This would involve trying to understand whether there is a better intervention strategy than closing down the clinic. The fourth step would involve identifying the ethical concepts and whether they affect the ethical thinking of management (Nelson, 2005). The other step would be to try and come up with an alternative course of action. Lastly the organization would list down the proposal and select the most appropriate one.
In this case, the hospital has an option of using the resources from the other two clinics to support the operations of these clinics. With other clinics performing beyond the expectations, the management should use some of the money to ensure that this clinic is not closed down. This is because closing down the clinic will be unethical because the people have been relying on it for a long time (American College of Healthcare Executives, 2011). The three clinics are helping MMC maintain its tax-exempt status. This is because it offers services to the local population at very low costs.
MMC has an option of using money saved from tax-exemption to revive the clinic or use the returns of other clinics to support the ailing clinic. I would use the money saved to support the activities of the clinic. This is because closing it down will not be an ethical intervention especially while putting into perspective the needs of the people (GAO, 2008). It is not acceptable for the hospital to offer just minor services for free in order to maintain its status. As a result, better parameters should be put in place to ensure that services rendered are worth tax-exemption.
GAO. (2008). Report to the Ranking Member, Committee on Finance, U.S. Senate:NONPROFIT HOSPITALS Variation in Standards and Guidance Limits Comparison of How Hospitals Meet Community Benefit Requirements. Retrieved from United States Government Accountability Office website: