Turnarounds require team building and rebuilding. Interview by Donald E. L. Johnson.
James K. Knoble, president of the 369-bed JFK Medical Center, Atlantis, Fla., and former president of Methodist Medical Center of Illinois, Peoria, is in the midst of his third turnaround situation since he became a hospital CEO in 1965. Knoble is known as a CEO who keeps close track of the business environment, works closely with his board and medical staff and is effective at building a staff and delegating significant operating responsibilities. At JFK, whose previous administrator stole large sums of money and left it with serious financial and operating problems, Knoble is back in the operating mode. He is again a hands-on hospital operator, working closely with department heads as well as with the board and medical staff. In this interview with Health Care Strategic Management's editor and publisher, Donald E.L. Johnson, Knoble discusses his team building and turnaround strategy and JFK's progress during the last 18 months.
D005431:Florida; D006739:Hospital Administration; D006745:Hospital Bed Capacity, 300 to 499; D006754:Hospital Restructuring; D007087:Illinois; D007324:Institutional Management Teams; D009934:Organization and Administration; D009937:Organizational Objectives