the effects of these changes on interdepartmental collaboration, highlighting how the new structure aims to enhance financial sustainability, streamline decision processes, and improve overall agility. Key stakeholders, including patients, clinicians, and researchers, are considered, with emphasis on the impact of the changes on patient care and research quality. The evolution of leadership responses to change and the strategies employed are discussed, alongside recommendations for continued improvement, such as fostering teamwork, clarifying changes to employees, and developing communication strategies. The report concludes that the changes have been largely successful in improving organizational outcomes and maintaining the center's relevance in the rapidly evolving healthcare landscape.

RUNNING HEAD: ORGANIZATIONAL DEVELOPMENT AND CHANGE
Organizational DEVELOPMENT AND CHANGE
Name of the Student:
Name of the University:
Author’s Note:

1ORGANIZATIONAL DEVELOPMENT AND CHANGE
Introduction:
To maintain its relevance in today’s fast-paced and global community, a business
organization has to continue its evolution process. A contemporary business organization can
maintain its relevance by modifying the use of technology, rules, and regulations of the
government, and maintaining environmental constraints. The aim of this paper is to analyze
the way MD Anderson Cancer Center in Houston Texas has responded to major changes.
Contemporary organization:
MD Anderson Cancer Center in Houston Texas is one of the world’s most appreciated
centers dedicated completely to the care of cancer patients, research and education for this
disease, and presentation of this disease. The mission of this center is to eliminate this disease
from this world with proper treatment. The vision of this center is to become the premier
cancer center in this world (MD Anderson Cancer Center, 2020). The management team of
this cancer center has changed its organizational structure to maintain its operation
successfully. A new leadership style has been implemented in this organization since 29th
June 2017 (Mdanderson.org, 2017). The impact of this change will be discussed.
Effects of change:
To enable teamwork and smooth decision-making procedure, the management team
of MD Anderson Cancer Center in Houston Texas has implanted a new leadership style in the
organization. The role of executive vice president has been eliminated. Senior vice presidents
got responsibilities with focus areas. They have to work within their team. However, Dan
Fontaine, Dr. Tom Buchholz and Dr. Ethan Dmitrovsky will continue their valuable
contribution to this organization (Mdanderson.org, 2017). These changes will help this
organization to advance institutional priorities of financial sustainability, improve the

2ORGANIZATIONAL DEVELOPMENT AND CHANGE
decision making procedure, enhance the assimilation and agility, and implement a team-
based work culture. As a leading cancer treatment center, this organization has the
responsibility to provide the best care to the cancer patient and maintain its research for this
disease. To do that this organization has to make this change. The management team of this
organization believes that through this leadership change, this organization cam provides
better care to the patient, and improve the research quality (Khuri & Herbst, 2019).
Stakeholders:
Key stakeholders of MD Anderson Cancer Center in Houston Texas are cancer
patients, families of the patient, health care clinicians, government, and caregivers, the
organization involved with the cancer care quality management, the management team of this
organization, the vice presidents and the president. As this leadership change and
organizational structure are implemented to improve the decision making procedure and
enhance the culture of teamwork it can be said that this change will be helpful not only for
the employee of this organization but also beneficial for the patients (Mdanderson.org, 2017).
The leadership change and change of organizational structure have changed the
responsibilities of the clinical staff, caregivers, doctors, and researchers. The culture of
teamwork is implemented. On the other hand, patients, who are important stakeholders of this
organization will get better treatment and care from the employee.
Effects of change on Interdepartmental collaboration:
In this part, the impact of these leadership changes and organizational structure
change on the interdepartmental collaboration will be discussed. This change endorses the
concept of teamwork and integrity. The mission of this organization is to work together to
improve the quality of care and research. This organizational structure change eliminates the
role of executive vice president and includes focused responsibilities to the vice presidents.

3ORGANIZATIONAL DEVELOPMENT AND CHANGE
Vice presidents have the responsibility to manage the team and endorse the team-work
culture. The culture of teamwork will utilize the resources of this organization appropriately
as vice presidents will co-ordinate the teamwork (MD Anderson Cancer Center, 2020). The
culture of team-work will improve integrity. The quality of treatment and care will be
improved by this leadership change. The interdepartmental collaboration will be maximized
MD Anderson Cancer Center. (2020). By these changes, not only the MD Anderson Cancer
Center in Houston Texas will be benefitted but also the patients and researcher of this
organization will be benefitted.
Evolution of the response of the leaders to change and the strategies
presented by leaders:
In this part, the evolution of the reaction of the leaders to change and the strategies
offered by leaders will be discussed. The management team of this organization will make
certain changes. The role of executive vice president has been eliminated. The senior vice
presidents have extra focused responsibilities and they have to manage and endorse the
culture of teamwork. Financial sustainability is prioritized by this new change. The decision
making procedure of this organization will be smooth with this new strategy. The clarity in
the decision making procedure will be enhanced by these changes. The increase of integration
and agility will be done by the new strategy. The quality of research, education for cancer
will be developed (Ludmir et al. 2019).
These changes are appreciated by the stakeholder of this organization. Dan Fontaine
will provide his contribution to this organization. Dr. Tom Buchholz supported these changes
and fulfill his responsibilities as a professor of Radiation Oncology. Dr. Ethan Dmitrovsky
will fulfill responsibilities to the Cancer Center Support Grant (MD Anderson Cancer Center,
2017). These changes are supported by the employee of this organization. To provide the best

4ORGANIZATIONAL DEVELOPMENT AND CHANGE
care and treatment to the cancer patients, every health service center has to endorse the
culture of teamwork. The management team of MD Anderson Cancer Center in Houston
Texas makes these changes to fulfill the present need. Through these changes, this
organization can maintain its relevance and provide the best health care service to cancer
patients. The corporate medical value of this organization will be improved (Mulligan &
Rehman, 2019). The need for clarity in the decision-making process was very much needed
for MD Anderson Cancer Center in Houston Texas. It will help the organization to maintain
its goodwill. That is the reason the leader and management team of this organization make
these modifications. So it can be said that the new strategy is developed to fulfill the
requirement and suggestions of the leader of MD Anderson Cancer Center in Houston Texas.
Recommendations:
In this part recommendations for the MD Anderson Cancer Center in Houston, Texas
will be discussed. The leader and management team of this organization has implemented
certain changes. The new strategy developed by the leaders and management team of MD
Anderson Cancer Center in Houston Texas is well enough to offer the best quality of
treatment and care to the cancer patients. The research quality of education quality for cancer
will be developed by these changes. The sustainable financial outcome will be delivered by
these changes. It can be said that to leaders of this organization has to participate in the
teamwork and lead the subordinate employee to give their best effort for the team. The
implementation of these changes helps this organization to create financial sustainability.
However, it was difficult for the employee to adopt these new changes, working culture and
participation of the senior vice presidents in the teamwork. But it can be said that besides of
teamwork culture proper, monitoring can be beneficial for this organization. The quality of
care will be improved by these actions. Secondly, this organization has to perform as a
comprehensive cancer center because it will provide the necessary information about this

5ORGANIZATIONAL DEVELOPMENT AND CHANGE
disease to the health care experts, patients, and the public. Thirdly the leader of this
organization must clarify each and every change to the employees. Fourthly a communication
strategy must be developed by this organization. It can be said that these changes can be done
by the management team of this organization.
Conclusion:
The aim of the report was to analyze the way this organization manages its changes to
maintain its relevance. To improve the decision making procedure, implement the teamwork
culture, and enhance clarity in the decision making procedure, and maximize the integrity and
agility, the leader and management team of this organization make these changes. It can be
said that this organization is successful to implement these changes with the help of leaders.
After implementing these changes, MD Anderson Cancer Center in Houston Texas is getting
the positive outcome of these changes.

6ORGANIZATIONAL DEVELOPMENT AND CHANGE
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and the reinvigoration of The University of Texas MD Anderson Cancer
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Center satellite community campuses. Acta Oncologica, 58(8), 1135-1137.
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https://www.mdanderson.org/about-md-anderson.html
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Mulligan, J., & Rehman, B. (2019). Corporate medical cultures: MD Anderson as a case
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