Professional Documents
Culture Documents
Practices at Shifa
International
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TABLE OF CONTENTS
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II.14 THEORY Y 9
II.15 EMPLOYEES’S DEPARTMENTAL ROTATION 9
II.16 FACILITIES AT SHIFA 9
II.17 EMPLOYEES SHIFT 10
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III.3.1.18 EGYPT 22
III.3.1.19 FINLAND 22
III.3.1.20 FRANCE 22
III.3.1.21 GERMANY 23
III.3.1.22 GREECE 23
III.3.1.23 HAITI 23
III.3.1.24 HONGKONG 23
III.3.1.25 HUNGARY
24
III.3.1.26 ICELAND 24
III.3.1.27 INDIA 24
III.3.1.28 IRELAND 24
III.3.1.29 ISRAEL 25
III.3.1.30 ITALY 25
III.3.1.31 JMAICA 25
III.3.1.32 JORDAN 26
III.3.1.33 JAPAN 26
III.3.1.34 KENYA 26
III.3.1.35 LEBANON 26
III.3.1.36 LITHUANIA 26
III.3.1.37 KOREA 26
III.3.1.38 MALAYSIA 26
III.3.1.39 MALTA 27
III.3.1.40 MEXICO 27
III.3.1.41 NETHERLANDS 27
III.3.1.42 NEWZEALAND 27
III.3.1.43 NICARAGUA 27
III.3.1.44 NIGERIA 27
III.3.1.45 NORWAY 28
III.3.1.46 OMAN 28
III.3.1.47 PANAMA 28
III.3.1.48 PARAGUA 28
III.3.1.49 PERU 28
III.3.1.50 PHILLINPES 28
III.3.1.51 POLAND 28
III.3.1.52 PORTUGAL 29
III.3.1.53 SUADI ARABIA 29
III.3.1.54 SOUTH AFRICA 29
III.3.1.55 SPAIN 30
III.3.1.56 SWEEDEN 30
III.3.1.57 SWITZERLAND 30
III.3.1.58 TAIWAN 31
III.3.1.59 THAILAND 31
III.3.1.60 TURKEY 31
III.3.1.61 UK 31
III.3.1.62 UKRAINE 32
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III.3.1.63 UNITED ARAB EMIRATES 32
III.3.1.64 VIETNAM 32
III.3.2 INTERNATIONAL ORGANIZATIONS 32
III.3.2.1 WORLD HEALTH ORGANIZATION 32
III.3.2.2 WHO INTERNATIONAL DIGEST O F HEALTH LEGIALATION 33
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IV.4.2 SHAUKAT KHANUM CANCER HOSPITAL AND RESEARCH 48
CENTER
IV.4.3 FUTURE COMPETITORS 49
IV.4.3.1 SAHARA FOR LIFE TRUST 49
IV.4.3.2 QIH’S (QUAID-I-AZAM INTERNTIONAL HOSPITAL) 50
APPENDIX A
APPENDIX B
APPENDIX C
APPENDIX D
APPENDIX E
APPENDIX F
REFERENCES
6
I PART 1 SOMETHING GENERAL ABOUT SHIFA INTERNATIONAL
HOSPITAL
The Hospital was founded by a group of doctors who were working in USA. It was
incorporated on Sept 29, 1987, as a private limited company and converted into a public
limited company in 1989. The hospital is listed in Karachi, Lahore and Islamabad stock
exchanges. The project was stated by a group of professionals working in USA.
To provide good quality medical care in medicine and surgery to all patients in a caring
and compassionate manner by an outstanding team of health care professionals in an
atmosphere conductive to values and practice of good medicine.
Shifa International Hospital is established to provide the highest quality of medical care
to the people of Pakistan. Their objective is to achieve e a high class quality goal in many
factors:
Medical Expertise
Clinical Excellence
State of the Art Technology
Caring people
Preventive Medicine
Healthcare Management
They include:
Consumer satisfaction
Service quality
Sustain long term viability
To improve competitive position
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To improve work environment
They Include:
Respect
Compassion
Integrity
Efficiency
Excellence
Transparency
The whole hospital operations are decomposed into two main wings.
The Medical Affairs department is headed by MD (Medical Director) and the Support
Services department is headed by COO (Chief Operating Officer). These two
departments have been further decomposed into many departments and sub departments.
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General and Vascular Surgery Section
Orthopedic Surgery Section
Urology Section
Pediatric Surgery Section
Cardio Surgery Section
Neurosurgery Section
ENT Section
Plastic Surgery section
Anesthesia Section
Dental Surgery Section
Gynecology Section
Emergency Room
Admin& General
Nursing Administration
Accounts &Finance
Pharmacy
Patient Services
Material Management & Purchase
Bio- medical
Management Information Systems
Maintenance and Plant Operations
Human Resources
Marketing Services
Housekeeping
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Since Shifa is an organization where different people work for a pre-defined goal. The
management practices adopted at Shifa include:
II.1.1 PLANNING
The Chairman of the Hospital, Dr. Zaheer Ahmed has a goal before him. He has a plan to
extend the hospital business activities all around the year. He thinks that 2005 was a
profitable year for them. Their earnings increased up to 53 %. Secondly, he has a vision
to provide the best medical health care facilities to the people of Pakistan.
II.1.2 ORGANIZING
Different people from different backgrounds are working at Shifa. Their HR department
is responsible for hiring employees and giving them specific jobs. Mr. Shahzad Choudry,
Senior Manager HRD is dealing with all these.
II.1.3 LEADING
Every section has a head to lead the other employees under him/her. There is one Head
consultant and under him/her, two or more assistant consultants are working. Since there
are many sections and each of these sections has the same level of Hierarchy.
II.1.4 CONTROLLING
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To assure the quality of the services at Shifa, different committees have been formed.
These committees make sure that the rules are not being violated. The services are quality
oriented. Different quality assurance committees at Shifa include:
Race Culture
Traditions
Gender
Work
Places Religion
Ethics Style
Figure 1
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People at Shifa believe in:
Respect
Compassion
Integrity
Efficiency
Excellence
Transparency
It is clear from the data given above that there is a strong centralized management at
Shifa International Hospital. The CEO and Chairman is the main person. The MD &
COO come under the CEO. Then there is a long hierarchy chain of command at different
departments and Sections. Different sections have a head and under that head many
consultants and senior consultants are working. This chain of command shows that there
is a strong centralized management at Shifa International.
Right now, Shifa is a totally customer oriented organization. It started as a private sector
unit in 1987. Its main concern in on customer satisfaction and care, in a compassionate
way. It is right now in the prosperity stage.
Since it is a very huge organization, different employees come here with different skills.
For example, Dr. Zaheer Ahmed the CEO & Chairman of the company has a mission
before him. Different doctors at different levels have key knowledge skills according to
their field of specializations. (MD, FCPS, or having any other degree). These also have a
relationship with the assistants or subordinates at different levels. For example a doctor
from one department has a good relationship with the employees at the radiology or any
other department. He has to see the reports of the patients. This depicts a level of human
skills.
Obviously we find a scientific management at Shifa. People with different jobs are
working and their jobs are broken down into specific routines. There workers are fully
trained and selected on a merit basis. Then they have a relationship among themselves to
make sure that they are working in the proper manner. Each person is responsible foe
performing his own task which is designated to him. Each person is ware of his/her job.
We also find bureaucratic management at Shifa where there is an implicit set of
formalized rules and regulations. Each employee has to follow the set of rules. The
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organization has a well defined hierarchy. Every one knows that he or she is responsible
to whom. Obviously, highly qualified doctors are selected and then trained.
Obviously, Shifa is an open system. It is using its HR, financial and other resources,
through managerial and technological abilities, to provide best medical care to the people.
The system is providing services to patients. To get a feed back from the environment
and stay in touch with the media, Shifa has a magazine named Shifa News
International. The editor is Mr. Amer Farooq. The feed back and certain FAQ’s from
the readers are encouraged in the “LETTERS TO THE EDITOR “Section of the
magazine. The “MEDIA PRINTING & RELIGIOUS “department is there for this
purpose. They also keep on arranging different seminars on different health related topics
to create awareness among the general public.
The Shifa people are well aware of their social responsibilities. In the recent earth quake
in Pakistan, Shifa contributed a lot. The Tammer millat Foundation of Shifa International
Hospital has announced to adopt 2,000 children orphaned in the devastating earthquake
that struck Pakistan and Azad Kashmir on October 8.
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Tameer-e-Millat Foundation has extensive experience in the education sector. Currently,
it is running over 380 schools in rural areas of Pakistan where over 20,000 students are
receiving education. The TMF says that because of its strong credentials, it is capable of
shouldering this huge task.
Daily Mail
The Prime Minister also appreciated the administration of Shifa International for taking
care of over 100 injured from the affected areas and for providing them excellent care.
He said the patients informed that they were well looked after. “Every individual has an
important role in tackling this enormous challenge that confronts the nation. It has shown
the capacity of the entire country to cope with such calamities,” he said.
He also lauded the role of NGOs, individuals, national and multinational organizations
and international community for reaching out to the people affected by this tragedy.—
APP
“Pak Tribune”
ISLAMABAD, November 09(Online): Prime Minister Shaukat Aziz has said estimate
of earth quake loss will be released on Thursday adding that the estimated loss will be
presented in donors’ conference on November 19.
The Prime Minister was talking to journalists here Tuesday in Shifa International
Hospital where he had gone to inquire about the health of those injured in killer quake.
Health minister Dr Naseer Khan and secretary health Syed Anwar Mehmood also
accompanied the Prime Minister.
Earlier, the Prime Minister inquired about the health of injured quake survivors and
distributed Rs 10000 each in cash among them.
"We pay tributes to private hospitals, which are providing free treatment to the injured
survivors", prime minister underscored. Besides we express gratitude to over sixty
countries, which had extended help. The spirit demonstrated by the world countries
particularly people of Pakistan in helping the quake affectees is unprecedented, he
remarked.
Shaukat Aziz noted that treatment process of the injured people was moving ahead.
Serious patients are being shifted here from the field hospitals. Health ministry has been
directed to make rapid arrangements for wheel chairs and artificial limbs for disabled
patients, he indicated.
They also keep on organizing different seminars on different health related topics to
create awareness among the general public. They also re-constructed the “NALA”
passing behind the main building. They had to suffer due to the wrong engineering
planning of CDA. They had to lose 40 millions. But the reconstruction was self financed.
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II.10 SHIFA STAKE HOLDERS
Shareholders
Customers
Employees
society
Local community
A vanguard organization is one which pays its social responsibility along with its other
operations. A few companies or organizations in the world have attained this status up till
now. Shifa tended to play its social duty during the 8 th Oct earth quake of Pakistan. It
contributed money, looked after patients and provided free medical treatment to them. It
has proved it self in the queue of vanguard organizations. They are also keen about their
environment. The Shifa people have planned to make the green belt before the hospital
more beautiful, as it would make the capital more beautiful. They have passed this plan
from CDA and started working on it. They have one more plan to build a public park for
general public and the patients as well. They are well aware of their social responsibility.
Type Z theory of management is there where there is a medium pace career and workers
are given some relaxation and some decision making ability is also given to them. The
workers are allowed to some extent to make their own decisions in Theory Z
management style. Obviously, when there is problem where the senior doctor or head is
not present, the junior level doctors are allowed to take their own decision. They can
solve the problem encountered. When the senior manager is not available, then the junior
level manager is given the privilege to make his own decision.
The inter-organizational culture at Shifa is relaxing. There is a dress code for the nursing
staff, ward boys, house keeping department and for the security guards as well. However,
the doctors are to wear the white coat. The surgical staff has to wear blue-green dress.
They also provide different types of training to newly hired as well as the old employees
to make them more aware about different scenarios and situations.
II.14 THEORY Y
Theory Y implies that the workers are highly motivated and hard working. They are fully
trained and using their full potential in achieving their goals. This is the assumption used
at Shifa Hospital. The workers are fully trained personnel in their field of specialization.
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Each and every one of them is equally responsible for the improvement and work.
Different tasks are assigned to different workers and they are there to perform these. The
Hospital provides a 24 hour service, ensuring that the workers (doctors) are working at
their full.
Employees are subject to departmental rotation after 3-4 years based on their experience,
to increase their skills and knowledge. The employees at junior levels face more rotation.
Shifa is right now providing, transport, allowances, bonuses, dividend to their share
holders. It also gives shields and certificates to the best performers. Different job
incentives are also rewarded according to the efficiency and effectiveness of the
employees.
Shifa Card
Shifa Lab Pickup Point.
7am -3pm
3pm-11pm
11pm -7am
The employees can work in any shift which they find comfortable to work in.
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III PART 2 ELEMENTS OF MEGA ENVIRONMENT
Presently Pakistan has a short fall in the context of private sector based hospitals. The
population rate in Pakistan is expected to grow at a rate of 2.5% per year. Almost 31%
percent population of Pakistan has been declared poor by PRSP (Poverty Reduction
Strategy Papers) in 1999. The poverty level has increased up to 32.1 % in 2002. One is
considered to be poor if his per capita income is less than Rs. 1800.
Planning Commission of Pakistan has got its own standards. A per capita income of
about Rs. 670 per month makes a person less poor. Due to the rise in commodity prices
and inflation, health care was moving beyond the range of people earning up to Rs.
10,000 per month. The PRSP program was launched to jot down the factors and efforts to
change the further process. Federal Budgetary allocation for the health sector has been
launched from Rs. 4 million to Rs. 6 million during the year 2004-05.
The district government system provides ground for increase in development at the local
level. The NGO’s and other local agencies including WHO have implemented health care
programs for the community.
III.1.3 DEPENDENCE
But there is still a dependence on private practitioners. Most of the people go to private
dispensaries and hakims, instead of going to the doctors. The availability of doctors and
17
time is another constraint for the people of Pakistan. Presently, Pakistan is facing a
reduction tendency in health care hospitals in the private sector. As birth rates go high,
and death rates go slow, Pakistan has to move ahead in health care privatization.
Since Shifa International Hospital is a private sector based hospital, the days it was being
launched, most of the market experts were of the view not to go for a private sector
hospital. The government hospitals were much more in fashion. But the investors went
for implementing the idea and the result was a positive one within 7-10 years. Pakistan is
a developing country, and building a private sector hospital in this regard was an
encouraging sign for investors in this sector. It provided a better health care facility and
an increase in the governmental revenue. The appendices in the end show that the
hospital has earned revenue in millions from the year 2000.
The Pakistan’s economy has gained more strength in the past few years. The data from
different market experts predict that Pakistan’s economy has attained a growth rate of 8%
this year. The key indicators of the economy are agriculture, industry and services
sectors, which show strong performances.
The business activities of Shifa International hospital have expanded throughout the year.
The net revenues for the year have reached Rs. 921 million approximately.
Today, Pakistan is the world’s ninth most populous country with a population exceeding
140 millions. During the past few years, Pakistan has seen a pace of development. The
open markets outside and inside do play a vital role. Even there is a demand in the
expansion of health care markets as well. Diversification in this regard is required as
well. Health care facilities also need to have a change and go beyond limits. Most recent
trading on local share market has been there to record the high inflation and changes in
price levels. Shifa has already many investors and share holders and made its way
through the market economy. The following data relates to Shifa Hospital, Islamabad.
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Figure 2
Figure 3
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Figure 4
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Figure 5
Figure 6
Timely and quick access to the information related to the patient and hospital
Improved Data accuracy
Balance of appropriate security levels
Continual Re evaluation of Critical Information Systems
Improve Information Sharing among different departments
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knowledge based information for patients and staff
The 24 hour internet access with user authentication facility is also available at Shifa
International Hospital. It has:
MIS is responsible for sharing and ensuring that all staff members who use information
systems and software packages are trained in using the systems. Different courses are
arranged for the staff which is not computer literate, from time to time to make them
computer literate. All newly hired employees associated with information systems have
to go through on job information systems training.
III.2.4 COMMUNICATIONS
The Shifa International Hospital has aimed to improve communication to ensure good
customer service. There is a level of communication between the employees and the
customers. Telephone facility is available in each ward and room. Reception operators
are there in each department. Fax and PCO services are also available for patients as well
as visitors. A new component namely, on the top of line Apollo PABX system has also
been installed and put into use.
This service is allowed to the authorized users who have a login. It is restricted to
everyone.
They are trying to make it online. This process is still under construction.
22
They are trying to make this facility on line as well. This project is also in its
development process.
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Figure 7
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III.3 CHAPTER 3 INTERNATIONAL ELEMENT
III.3.1.1 ARGENTINA
III.3.1.2 AUSTRALIA
III.3.1.3 AUSTRIA
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Krankenhaus St.Josef - Braunau am Inn, Upper Austria, Austria
Krankenhaus Frohnleiten - Styria, Austria
Kurbad Althofen - Carinthia, Austria
Moorheilbad - Harbach, Austria
Privatklinik Althofen - Carinthia, Austria
Privatklinik Dobling - Vienna, Austria
Privatklinik Josephstadt - Vienna, Austria
Sanatorium Villach - Carinthia, Austria
Wiener Privatklinik - Vienna, Austria
III.3.1.4 BAHRAIN
III.3.1.5 BARBADOS
III.3.1.6 BELGIUM
III.3.1.7 BRAZIL
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Hospital Dona Helena - Joinville, Santa Catarina, Brazil
Hospital Israelita Albert Einstein - São Paulo, SP, Brazil
Hospital e Maternidade Sco Camilo - Sco Paulo, Brazil
Instituto Nacional do Cênce - Rio de Janeiro, RJ, Brazil
Hospital Sao Marcos - Teresina, Piaum, Brasil
Hospital São Paulo - São Paulo, SP, Brazil
III.3.1.8 CANADA
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Whitehorse General Hospital - Whitehorse, Yukon, Canada
III.3.1.9 COLUMBIA
III.3.1.10 CUBA
III.3.1.12 CHILE
III.3.1.13 CHINA
III.3.1.15 CROATIA
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III.3.1.16 CYPRUS
III.3.1.17 DENMARK
III.3.1.18 EGYPT
III.3.1.19 FINLAND
III.3.1.20 FRANCE
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Tourcoing Hospital (Department of Intensive Care and Infectious Diseases) -
Tourcoing, France
University Hospital Wuerzburg - Wuerzburg, Bavaria, Germany
III.3.1.21 GERMANY
III.3.1.22 GREECE
III.3.1.23 HAITI
30
Tung Wah Group of Hospitals - Hong Kong
III.3.1.25 HUNGARY
III.3.1.26 ICELAND
III.3.1.27 INDIA
III.3.1.28 IRELAND
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Merlin Park Hospital - Galway City, County Galway, Ireland
St. James's Hospital - Dublin, Ireland
University College Hospital - Galway, County Galway, Ireland
III.3.1.29 ISRAEL
III.3.1.30 ITALY
III.3.1.31 JAMAICA
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III.3.1.32 JORDAN
III.3.1.33 JAPAN
III.3.1.34 KENYA
III.3.1.35 LEBANON
III.3.1.36 LITHUANIA
III.3.1.37 KOREA
III.3.1.38 MALAYSIA
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III.3.1.39 MALTA
III.3.1.40 MEXICO
The American British Cowdray Medical Center, I.A.P. - Mexico City, Mexico
Ameri+Med Hospitals - Puerto Vallarta, Mexico
hildren's Hospital of the State of Sonora - Hermosillo, Sonora, Mexico
Fundacion Clinica Medica Sur - Mexico City, Mexico
Hospital General Dr. Manuel Gea Gonzalez - Mexico City, Mexico
Hospital San Jose-ITESM de Monterrey - Monterrey, Nuevo Leon, Mexico
Instituto Mexicano de Psiquiatria - Mexico City, Mexico
Instituto Nacional de la Nutricion Salvador Zubiran - Mexico City, Mexico
Sanatorio Español - Torreón, Coahuila, México
Spanish Hospital - Mexico City, Mexico
III.3.1.41 NETHERLANDS
III.3.1.43 NICARAGUA
III.3.1.44 NIGERIA
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III.3.1.45 NORWAY
III.3.1.46 OMAN
III.3.1.47 PANAMA
III.3.1.48 PARAGUAY
III.3.1.49 PERU
III.3.1.50 PHILIPPINES
III.3.1.51 POLAND
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Wojewodzki Szpital im. A.Falkiewicza - Legnica, Poland
III.3.1.52 PORTUGAL
36
III.3.1.55 SPAIN
III.3.1.56 SWEDEN
III.3.1.57 SWITZERLAND
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University Hospital of Bern - Bern, Switzerland
University Hospital of Geneva - Geneva, Switzerland
University Hospital of Zurich - Zurich, Switzerland
University Insel Hospital Berne - Bern, Bern, Switzerland
III.3.1.58 TAIWAN
III.3.1.59 THAILAND
III.3.1.60 TURKEY
III.3.1.61 UK
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Bristol Hospital - Bristol, UK
British Hernia Center - London, UK
BUPA UK Hospitals * Resource List *
Chester and Halton Community NHS Trust - Chester, UK
Christie Cancer Research Centre - UK
Clementine Churchill Hospital - Harrow, Middlesex, England
Coppettswood Infectious Diseases Hospital at the Royal Free - London, UK
Countess of Chester Hospital NHS Trust - Chester, UK
Devonshire Hospital - London, UK
Dorset Health Commission - Ferndown, Dorset, UK
Dudley Group of Hospitals (Department of Gastroenterology and Nutrition) -
West Midlands, U K
Northampton General Hospital NHS Trust (Northamptonshire Centre for
Oncology) - Northampton, Northamptonshire, UK
Nottingham Healthcare NHS Trust (Finance Department) - Nottingham, UK
Central Nottinghamshire Healthcare (NHS) Trust - Nottinghamshire, UK
The Obstetric Hospital - Huntley Street, London, UK
Pinderfields Hospitals NHS Trust - Wakefield, UK
III.3.1.62 UKRAINE
III.3.1.64 VIETNAM
39
III.3.2.2 WHO INTERNATIONAL DIGEST OF HEALTH LEGISLATION
An Ordinance (No. XXVIII of 1997) further to amend the Unani, Ayurvedic and
Homeopathic Practitioners Act, 1965. Dated 13 February 1997. (The Unani, Ayurvedic
and Homeopathic Practitioners (Amendment) Ordinance, 1997). (The Gazette of
Pakistan, Extraordinary, Part I, 13 February 1997, pp. 193-197)
Pakistan Nuclear Safety and Radiation Protection (Treatment of Food by Ionizing
Radiation) Regulations, 1996. S.R.O. 166(I) 96. Dated 7 March, 1996.
These Regulations deal with, inter alias, the types of radiation to be used in treating food,
licensing, the conditions governing treatment, packaging, re-irradiation, labeling,
inspection, the issuance of certificates for irradiated food items, and the import and
export of treated food.
These Rules, made under Secs. 13 and 18 of the Employment of Children Act,
1991 include the following: 3. Notice of period of work; 4. Certificate of
fitness; 5. Register of child workers; 6. Cleanliness in the place of work and its
freedom from nuisance; 7. Ventilation and temperature; 8. Lighting; 9. Drinking
water; 10. Latrines/urinals/washing/accommodations; 11. Precautions against
fire; 12. Fencing of machinery; 13. First aid; 14. Notice of accident; and 15.
Excessive weight.
This Act includes the following Chapters: III. Health and safety (including the
following Sections: 13. Cleanliness; 14. Disposal of wastes and effluents; 15.
Ventilation and temperature; 19. Lighting; 20. Drinking water; 21. Latrines and
urinals; 23. Precautions against contagious or infectious diseases; 23-A.
Compulsory vaccination and inoculation; and 32. Prohibition of employment of
women and children near cotton openers); IV. Restrictions on working hours of
adults; and V. Special provisions for adolescents and children.
40
Nothing much has to be discussed about the socio-cultural element of Shifa International
Hospital. We have come to know that it is an equal opportunity employment place.
Different women are serving at in different departments like Medicine, Radiology,
Gynecology, Endocrinology, Dietitians and surgery as well. However, non Muslims also
serve in the hospital. Most of the nursing staff is Christian. Ward boys are Christians.
People from different parts of Pakistan serve here irrespective of their rank, or caste.
(Punjabi, Bloch, Pathan or Sindhi). Since the hospital is a big corporation, consisting of
many stock holders, many people serve here. Starting from very senior doctors to young
fresh students. Shifa welcomes fresh people and is an equal opportunity place. People
from different cultures serve in the hospital. It has created a name in the hospital industry.
Basically, the management at Shifa believes in making a strong team of excellent
professionals who are able to serve at their core with their best potential, irrespective of
their age, sex, culture or gender. The staff they have right now has the best medical
specialists from all over Pakistan. It has more than 100 extensively trained surgeons and
physicians, form USA. They are all dedicated towards quality, comfort and safety of the
patient. They team of professionals work with unity to ensure good customer health and
satisfaction.
The management at Shifa is handling all these diversifications in an excellent manner.
Different shifts like morning and night shifts are working at Shifa. It motivates the
workers to be a part of the team and perform well. The overall objective is to provide
consumer satisfaction and good quality. Different departments work together in
collaboration to attain a long term objective.
41
Pakistan became an independent sovereign state on 14 August 1947. At the time of
independence the territories that became Pakistan had one medical teaching college and
attached hospital and one university at Lahore. The health care delivery system consisted
of a few district and civil hospitals. As early as 1954 a Medical Reforms Commission
was set up to advise the Government on the organization and structure of the medical
services. One of the recommendations of the Commission was to establish a Medical
Research Fund. In 1962 a subsequent Medical Reforms Committee recommended the
establishment of the Pakistan Medical Research Council (PMRC), which was created
under the Ministry of Health and assigned responsibility for promoting, organizing and
coordinating medical research in the country, and for linking medical research to overall
national socio-economic planning.
Over the years, and especially in the 1980s, many commissions and committees were
constituted to advise the Government on health sector reform and development. (See
Annex I: Chronology of Health Sector Development in Pakistan). The Health Survey and
Development Committee (Bhore Committee) was set up in 1946, just a year before
partition of the subcontinent. The Committee’s recommendations encompassed the
concepts of universal access, equity, quality and community participation in the provision
of health care, concepts that were to be incorporated in the recommendations of
subsequent commissions and committees. However, to date they have eluded the kind of
implementation envisioned.
Under item 6 of the policy document - Resource development for health - community-
oriented medical education, the Pakistan Medical and Dental Council, and nursing and
paramedical staff development are listed. Under item 8 - Priority health programs - it lists
the National EPI Program, the Prime Minister’s Program for Family Planning and
Primary Health Care, maternal and child health, reproductive health, the National ARI
and Diarrhea Disease Control Program, Malaria Control Program, National Tuberculosis
Control Program, National AIDS Control Program, nutrition, mental health, oral and
dental health, Health Promotion and Health Education, School Health Program. Under
item 22 - Health systems research (HSR) - the policy acknowledges the neglect of health
research and promises to give it due importance, promote a research climate in academic
institutions, and institutionalize HSR.
II.5.1 Health research Institutions in Pakistan
The PMRC was assigned the functions of promoting, organizing and coordinating health
research and linking it to national socio-economic development planning. To achieve its
objectives, the PMRC adopted the strategy of establishing research centers in medical
teaching institutions, where it was assumed the research capacity was concentrated. The
Council has 18 such centers at present, located in major public sector undergraduate and
postgraduate medical institutions.
III.5.2 THE NATIONAL HEALTH SURVEY OF PAKISTAN (NHSP)
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The PMRC carried out the NHSP in collaboration with FBS and the National Center for
Health Statistics (NCHS), USA, in 1990 – 1994. The sample size of 80 primary sampling
units of 30 households each was selected by the FBS within its sampling frame. The
objectives of the survey were:
The model for the survey was the National Health and Nutrition Examination Survey
(NHANES) of the NCHS, USA.
The National Institute of Health (NIH) was established in the early 1960s with the title of
National Health Laboratories. The scope and functions of the Laboratories were
expanded in the 1980s and the institution was renamed the National Institute of Health.
Vaccine and diagnostics development are the major functions of the NIH, for which
research was an essential requirement. The Institute has the largest number of health
science personnel in the public sector, but in the field of research its contribution has
been negligible, due largely to a lack of know-how.
This is a fully autonomous institution at the federal level, established with the objective
of capacity building in specialized fields of medicine. The college trains for, and awards,
fellowships in different specialties (FCPS). The Government recognizes the degree as
equivalent to the memberships and fellowships awarded by the Royal Colleges in Britain
and the equivalent awards of the American Board.
The Health Services Academy, Islamabad was established to train personnel in health
management, public health and related subjects. The academy teaches and also
undertakes HSR. The Academy is currently offering a one-year course for a Master’s
degree in Public Health and short courses in health management and administration. It
has organized a field demonstration area for HSR.
The private health sector’s contribution to the GDP of the country exceeds that of the
public sector. The National Health Survey of Pakistan has shown that 80% of curative
care visits are to private health practitioners. Some very well equipped and high quality
hospitals have been established by the private sector, the notable ones being the Aga
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Khan University (AKU) Hospital, the Shaukat Khanum Cancer Hospital, the Al-Shifa
Eye Trust Hospital and the Shifa International Hospital. The specialists in these hospitals
contribute to the research effort, with the AKU especially in the forefront of medical
research. However, their impact on the research environment has yet to be seen. In the
field of capacity building, the private sector is a latecomer, but is expanding fast. Already
there are three private sector medical universities (all in Karachi) and several medical
colleges.
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IV.1 CHAPTER 6 LABOR SUPPLY
Labor supply comprises those individuals which are employable by an organization. The
people at Shifa are mostly USA qualified professionals who have an urge to serve the
people at their most with an objective. Labor supply at Shifa International consists of:
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IV.1.4 EMPLOYEES AT PSYCHIATRY SECTION
46
IV.1.9 EMPLOYEES AT DENTISTRY SECTION
47
Khan
Name Position
Syed Munir Hussain GM Finance
Bukhari
Mr. Wazir Mohammad Manager Accounts &
Finance
Mr. Aqeel Mir Associate Manager
Purchase
Mr. Mohammad Shahid Assistant Manager Material
Tanvir Management
Mr. Mohammad Aslam Sr. Manager Patient
services
Shahzad Choudry Sr. Manager, Human
Recources & Development
Mr. Ahsan Hussain Manager MIS
Ms Nuzhat Sultana Manager Nursing
Mr. Anis Alam GM Allied Services
Mr. A D Zia Manager Food & Nutrition
Services
Maj. R Qaser Rafiq Manager Bio Medical
Services
Mr. M Rafiq Choudry Sr. Manager Maintenance
Mr. Afzal Ahmed Sr. manager Marketing
Mr. Azmattullah Qureshi Manager Media
Col. R Saeed Ahmed Associate Manager Security
Mr. Amer Farooq Editor Shifa Publications
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IV.2 CHAPTER 7 CUSTOMERS & CLIENTS
49
Lists of customers of Shifa International Hospital are definitely patients. People having
health problems and suffering from any illness are patients. Now there are two Categories
of patients. Permanent Patients and short time patients. Short time patients include people
suffering from Typhoid, Malaria, Cholera or any dentistry problem. Long term Patients
include mothers on family way, Patients suffering from Cancer, Diabetes, Ulcer or High
BP. These patients need to go for a check up after certain periods and are placed in the
long term period. A person suffering from cancer undergoes many treatments (radiations)
and a Diabetic has to check his sugar level after certain time. Kidney Dialysis patients
also come in the long term category. They need to under go a dialysis after a certain
period of time. Mothers on family way also need to go for a medical check up after
several weeks. Patients of plastic surgery might not be the long term patients. They just
make it once. Heart patients (Cardiology section) also need to go for a complete check up
after some months. These are different categories of patients. There are certain patients
who after recovering and discharging, may be prescribed a routine visits, in order to make
sure that the relapse does not happen to them
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A group of suppliers would include those people who provide services to the Shifa
Hospital to run its operations effectively. Since it a big hospital and the no. of suppliers
would be a bigger one if mentioned all of them. However some of the suppliers are
mentioned:
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These are the major equipment which helps Shifa People to run their system and impart
health care services.
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This provides high-quality patient care in a broad range of secondary and tertiary care
services. This academic medical center’s professional staff and facilities are among the
best in the region. Modern patient care is made possible through collaboration between
various health professionals and provision of state-of-the-art equipment to support
diagnosis and treatment. Care is available to all patients in need.
Services & Facilities at Aga Khan
Operating Rooms:
Main: 8
Lithotripsy and Day Care: 4
Obstetrics Labor: 2
Outpatient Services
Emergency
Consulting Clinics
Medicine
Allergy
Cardiology
Dermatology
Endocrinology and Diabetes
Gastroenterology
General Medicine
Hematology
Infectious Diseases
Nephrology
Neurology
Oncology
Pulmonary
Rheumatology
Surgery
Cardio-Thoracic
Dental
Ear Nose Throat
General Surgery
Maxillo-facial
Neurosurgery
Ophthalmology (Eyes)
Orthopedics (Bones)
Pediatric Surgery
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Plastic Surgery
Urology including male infertility
Vascular Surgery
Pediatrics
Cardiology
Gastroenterology
General
Hematology and Oncology (Blood disease / cancer)
Infectious Diseases
Nephrology (Kidney)
Physiotherapy
Family Medicine
Special Clinics
Anesthesia
Breast Screening
Cleft Palate
Colostomy
Dietary/Nutrition
ENT Head and Neck Cancer
Executive Clinic – annual health screening programme.
Family Planning
Liposuction
Lithotripsy (Stone in Kidneys)
Nasal Allergy
Physiotherapy
Speech Therapy
Stoma Care
Surgical Day Care
Diagnostic Services
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Clinical Laboratory
Blood Bank and Blood Products
Clinical Chemistry
Hematology
Histopathology
Microbiology
Figure 8
Medicine
Surgery
Anesthesiology
Medicine
Pediatric
Pharmacy
Radiation Oncology
Nuclear
Radiology
Pathology
Nursing
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IV.4.3.1 SAHARA FOR LIFE TRUST
Outpatient Department
OPDs
Inpatient Department
Allied Facilities
Radiology
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Ø X-ray
Ø Ultrasound
Ø Color Doppler
Pathology
Allied Services
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The government agencies, with which Shifa operates, are:
Shifa International Hospital operates under CBR, for paying of its taxes and other bills.
The taxes include income taxes, Dispense taxes and other miscleaous taxes. Since, under
ordinance Act, some of the taxes are exempted and some have to be paid off.
Floor G-5
Under Deck IPD for Social work
Block D
Block E1
Block H1
Block H2
Block H3
Block H4
Block H5
Block F2 &3 ( for radiology department)
Block D1
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Figure 9
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IV.5.3 INCOME TAX IT
The Shifa College of Medicine is recognized by PMDC and it was approved in 2003. The
PMDC has the name of Shifa College of medicine in its approved lists of colleges.
The Shifa College is affiliated with Bahria University for its BDS degree. The final BDS
degree is awarded by Bahria University. The University also implements rules and
regulations of PMDC to govern the professional MBBS examinations, syllabi and
academic standard of the college.
The founders of Shifa college of Medicine opened doors in 1998. It has a mission to
graduate doctors by the rule of scientific disciplines and knowledge based profession.
Shifa College of medicine is a medical school which strives to be a center of excellence
and rigor. It believes in preparing its students for the 21st century.
IV.5.6.1.2 STRUCTURE
The College has faculty heads and is headed by the Dean. It monitors and regulates the
clinical activities of the students, compliances with the regulations of Bahria University
and PMDC. It provides the best source of training and education. It is recognized by
PMDC. It is also included in the world wide directory of WHO. It is also included in
IMED (International medical Education Directory) and FAIMER (Foundation for
Advancement of International Medical education & Research).
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Figure 10
61
IV.5.6.2 SHIFA COLLEGE OF NURSING
Figure 11
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Figure 12
TMF was established in 1987 by a group of USA living Pakistanis. The organization is a
registered body. Since TMF is a charity based organization, all decisions related to
planning and implementations of projects are taken by Board of Governors. The policy
guide lines are also provided by BOG.
It has recently launched an education program to help people in getting ideas and its main
aim is to educate masses.
63
Figure 13
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PART V PROJECT SCHEDULING & MANAGEMENT
Formation of group
Selection of a team lead
Proposal writing
Data gathering
Project planning
Project costing
Report writing and presentations
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V.2 GANTT CHART OF MANAGEMENT ACTIVITIES
APPENDIX A
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APPENDIX B
67
APPENDIX C
68
APPENDIX D
69
APPENDIX E
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APPENDIX F
71
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REFERENCES
www.globalhealth.org/
www.ama-assn.org/ama/pub/category/3345.html
www.google.com.pk
www.phrusa.org/
Shifa International Annual report, 2005
MUSLIMS, the Voice of Muslims America
“Pak Tribune”
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