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SHAUKAT KHANUM MEMORIAL CANCER HOSPITAL & RESEARCH CENTRE

‘CANCER IS CURABLE’

SKMCH & RC

Principles of Management

Submitted To Ms. KIRAN AYESHA Submitted By SABA HAFEEZ (Fin-4) SADIA AFZAL (HRM-20) BEENISH MUFTI (HRM-10) UMAIR RAFIQ KHAN (MPA-24) UMER ZAFAR (Fin-14)

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Dedicated To…

Our Parents who have always been a source of inspiration to us.

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ACKNOWLEDGEMENT

First of all, we are thankful to almighty ALLAH, who has given us the strengths and determination to carry out this project. We would like to express our sincere gratitude to madam “Kiran Ayesha” our teacher, for her valuable guidance, constructive comments and continuous encouragement throughout the project. We also like to express our sincere gratitude to the “staff of Shaukat Khanum Memorial Hospital & Research Centre” that provide us with the opportunity to know about SKMCH & RC and cooperated with us through out the period of our project. They have provided us with valuable information which helped us a lot in completion of this project. Beyond of all the material available, we are very thankful to our respected resource person DR. FAISAL SULTAN (C.E.O), MR. ABID HUSSAIN, MR. ADNAN TARIQ, MAJ. NAUMAN (HEAD OF HR) MR. FAROOQ (HEAD OF FINANCE), MR. MAHMOOD (HEAD OF MARKETING) who gave us appropriate knowledge about the organization.

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Overview
SKMCH & RC is a welfare organization made with the funds and the donations of the nation. It is working in the field of cancer research and treatment. We selected this organization, because it is the first and only one organization in Pakistan working at international level in concern of cancer treatment. We went to SKMCH & RC, So that we can study their management functions and observe that how they are working according to international standards.

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Brief Contents

Part 1 Introduction Part 2 Functions of Management • Planning • Organizing • Leading • Controlling Part 3 Evaluation

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Inspiration

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Imran Khan had always been very close to his mother and had enjoyed her support. In 1984, Imran's mother, Shaukat Khanum became ill to such an extent that once properly diagnosed, she was almost inoperable. She suffered from cancer, which was known to be a rich man's disease in Pakistan in that only well off people could afford to fly to Europe to receive the treatment. Inspite of flying to Cromwell Hospital in 1984, Shaukat Khanum died the following year in acute pain. Imran was by her side during her last days when she suffered terribly. He felt her pain but could not do anything for her. Imran's career was thus determined. When he retired from cricket he would build the first cancer hospital in Pakistan in honor of his mother.

History
Imran Khan made a nation-wide appeal for the collection of funds from a match between Pakistan and India on November 10, 1989 at Gaddafi Stadium, Lahore which raised Rs. 2,902,600. This was followed by a series of more than 50 successful fund raisers held throughout the world. Pakistan's win under Imran's captaincy in the 1992 cricket world cup in Melbourne helped fundraising efforts. He was able to collect one and a half million pounds in just six weeks after the World Cup when the same amount had taken 2 years to collect earlier. He donated his entire prize money of 85,000 pounds for the project. In 1994 when the project required more financing for the ongoing construction, Imran Khan launched a mass contact campaign in which he toured 27 cities in the country and collected Rs. 120 million. During the entire campaign for the construction of the hospital, over a million individual donors from ordinary citizens to the rich and famous pitched in. Everything from cash to jewelry and valuables was donated.

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SOURCES OF FUNDS - PHASE I Donations Credit and Loans EXPENSES - PHASE I Land and Building Medical Equipment Ancillary Equipment Pak Rupees 231,000,000 314,000,000 132,000,000 677,000,000 22,200,000

Making of the Hospital

Designing and execution of the master plan was overseen by Dr. Nausherwan K Burki MB, PhD, FRCP, FCPS, FCCP, of the University of Kentucky Medical Center, Lexington, Kentucky, USA in collaboration with an international team of cancer physicians and research workers. Designing and architectural services were provided by Arrasmith, Judd & Rapp, and Architects in Health Planning of Louiseville, Kentucky, USA. Architectural details were handled by Messrs. Nayyar Ali Dada & Associates of Lahore. Local engineering was performed by Messrs. Progressive Consultants, Lahore. Ground was broken in April 1991 and the hospital opened its doors on December 29, 1994. Hospital profile The Shaukat Khanum Cancer Hospital was inaugurated in December 1994 and is the best cancer hospital in the sub-continent. It is located in Johar Town Lahore and its market is whole Pakistan. Its annual budget is 1600 million. There are 44 collection centers in Pakistan. One new walk in clinic is opened in Peshawar, in Karachi the work 9 INSTITUTE OF ADMINISTRATIVE SCIENCES

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is in process. The total permanent staff of Shaukat Khanum is 1075 and out of which 350 female and 750 are male. There are 100 physicians out of which 44 consultants and 60 residents. There is 160 nursing staff and 450 allied medical and supporting staff

Chairman: C.E.O : Launching date: Company’s nature Area

Mr. Imran Khan Dr. Faisal Sultan 1994 Dynamic/ Welfare 214000 sq. ft

Commissioning of the Hospital • Source of Money Donations Credit and loans • Cost Building Medical equipment Ancillary equipment 67% 33% $ 22 m $ 7.7 m $ 10.5 m $ 4.4 m

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Mission
“To act as a model institution to alleviate the suffering of patients with cancer through the application of modern methods of curative and palliative therapy irrespective of their ability to pay, the education of health care professionals and the public and to perform research into the causes and treatment of cancer”.

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Vision
Let’s Bowl Out Cancer Imran was a fine all-rounder cricketer and inspirational captain whose crowning achievement was leading Pakistan in winning the 1992 World Cup. He uses their emotions about cricket and that why he made a slogan related to cricket and that was “Lets Bowl Out Cancer”.

Cancer is curable. This sentence was first used to aware the people of Pakistan and also try to change the misperception about the cancer. 12 INSTITUTE OF ADMINISTRATIVE SCIENCES

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SLOGON “ The two crescents in the slogan are representing ‘S” for Shaukat Khanum and the ‘NURSING CAP” stands for serrving patients with care, and the “stars” on the crescents stands for glory ,peace, success and new life”. Corporate Values

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Welfare Our foremost value is welfare of the patients who are suffering from cancer. We want to work for the betterment of humanity.

Integrity We are committed to integrity in all we do, always, everywhere.

Respect We opportunity respect and every diversity, individual. at the We same draw time strength from equal personal

supporting

growth and development. We value each other and we all benefit from the entrepreneurial spirit of each individual.

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Teamwork Teamwork is the essence of our ability to succeed as a universal and international network bank. Our overriding loyalty is to the whole organization, requiring us all to learn from each other and to share our skills and resources worldwide for our customers' benefit.

Accountability We put special attention on accountability because our organization depends on the funds and donations from the people we have a proper system of check and balances because without that we cannot gain the trust of people. company 15 INSTITUTE OF ADMINISTRATIVE SCIENCES SKMCH& RC accounts are audited by “Messrs A. F.Ferguson “ a well known international auditing

SKMCH & RC

Professionalism We value our patients and provide exceptional services that leave an impression and we try to support our community and provide consistent and quality health services.

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Organization’s Structure
The Hospital is the project of Shaukat Khanum Memorial Trust – a non profit legal entity established under the laws of Pakistan. The hospital has a board of governance consisting of Bankers, Researches, Businessman and Physicians who formulate policy ensuring that access is provided to the maximum no. of poor patients who are given quality treatment at optimal cost.

Board of Governors

CEO Resource Development

Finance

Nursing

Operations

Medical Director

Computing

Inpatient

Pharmacy

Clinical Departments

Outpatient

Environmental & Hotel Services

Chemotherapy

Engineering

Operation Theatre and CSSD

Administration

& Human Resources Materials Management

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QA and Legal

SKMCH & RC

Organization’s Culture
• • • • • • Shaukat Khanum has a very strong and corporate culture. They have people oriented culture where they take decisions and account the effects of them on the people of an organization. They have innovative culture in which they encourage their employees to be innovative and risk takers to some extents. There is no formal dress code but the jeans are not allowed for ladies. Eatables are not allowed in any department except marketing department because that department has its own kitchen. Employees must reach and leave the office in time.

Employees are learning culture The employees are learning culture through rituals. Location & Market In Pakistan the SKMCH is situated in Johar Town Lahore and covers all over Pakistan.

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Income (PKR in millions)

1995-96 2006** Clinical 35 “Zakat”* 109 Donations 87 Other 18 Total 249

2000-01 211 131

2005 573 265 653 383 369

190 15 547

326 40 1,204

1,405

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CERTIFICATIONS of SKMCH & RC

• • • • • •

USAID - Management Standards Det Norske Veritas Management System Certificate Pakistan Centre of for Philanthropy - NPO Certification Award Christie Hospital NHS Trust INCTR - Certificate of Associate Membership UICC Membership Certificate

Significant Achievements 1 - Patient Services
They have had around 9500,000 patient visits as of June 30, 2006. Over 80% of these patients have been provided free treatment. The amount of money spent to provide free treatment to indigent patient in this is well over $28 million.

2 – Services to Pakistan

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The Hospital uses it resources for the benefit of the population as a whole. We hold seminars and conferences in Oncology and other areas as diverse as Housing–keeping, Biomedical Engineering and Cancer Awareness. For public awareness, Article on common cancer is regularly published in the press both in Urdu and English.

3 – Education and Training
It is the integral part of the hospital’s vision to educate and train Healthcare professional who can help improve the standard of medical care in Pakistan. Other educational activity include courses and training programmes under the guidance of local and international professionals in the field of cancers, treatment and awareness as follows Intramural and Collaborative – e.g. 1. University of Bradford, UK 2. College of Physicians and Surgeons of Pakistan  Doctors - post-graduate training programs 1. Nuclear Medicine & Radiology 2. Medical Oncology & Radiation Oncology 3. Pathology & Medicine  Nursing – purpose built educational facility 1. Oncology nursing   Medical technology – lab and radiology Allied health specialties – respiratory therapy

4 – Research

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The hospital is currently involved in the several research projects mainly involving cancer drug research, patient treatment outcomes, epidemiology studies, appetites, ethical and Lahore tumor registry

5 – Affiliations

Shaukat Khanum is affiliated with some of the world’s most prestigious cancer hospitals, which assist in training personnel and providing collaboration on the lastest innovations in cancer treatment and research. These affiliations include • • • Christie Hospital, Manchester, UK. The University of Kentucky College of medicine, Lexington, KY,USA. DKFZ (Detaches Krebsforschungszentrum), Heidelberg.

Recent Achievement and Award Award
SKMCH won award from WHO in Geneva, 2004

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Recent Achievements
   Inaugurated Research Wing Opened Walk-In Clinic in Peshawar Conducted successfully First Bone Marrow Transplant

UNIQUE ASPECT OF ORGANIZATION WORTH NOTE PET CT scan There is no pet ct scan in Pakistan and patients has to go abroad for this essential test as a part of its ongoing program of clinical excellence in cancer care,SKMCH and RC is investing in cyclotron and CT PET for the benefits of Pakistani patients .this will require a massive investment of almost 5 million us dollar. Work has started on the project and the facility should be available by late 2007. SKMCH AND RC will also be able to provide the isotope 18 FDG to other centers as far away as Karachi. Bone marrow transplantation SKMCH AND RC conducted its first bone marrow transplantation procedure on a patient name MUHAMMAD SALMAN on April 26 2006 making it the fourth facility in Pakistan, by the first in Lahore, to have acquired the facility. The transplantation which cost RS 1400000 was conducted absolutely free .the project was financed by a generous donor who wishes to remain anonymous.

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Fundraising
The various offices and activities related to each section are given below.

Fundraising Offices
1. Head Offices, Lahore 2. Regional Offices • • • • • • Karachi Islamabad Overseas Offices U.K U.S.A Gulf

Fundraising Activities The two major sources of fundraising are: 1. Zakat 24 INSTITUTE OF ADMINISTRATIVE SCIENCES

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2. Donations Zakat According to Shariah (Islamic Rule), an individual has to give 2.5% of his wealth held during the year, in charity, This is called as Zakat. Zakat can be given at any time of the year. However, traditionally most of the people pay Zakat, during the month of Ramadan (Islamic Calendar month in which Muslims fast). To collect maximum amount under the head of Zakat, which is totally spent on the treatment of poor cancer patients. A comprehensive campaign is launched in Pakistan and overseas. All offices of SKMCH&RC participate in this activity and are supervised and coordinated by the head office at Lahore.

Donations Following products/campaigns collectively contribute towards achieving the revenue targets of Donations: • • • • • • • • Fundraising from High Net-Worth Individuals Sponsor a Cancer Patient Concerts / Fundraising Dinners School Fundraising Campaign Equipment / Material & In-kind Donations Hide Collection Campaign Fundraising from Corporate Sector In-Patient Room Nomination

Events Telethon  Hope telethon on ARY DIGITAL 25 INSTITUTE OF ADMINISTRATIVE SCIENCES

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 The hospital staged a live telethon on ARY digital in which IMRAN KHAN Chairman board of governors. Two formers miss worlds YUKTA MUKHAY and DIANA HAYDEN, famous Indian actor GULSHAN GROVER and world renowned cricketers WASIM AKRAM and Sunil GAVASKAR in 2004.  In 2006 SUSHMITA SEN presented her painting for auction which was bid in 30 lakh dirham in Dubai.  In December 2004 a unique day at the hospital, bollywood actor Amir Khan came to help in raising funds for the hospital. He presented his bat used in lagan for auction which sold out for RS 6 million.  Member House of Commons Canada Miss Carolyn Parrish accompanied by members of Pakistani community in Canada visited recently. The Canadian high commissioner for Pakistan, Miss Margaret Huber visited SKMCH and RC in Oct 2004  Jan 11,2006 the complete Indian cricket team visited SKMCH and RC on Eid day.

Planning
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SKMCH & RC stated goals are their real goals. They don’t have any discrimination between them and they work in the same way as they project in their company’s statement.

Long Term Goals
    – –  – –      Research – basic and clinical. Community and outreach services. Enhancement of automation. Capacity enhancement. Support services building 2006-07 Fourth clinical building Regional cancer centers Karachi Peshawar New Directions in Fundraising. 4 Storey Block (if permitted by Government, 9 storey block). Phase 1: Basement + 3 Floors. Phase 2: 5 Floors. At the moment, Phase 1 & shell of Phase 2 under construction. 2006-08

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SWOT Analysis Strengths
• • • • Free of cost quality treatment of cancer for needy people Research centers Highly equipped machinery Proper check and balances •

Weaknesses
(Not identified)

Opportunities
• • • •

Threats & Challenges
Fundraising Challenges Healthcare Costs Capacity limitation Dearth of trained manpower

Threats and Challenges
    Fundraising challenges Healthcare costs Capacity limitation Dearth of trained manpower

Strengths
  free of cost quality treatment of cancer for needy people research centers 28 INSTITUTE OF ADMINISTRATIVE SCIENCES

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   highly equipped machinery proper check and balances first preference to quality

weaknesses
 not identified

Competitive advantage

Although SKMCH &RC is not having any such competitor in Asia but if we thing about anyone its AGHA KHAN Hospital but only in cancer research. SKMCH & RC has the competitive advantage on AGHA KHAN Hospital in quality treatment and revenue generating field. MIS Department SKMCH & RC has management information system department (MIS). Whole hospital system is being regulated by it. MIS department has developed software of hospital information system (HIS). This software is a core competency of hospital as none of the Asian hospital is having such hospital. It can be only be compete with any USA organization.

Quality First
We, at SKMCH & RC are guided by core principles of Quality, Equity, Transparency and Merit. We are dedicated to: Providing High Quality Service to our Patients irrespective of their socioeconomic status, in the timeliest manner. 29 INSTITUTE OF ADMINISTRATIVE SCIENCES

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Acting as a Model Institute in providing cancer education to healthcare professionals and perform research into causes and treatment of cancer. Developing and Nurturing a Culture, which motivates each employee to strive for continual improvement in their work.

BCG Matrix When we asked about the BCG matrix of SKMCH&RC they replied that their fund raising/marketing department is a CASH COW and pathology and radiology department are their STARS but when asked about the DOGS they reply we cannot identified exactly about the DOGS and the Questions Marks because we are a welfare organization and our DOGS and Questions keep on changing from time to time so we cannot pin point Dogs and Question Marks like the product of any organization.

BCG Matrix
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SKMCH & RC Cash Cow Fundraising/Marketing Department Dogs Not Identified

Stars Pathology and Radiology Department Question Marks Not Identified

Organizing
Organizational Structure Shaukat Khanam is organic and highly structured organization. As they have very uncertain environment because they have to face new challenges concerning treatment and research of cancer Purpose of organizing Divide work to be done specific jobs • • • • • assign task and responsibility coordinate diverse organizational task establishes relationship among individual, groups and departments establishes formal line of authority allocate organizational resources 31 INSTITUTE OF ADMINISTRATIVE SCIENCES

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Work Specialization They have divided their work in different departments and every individual does his own job, like Marketing Department, Finance Department and HR Department. Departmentalization SKMCH has highly functional departmentalization. The Marketing Department is mainly the Profit Center of SKMCH .They collect the profit for SKMCH and use that profit in the treatment of needy patients.

Sr.# 17 28 21 30 14 2 10 7 9 11 13 15 5 16 4 8 3 31 6 22 23

Departments Material Management Operation Theater Nuclear Medicine Pathology Internal Medicine Anesthesia Hospital Marketing Services Environmental & Hotel Services Food & Dietary House Keeping Insect/Pest Control Laundry Business Services Marketing & Public Relation Bio Medical Engineering Finance E&M Department Pharmacy CSSD Nursing Chemotherapy Nursing Division

D

Department Heads Azhar Nazir Dr.Aamir Ali Dr.Khalid Nawaz Dr.M.Tariq Dr.Mansur Javaid Dr.Mian M.Yaqub Dr.Nimar Ali Farrukh Aziz Farrukh Aziz Farrukh Aziz Farrukh Aziz Farrukh Aziz Malik Fayyaz Ahmad Mehmood Akhtar Mr.Sarfraz Muhammad Farooq Muhammad Salik Tahir Aziz Virginia Gumley Virginia Gumley Virginia Gumley

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24 25 26 27 Decentralization Virginia Gumley Nursing In-Patient First Floor Nursing In-Patient Second Floor Virginia Gumley Nursing OPD Virginia Gumley Nursing OR Virginia Gumley

They are following the concept of decentralization .They having divided the ORGANIZATION into different zones and the head of the department take ideas from their subordinates while taking decision. Formalization SKMCH have standard rules and procedures to guide the behavior of the employee. Span of Control SKMCH have a flat structure and have a wider span of control

Technology
SKMCH and RC is equipped with highly advanced and modern machinery and the organization off and on spent a large amount of money on making their machinery and equipment updated

Communication System
They have a very strong and cooperative communicational system. They use intranet communicational system and share their ideas with each other very frequently.

Human Resource Department

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Mr. Major Nauman the HRM manager knows that to remain competitive in today’s dynamic world he must understand the psyche of his employees so that their needs can be fulfill and a motivated work force can be created for them which will be a source of competitive advantage over the competitors. The policies and practices one need to carry out the ‘people’ or human resource aspect of the management position including the recruiting, screening, training, rewarding. As mentioned HRM consist of the following • • • • Recruiting Screening Orientation & Training Rewarding

HRM DEPARTMENT

RECURITING AND SELECTION

COMPENSATION AND BENEFITS

TRAINING AND DEVELOPMENT

There are six employees the HRM Department Recruitment Internal Recruitment In SKMCH, vacant posts are also filled internally to provide an opportunity for the workers already working in the organizations. 34 INSTITUTE OF ADMINISTRATIVE SCIENCES

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External Recruitment In SKMCH, fresh or experience candidates are also preferred and hired. Selection Criteria The selection is entirely based on merit which confirms to selection criteria without any bias towards gender, religion, race, colour, nationality, age and according to the procedure laid down in the HRD policies. Selection Procedure • • • • • • • Filling out application forms Application screening (short listing) Test (Written and practical) Interview Final selection Orientation Training

Hiring Process Whenever the organization needs employees for internal job advertisement is made only inside the hospital and for external job for the top level management and medical staff advertisement is given in leading newspaper like DAWN and THE NEWS. Written test and interviews are conducted only for the nursing staff and low level employees and for top level management only interviews are conducted. Orientation Orientation is the procedure of providing information of the organization and the job. Orientation of SKMCH is of formal type and is conducted on every Tuesday and Friday at 10:00 AM to 1:00 PM in Pearl Continental Hotel every week. Contents Orientation normally covers the following contents. 35 INSTITUTE OF ADMINISTRATIVE SCIENCES

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• • • • • • • Welcome note from management director. Mission, Vision and Values. Brief introduction of hospital Companies profile organization The working hour’s company’s profile. It also includes the fire training.

Training Shaukat Khanum gives two types of job training. 1. On job training. 2. Off job training. Training budget varies according to traning type. Annual turnover rate Turnover rate in SKMCH &RC is high but the turnover percentage is confidential HRM Policies of SKMCH • • • Gender Justice Policy Sexual Harassment Policy Discrimination Policy

Motivation By motivation we mean encouraging our employees to give in all three effort fot the company to meet its objectives.Or in other words it means the willingness to exert high level of efforts to meet the organizational objective. For motivating a person you have you understand what the needs and wants of the employees. By motivation we mean encouraging our employees to give in all their efforts for the company to meet its

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objectives. Many theories were put forward by many scientists in to better understand the needs of patients. Some famous theories are • • Maslow’s Hierarchy Theory Goal Set Theory order

Maslow’s Hierarchy Theory The management of SKMCH understand knows that their employees have crossed the stages of psychological and safety needs and our round about social, esteem or self actualization needs as the result of this the management of SKMCH has profiled into different categories and to some extend is compensating them. Employees are also given respect and every manager is strictly advised not to use any loose language while talking to subordinates and specially you feel proud in working at SKMCH one of the best cancer hospital in Asia. Employees are also offered different programs to improve their skills so that they can serve the company in a better way.

Goal Set Theory The management of SKMCH monitors the efficiency of their employees regularly and is very firstly allocates different tasks to the employees and then evaluates which employee enjoys working and how efficient he is. Based upon that different cross functional teams are formed in which each member is assigned a specific job which he carries out best. In this way they motivate their employee. Other Motivational Tools The company has a prize and shield award in place on yearly bases to acknowledgement their employees hardwork and performance and motivates them to go on doing even more. These include: Job Rotation 37 INSTITUTE OF ADMINISTRATIVE SCIENCES

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Within the department the employees are motivated by job rotation Employee of the year The performance of all the employees in all departments is consistently monitored during the year on the basis of their performance at the end of the year one employee for each department with highest points is given performance appraisal in the form of prize of 3000 and a shield with a certificate. Annual Feast SKMCH arranges annual dinner at the end of each year, where awards are given musical evening is organized for the entertainment of employees as a token of acknowledgement of their hardwork and to encourages and motivate them to put in more efforts in the next year.

Cricket Festival SKMCH organizes a cricket festival every year normally in the month of June in which the every department who want to play must contribute Rs.2000/- and the total budget is Rs.100000/-. The winner prize is Rs.25000/- and runner-up prizes Rs.10000. Two trophies are given one to the winner and one to the runner-up. Others various Benefits Given to Employees Various facilities are given to the employees. They are given according to their posts and ranks. For Example, the most senior officer is provided Annual increment takes place in the salary of the employees every year. A fixed bonus is also given every year. Following benefits are given on regular basis. • Medical Payments 38 INSTITUTE OF ADMINISTRATIVE SCIENCES

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• • Provident Funds GP Funds

FLEXIBLE WORKING HOURS The employees are also allowed to avail flexible working hour. If they work late till evening they are allowed to come late on the other day morning. They also have the option to change their shift time from morning to evening or from evening to morning. OPEN BOOK MANAGEMANT The company also share annual reports with the employees giving them a clear picture of the hospital performance and also a sense that employees are the roots for the of the company. BENEFITS PROGRAMS The employees are also given fringe benefits that cover many additional benefits beside actual pay such as medical, conveyance allowances.

Leadership Styles
Leadership Styles SKMCH is practicing a democratic style. Managers of the organization tend to involve their employees in decision making .They also delegate authorities to their subordinates. They encourage participation in deciding work methods and goals at some extent and use feedbacks as an oppournities for coaching employees.

Controlling

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EFFECTIVE CONYROL SYSTEM OF SKMCH &RC • • • • • • • • • Accuracy Time lines Economy Flexibility Understandability Reasonable criteria Strategic placement Emphasis on multiline criteria Corrective action

Corrective Action Multiple Criteria Accuracy

Emphasis on Exception

Timelines ECS of Hospital

Strategic Placement

Economy

Reasonable Criteria

Flexibility 40

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Types of control • SKMCH& RC is applying different types of control at different levels(head of departments) in order to measure the performance closet to the standards(rules and polices defined by HR) and to evaluate the efficiency of the organization. • • • FEEDFORWARD CONTROL FEEBACK CONTROL QUALITY CONTROL

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• SKMCH& RC is applying FeedFOWARDCONTROL at INPUT LEVEL and evaluate the resources of the hospital .it is using FEEDBACK CONTROL at OUTPUT LEVEL and they get this feedback from the patients. They keep channel open with the patients and consider them as their partner and keep open communication. They also use QUALITY CONTROL as modern controlling concept.

HOSPITAL CONTROL SYSTEM
Hospital’s control system is comprises of following steps. • • • They have rules and procedures made by HR managerto measure the performance of the hospital. Then they evaluate their performance against their target and standard. After evaluating their performance if they find any deviation in the performance from the rules and procedures they take appropriate action.

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Financial Section

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Income
Years
1994-1995 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 Dec 2004 Dec 2005

Rs. in million
Total Zakat 46 109 117 99 100 117 131 152 244 287 282
262

Revenue 5 35 62 90 113 139 211 234 261 374 222
573

Donations 85 87 105 103 129 152 190 174 178 238 221
320

Income 5 18 7 11 11 17 15 17 15 14 24
29

Revenue 141 249 291 303 353 425 547 577 698 913 749
1187

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EXPENSES CATEGORY Salaries and benefits-Medical staff Salaries & Benefits-Admin staff Medicines Pathology, Nursing & other supplies Utilities Fundraising Expenses Finance Costs Repairs & maintenance Other Operating Expenses Depreciation Capital Expenditures Debit repayments Total Expenses AMMOUNT 233 88 282 230 32 29 20 41 47 116 79 86 283

Rs. in Million PERCENTAGE 18% 7% 22% 18% 3% 2% 2% 3% 4% 9% 6% 7% 100%

Appendix
Job Description Form
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1. Job Position/Title
Manager, Quality Assurance department, International Liaison Office, & Electives Office

To be completed by Human Resources
Grade: 10 Employee Code # 02682

2. Department And Division
Quality Assurance Department International Liaison Office Elective Office

3. Status

Full Time

3. Reporting Relationship (State 5. Jobs directly supervised (By an employee job/position title to whom an in this position) a. Quality Assurance & ILO Officer employee in this job reports to)
Chief Executive Officer SKMCH & RC b. Patient Relations Officer c. Interns & Volunteers

6. JOB SUMMARY (State briefly the principal purpose of the job i.e. what the job is expected to accomplish)
Broadly the position is meant to supervise the activities pertaining to maintenance and improvement of Clinical quality and Service quality within the hospital. This would be achieved by working with the Physicians, Nursing division, & Managers/staff of Support and Ancillary departments under the guidance of the CEO and the Medical Director. The Manager develops and maintains an effective and efficient hospital wide QMS program. The position would play a vital role in Risk Management and supervise the patients’ feedback system. The person will closely work with clinical faculty in capacity of a resource person and facilitator for their quality improvement initiatives. These include support for JCIA accreditation, development and monitoring of clinical indicators, facilitation for the development of clinical pathways and conducting or assisting in clinical audits. The person would also supervise the International Liaison Office & Electives Office, and develop & enhance international collaborations for the hospital.

7. AUTHORITIES ASSIGNED (State authorities delegated for financial matters or other decisions if applicable)
Administrative authorities such as sanction of leaves, preparation of job descriptions, conducting performance appraisals, and hiring of new staff for the department. Meet with external agencies on behalf of the hospital, as and when needed.

8. JOB SPECIFICATIONS (State the qualifications, experience and competencies, an employee in this position possesses to carry out this job).
1. Medical Graduate M.B., B.S. from a recognised University. 2. M.Sc. in Health Services and Hospital Management/MHA from a reputable British/North American University.

WORK EXPERIENCE (State nature and duration of work experience required)
1. Post graduate 3-4 years clinical experience at a recognised public sector teaching hospital 2. 1 year research experience in health sector, preferably in UK / North America 3. 5-6 years of Quality Management experience in a reputable International Healthcare Organisation 4. Working experience, as a Manager, in ISO 9001:2000 & 14001 certified International hospitals 5. Job experience in National & International tertiary hospitals vying for JCIA Accreditation

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KNOWLEDGE AND COMPETENCIES (State skills, abilities required)
1. 2. 3. 4. 5. 6. 7. 8. 9. and

and traits

Excellent communication and interpersonal skills. Excellent Supervisory skills Ability to monitor, analyse and interpret data. Working knowledge and job experience of Systems/Standards related to ISO-QMS, & JCIA accreditation Ability to negotiate with internal and external customers. Ability to work in close association of the Physician community in University hospital settings. Computer literate, specifically with MS Word, Excel, Power Point, Harvard Graphics and Internet. Ability to work effectively under highly stressful situations and to effectively meet the deadlines. Abilities to write Project proposals, conduct Managerial research, draft Legal binding documents, supervise conduct Audits, conduct seminars, workshops and educational sessions for hospital staff.

9. DESCRIPTION OF DUTIES/RESPONSIBILITIES List duties under two separate headings, REGULAR AND PERIODIC DUTIES. Use a numbered statement for each duty. Make each statement as detailed as necessary to show clearly what is entailed. (Use another blank sheet if required) (a) REGULAR DUTIES/RESPONSIBILITIES
1. Ensure maintenance and improvement of overall clinical and service quality regularly by working with clinical and non-clinical departments to achieve international standards. 2. Develop, monitor and benchmark Clinical Quality Indicators by regular collection of data, its analysis, interpretation and feedback to respective clinical departments on regular basis. 3. Establish a regular process of Clinical audits 4. Coordinate the organizational efforts of Quality Assurance to meet the JCIA standards by: Developing and drafting organization’s policies and procedures. Facilitating self-improvement teams in clinical departments. 5. Vital role in re-designing and implementing Risk Management System 6. Vital role in re-designing the Credentials & Privileging process for the medical staff 7. Assist to plan and implement QMS program, and conduct internal and external ISO QMS audits (Surveillance audit). 8. Manage the hospital’s certification process 9. Evaluate performance of different departments and recommend modifications to operating procedures where appropriate 10. Supervise Patient counseling Officer’s task of patients’ feedback handling 11. Supervise the position and responsibilities of Quality Assurance Officer 12. Manage the External Electives Office and the International Liaison Office 13. Meet with external agencies and clients on behalf of the Hospital 14. Perform other assignments on the CEO’s advice 15. Regular reporting and updating the CEO & the Medical Director on QAD’s processes and Systems

(b) PERIODIC DUTIES/RESPONSIBILITIES
1. Conduct awareness sessions on ISO (QMS), Customer complaints, Internal quality audits. 2. Conduct awareness sessions on Risk Management, clinical audits, JCIA, and other topics related to clinical quality

10. ANY OTHER FACTOR 47 INSTITUTE OF ADMINISTRATIVE SCIENCES

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11. (a) Prepared By _____________
Name Signature/Date

(b) Reviewed by Dept./Division Head ______________ _________________
Position Title Name Signature/Date Position Title

____________

(c) Reviewed by Human Resources (d) Reviewed With Employee

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