Final Project

"Shaukat Khanum Memorial Cancer Hospital & Research Centre

Principles of Management
Prepared By
Ijaz Amjad
Submitted To
Prof. Mehreen Waheed
Roll No.
LF – 1241
Program
BSAF (Morning)
1st Semester

National University of Modern Languages

(NUML)
"Shaukat Khanum Memorial Cancer Hospital & Research Centre."
The organization I chose for my project is “Shaukat Khanum Memorial Cancer Hospital &
Research Centre."
Overview about organization
Shaukat Khanum Memorial Cancer Hospital & Research Centre (SKMCH&RC) is a prestigious
healthcare institution located in Lahore, Pakistan. It was established in 1994 by the legendary
cricketer and philanthropist, Imran Khan, who later became the Prime Minister of Pakistan. The
hospital is named after Imran Khan's mother, Shaukat Khanum, who passed away due to cancer.
The primary vision of SKMCH&RC is to provide exceptional cancer care to patients, regardless
of their financial means. It aims to ensure that no patient is turned away due to an inability to pay
for treatment. The hospital is committed to delivering high-quality medical services, conducting
advanced research, and raising cancer awareness in the community.
SKMCH&RC offers a comprehensive range of services and facilities for the diagnosis,
treatment, and management of various types of cancers. The hospital has state-of-the-art
infrastructure, including specialized departments, modern equipment, and a team of highly
skilled medical professionals.
Some key features of the organization include:
Patient Care: SKMCH&RC focuses on delivering patient-centric care with a multidisciplinary
approach. It has dedicated oncology wards, specialized units for surgical procedures,
chemotherapy and radiation therapy, and intensive care facilities.
Research and Innovation: The hospital has a strong emphasis on research and innovation in the
field of cancer. It houses a research center that actively conducts studies, clinical trials, and
collaborates with national and international institutions to advance knowledge and treatment
options for cancer.
Community Outreach: SKMCH&RC actively engages in community outreach programs to
raise cancer awareness and promote early detection. It conducts free medical camps, organizes
awareness seminars, and runs campaigns to educate the public about the importance of cancer
prevention and early intervention.
SKMCH&RC's compassionate approach, advanced medical care, and commitment to social
welfare have made it a trusted and reputable organization not only in Lahore but throughout
Pakistan.
Organization Products and Services
Shaukat Khanum Memorial Cancer Hospital & Research Centre (SKMCH&RC) primarily
focuses on providing specialized products and services related to cancer care. Here are the key
products and services offered by the organization:
Cancer Diagnosis: SKMCH&RC provides comprehensive cancer diagnostic services using
advanced medical technology and equipment. This includes imaging techniques such as X-rays,
CT scans, MRI scans, and PET scans, as well as laboratory tests and biopsies to accurately
diagnose different types of cancer.
Cancer Treatment: The organization offers a wide range of cancer treatment options, tailored to
the specific needs of each patient. These treatments may include surgery, chemotherapy,
radiation therapy, targeted therapy, immunotherapy, and hormonal therapy. The medical
professionals at SKMCH&RC collaborate to develop personalized treatment plans for patients,
aiming to achieve the best possible outcomes.
Surgical Procedures: SKMCH&RC has specialized surgical units equipped to perform various
cancer-related surgeries. This includes tumor removal surgeries, organ-specific surgeries,
reconstructive surgeries, and minimally invasive procedures, among others. The organization
maintains high standards of surgical care to ensure patient safety and successful outcomes.
Research and Clinical Trials: SKMCH&RC actively engages in research and clinical trials to
advance knowledge and treatment options in the field of cancer. The organization conducts
cutting-edge research, collaborates with national and international institutions, and participates in
clinical trials to explore innovative therapies and improve cancer outcomes.
It's important to note that the specific products and services offered by SKMCH&RC may vary
and evolve over time as medical advancements and treatment approaches progress.
Business Portfolio: Shaukat Khanum Memorial Cancer Hospital & Research Centre
Organizational Structure: Flat or Tall?
The organizational structure of Shaukat Khanum Memorial Cancer Hospital & Research Centre
(SKMCH&RC) can be described as a tall organizational structure.
Explanation:
a) Hierarchy: A tall organizational structure is characterized by multiple levels of management
and a clear chain of command. SKMCH&RC follows a hierarchical structure with different
levels of authority and responsibility. It has various departments, including medical, research,
and administration, finance, and support services, each headed by a departmental head who
reports to higher-level management.
b) Specialization: In a tall organizational structure, there is a high degree of specialization and
division of labor. SKMCH&RC employs a diverse range of healthcare professionals, including
doctors, nurses, technicians, researchers, and support staff, each with specialized skills and roles.
This specialization allows for efficient coordination and utilization of expertise within the
organization.
c) Centralization: A tall structure often has a higher degree of centralization, where decision-
making authority is concentrated at higher levels of management. SKMCH&RC has a
centralized decision-making process, with strategic decisions being made by the top
management, including the Chief Executive Officer (CEO), senior administrators, and the Board
of Governors.
d) Clear Communication Channels: In a tall organizational structure, communication flows
through multiple levels of management, following a formal and hierarchical approach.
SKMCH&RC has well-defined communication channels, ensuring information is disseminated
effectively from top to bottom and vice versa.
e) Control and Supervision: A tall structure provides greater control and supervision over
organizational activities. SKMCH&RC maintains strong control mechanisms to ensure
adherence to policies, quality standards, and ethical guidelines. The hierarchical structure allows
for effective monitoring and supervision of operations and facilitates accountability.
Reasoning: The choice of a tall organizational structure for SKMCH&RC is influenced by
several factors:
Size and Complexity: As a large and multifaceted healthcare organization, SKMCH&RC deals
with complex medical, research, administrative, and financial operations. A tall structure helps in
managing and coordinating these diverse activities effectively.
Specialized Expertise: SKMCH&RC employs a wide range of specialized professionals who
require clear reporting lines and coordination. The tall structure facilitates the effective
utilization of specialized skills and ensures efficient resource allocation.
Control and Compliance: Given the critical nature of healthcare services, SKMCH&RC
requires strong control and oversight to maintain high-quality standards and compliance with
regulations. A tall structure allows for better control and supervision over operations and ensures
adherence to protocols and standards.
Decision-Making: A tall structure provides a clear decision-making hierarchy, enabling strategic
decisions to be made at the top levels of management. This facilitates effective governance and
strategic direction for the organization.
Overall, the tall organizational structure of SKMCH&RC supports its size, complexity,
specialization, control, and decision-making requirements, allowing for effective management of
its diverse operations.
Hierarchy of Shaukat Khanum Memorial Cancer Hospital & Research Centre
(SKMCH&RC) with the qualification and experience of personnel:
Chief Executive Officer (CEO):
The CEO is the highest-ranking executive in the organization and is responsible for the overall
management and strategic direction of SKMCH&RC. The qualifications and experience of the
CEO typically include:
Qualification: A master's degree or higher in a relevant field such as healthcare management,
business administration, or a medical-related discipline.
Experience: Extensive experience in healthcare leadership, preferably in a similar hospital or
healthcare setting. Strong business acumen, strategic planning skills, and a deep understanding of
the healthcare industry are essential.
Senior Administrators and Department Heads:
Under the CEO, there are senior administrators and department heads who oversee different
departments and functions within SKMCH&RC. Their qualifications and experience may vary
based on their specific roles, but they generally possess the following:
Qualification: A master's degree or higher in a relevant field, such as healthcare administration,
public health, or a related discipline. Some department heads, such as the Medical Director, may
hold medical degrees along with administrative qualifications.
Experience: Extensive experience in healthcare administration or management, preferably in a
similar hospital or healthcare organization. Strong leadership, organizational, and
communication skills are crucial.
Medical Professionals:
SKMCH&RC employs a range of medical professionals who provide specialized care to
patients. These include:
Doctors: The medical staff consists of highly qualified doctors with various specializations such
as medical oncology, surgical oncology, radiology, pathology, etc. Their qualifications include
medical degrees (MBBS, MD, MS, etc.) and specialization degrees (FCPS, FRCS, etc.). They
are required to have completed postgraduate training and have relevant clinical experience in
their respective fields.
Nurses: The nursing staff includes registered nurses (RNs) who have completed a nursing
diploma or bachelor's degree in nursing (BSN). They may also hold additional certifications or
specializations in oncology nursing. Experience in oncology care and strong clinical skills are
preferred.
Research Professionals:
SKMCH&RC emphasizes research and has a dedicated research center. The research
professionals working in the organization possess the following qualifications and experience:
Qualification: A master's or doctoral degree in a relevant field such as medical research,
biomedical sciences, or a related discipline.
Experience: Extensive experience in conducting research, preferably in cancer-related studies.
Strong knowledge of research methodologies, data analysis, and publication in reputable
scientific journals is essential.
Support Staff:
Support staff members play a crucial role in ensuring the smooth functioning of SKMCH&RC.
They include individuals in administrative, finance, human resources, IT, patient services, and
other supporting roles. The qualifications and experience of support staff vary depending on their
specific functions, ranging from administrative certifications to relevant work experience in their
respective fields.
It's important to note that the qualifications and experience mentioned above are general
guidelines, and the specific requirements for personnel may vary based on individual job
positions, level of responsibility, and the evolving needs of SKMCH&RC.
Organizational Decision-Making Hierarchy: Centralized or Decentralized?
The organizational decision-making hierarchy of Shaukat Khanum Memorial Cancer Hospital &
Research Centre (SKMCH&RC) is primarily centralized.
Explanation:
Centralized Decision-Making: In a centralized decision-making structure, authority and
decision-making power are concentrated at the top levels of management. In SKMCH&RC,
major strategic decisions and policies are made by the top management, including the CEO,
senior administrators, and the Board of Governors. This centralized approach ensures a unified
direction and consistency in decision-making throughout the organization.
Top-Down Communication: In a centralized hierarchy, communication flows from the top
down, with higher-level managers cascading decisions and directives to lower-level
employees.SKMCH&RC follows this top-down communication approach, ensuring clear
guidance and alignment of objectives across the organization.
Control and Oversight: Centralized decision-making allows for effective control and oversight.
In the context of a healthcare institution like SKMCH&RC, centralized decision-making helps
maintain quality standards, adherence to regulations, and consistency in the delivery of patient
care.
Case Example: Handling a Critical Incident
The case they discuss with me in this context is “A major equipment failure that impacts
patient care” Here's how the organization might handle it within its centralized decision-making
structure:
Incident Assessment: The incident is initially assessed by the department directly affected, such
as the department responsible for the equipment. They report the incident to their immediate
supervisor or department head, who in turn communicates it to the senior administrators.
Escalation to Top Management: The senior administrators, being responsible for the overall
functioning of the hospital, escalate the incident to the CEO and other relevant top-level
managers. The incident is discussed in a designated management meeting.
Decision-Making: Based on the assessment and recommendations of the department heads and
senior administrators, the CEO, along with the management team, makes key decisions regarding
the incident. This may involve options such as repairing or replacing the equipment, allocating
temporary alternative resources, or seeking external expertise.
Implementation and Communication: Once the decisions are made, the top management
communicates the course of action to the relevant departments and staff members. They ensure
that the necessary resources and support are provided to address the incident promptly and
efficiently.
Monitoring and Evaluation: Throughout the incident resolution process, the top management
maintains oversight and monitoring to ensure the effectiveness of the chosen solution. They may
review progress reports and hold follow-up meetings to evaluate the outcomes and make any
necessary adjustments.
In this centralized decision-making approach, the top management of SKMCH&RC plays a
pivotal role in analyzing the incident, making informed decisions, and coordinating the actions of
various departments to address the situation promptly and effectively.

Functions of Shaukat Khanam Hospital

Planning at Shaukat Khanum Memorial Cancer Hospital & Research Centre
(SKMCH&RC):
Goal-Setting Approach: MBO (Management by Objectives)
SKMCH&RC follows the Management by Objectives (MBO) approach for goal setting. MBO is
a goal-oriented management philosophy that involves setting specific objectives collaboratively
and aligning them with the overall organizational goals. The MBO approach emphasizes
participation, communication, and accountability in the goal-setting process.
Explanation:
a) Collaborative Goal Setting: In the MBO approach, goals are set collaboratively between top
management, department heads, and individual employees. This participatory approach ensures
that goals are realistic, measurable, and aligned with the overall mission and vision of
SKMCH&RC.
b) Cascading Goals: Once the organizational goals are established, they are cascaded down to
different levels within the organization. Each department and individual then sets their own goals
that contribute to the achievement of the overall organizational objectives.
c) Monitoring and Evaluation: MBO involves regular monitoring and evaluation of progress
toward goals. This helps identify any deviations or challenges and allows for timely adjustments
and interventions to stay on track.
Planning Process: The planning process at SKMCH&RC involves several steps, as outlined
below:
a) Environmental Analysis: SKMCH&RC conducts a comprehensive analysis of the internal
and external environment to identify opportunities and challenges. This includes assessing the
healthcare landscape, market trends, patient demographics, technological advancements, and
regulatory factors.
b) Goal Setting: Based on the environmental analysis, the top management collaboratively sets
specific and measurable goals. These goals align with the organization's mission of providing
exceptional cancer care, conducting research, and raising cancer awareness.
c) Strategy Development: SKMCH&RC develops strategies to achieve the established goals.
These strategies outline the broad approaches and initiatives that will be undertaken to fulfill the
mission. They may include expanding facilities, enhancing medical services, investing in
research, strengthening community outreach, and ensuring financial sustainability.
d) Action Planning: Once the strategies are defined, action plans are developed to translate
them into specific activities and tasks. These action plans specify the resources required,
timelines, responsible individuals or departments, and key performance indicators.
By following a structured planning process, including the use of the MBO approach for goal
setting, SKMCH&RC ensures that its activities and initiatives are aligned with its mission,
vision, and strategic objectives. This approach helps in effectively managing resources,
achieving organizational goals, and providing high-quality cancer care services.
Organizing at Shaukat Khanum Memorial Cancer Hospital & Research Centre
(SKMCH&RC):
Organizational Structure:
SKMCH&RC follows a functional organizational structure. This structure is characterized by
grouping employees based on their specialized functions or areas of expertise. The organization
is divided into various departments such as medical, research, administration, finance, and
support services. Each department is headed by a departmental head who reports to higher-level
management.
Elements of Organizational Design:
a) Departmentalization: SKMCH&RC utilizes departmentalization to group employees based
on their functional areas. This allows for efficient coordination, specialization, and division of
labor.
b) Chain of Command: The organization has a clear chain of command, where authority and
decision-making flow from the top management down to lower-level employees. This
hierarchical structure ensures accountability and clear reporting relationships.
c) Span of Control: SKMCH&RC defines the span of control for each manager, indicating the
number of subordinates they supervise. This helps in maintaining effective supervision and
control within the organization.
d) Centralization: Decision-making at SKMCH&RC is primarily centralized, with major
strategic decisions made by top management. Centralization ensures consistency, control, and
adherence to standards across the organization.
e) Coordination Mechanisms: SKMCH&RC utilizes various coordination mechanisms such as
regular meetings, committees, and communication channels to ensure effective collaboration and
alignment among different departments and individuals.
Factors Impacting Organizational Structure:
Several factors influence the structure of SKMCH&RC:
a) Size and Complexity: The size and complexity of the organization's operations and services
impact its structure. SKMCH&RC being a large healthcare institution with diverse functions
requires a structure that can efficiently manage and coordinate its operations.
b) Specialization: The need for specialized expertise in areas such as medical care, research, and
support services influences the structure. SKMCH&RC's structure allows for specialization and
efficient utilization of skills.
c) Environment and Industry: External factors such as regulatory requirements, healthcare
industry trends, and patient needs to influence the organizational structure. SKMCH&RC's
structure is designed to adapt to the dynamic healthcare environment.
d) Technology: Technological advancements and the integration of technology into healthcare
impact the organizational structure. SKMCH&RC's structure ensures the effective incorporation
of technology in its operations and services.
Job Specialization:
Job specialization is a key element of organizing at SKMCH&RC. The organization recognizes
the importance of specialized skills and expertise in providing quality cancer care and research.
Job specialization is evident in various roles within the organization, including:
Medical Professionals: Doctors, nurses, and technicians specialize in specific fields such as
medical oncology, surgical oncology, radiology, pathology, and nursing care.
Research Professionals: Researchers specialize in various areas of cancer research, such as
molecular biology, clinical trials, and data analysis.
Support Staff: Support staff members specialize in administrative functions, finance, IT, patient
services, and other areas to ensure efficient operations.
By leveraging job specialization, SKMCH&RC optimizes the use of expertise, improves
efficiency, and delivers specialized care to cancer patients.
Leading at Shaukat Khanum Memorial Cancer Hospital & Research Centre
(SKMCH&RC):
Leadership Approach:
SKMCH&RC adopts a transformational leadership approach. Transformational leadership is a
leadership style that focuses on inspiring and motivating employees to achieve their full
potential, fostering a shared vision, and promoting organizational change and innovation.
Explanation:
a) Inspirational Leadership: Leaders at SKMCH&RC inspire and motivate their teams by
setting high expectations, emphasizing the importance of their work in serving cancer patients,
and promoting a sense of purpose and dedication.
b) Visionary Leadership: SKMCH&RC leaders communicate a compelling vision for the
organization, aligning employees' efforts towards the mission of providing exceptional cancer
care, conducting research, and raising cancer awareness.
c) Intellectual Stimulation: Leaders encourage creativity, critical thinking, and continuous
learning among employees. They promote an environment that encourages innovative ideas,
research initiatives, and advancements in cancer treatment.
d) Individualized Consideration: Leaders at SKMCH&RC provide individualized support and
mentorship to employees, recognizing their unique strengths and development needs. They foster
a culture of respect, trust, and open communication.
e) Role Modeling: SKMCH&RC leaders lead by example, demonstrating the values and
behaviors expected of employees. They exhibit integrity, compassion, and a strong commitment
to the highest standards of patient care.
Applicable Leadership Theory or Contemporary View:
The transformational leadership theory is highly applicable to SKMCH&RC. This theory
emphasizes the positive influence leaders can have on their followers, promoting growth, and
achieving exceptional outcomes. Within the broader framework of transformational leadership,
several contemporary views are relevant to SKMCH&RC:
a) Servant Leadership: Servant leadership focuses on serving others and prioritizing their
needs. Leaders at SKMCH&RC exhibit a servant leadership approach by putting the well-being
of patients, employees, and the community at the forefront.
b) Ethical Leadership: Ethical leadership emphasizes the importance of moral and ethical
behavior in leadership. SKMCH&RC leaders uphold ethical principles, ensuring transparency,
honesty, and fairness in decision-making and interactions.
Controlling at Shaukat Khanum Memorial Cancer Hospital & Research Centre
(SKMCH&RC):
How They Control Firm Operations:
SKMCH&RC employs various methods to control its operations effectively. These methods
include:
a) Performance Metrics: SKMCH&RC establishes key performance indicators (KPIs) to
measure and monitor the performance of different departments and functions. These metrics can
include patient satisfaction rates, mortality rates, research output, financial indicators, and
operational efficiency measures.
b) Quality Assurance: SKMCH&RC implements robust quality assurance processes to ensure
the delivery of high-quality healthcare services. This includes adherence to established protocols,
regular audits, clinical governance practices, and accreditation standards.
c) Compliance Monitoring: SKMCH&RC closely monitors compliance with regulatory
requirements, ethical standards, and legal obligations. This includes adherence to patient
confidentiality, data protection, and healthcare regulations.
Approaches of Control Systems:
SKMCH&RC employs a combination of approaches in its control systems, including:
a) Bureaucratic Control: Bureaucratic control involves establishing formal rules, procedures,
and policies to guide employee behavior. SKMCH&RC utilizes standardized protocols,
operating procedures, and policies to ensure consistency and compliance across the organization.
b) Financial Control: Financial control involves monitoring and managing financial resources
to achieve organizational goals. SKMCH&RC implements financial controls such as budgeting,
expense tracking, and financial reporting to ensure efficient resource allocation and financial
sustainability.
c) Performance Appraisals: SKMCH&RC conducts performance appraisals for employees to
assess their individual performance and provide feedback. This allows for identifying areas of
improvement, recognizing exceptional performance, and aligning individual goals with
organizational objectives.
Controlling Process:
The controlling process at SKMCH&RC involves the following steps:
a) Setting Standards: Clear standards and benchmarks are established for different aspects of
the organization's operations, such as quality of care, patient safety, research productivity, and
financial performance.
b) Measurement and Evaluation: Performance metrics are used to measure and evaluate actual
performance against the established standards. Data is collected through various sources,
including patient records, financial reports, research publications, and operational reports.
c) Comparing and Analyzing: The collected data is compared to the set standards and analyzed
to identify any deviations or variations. This helps in assessing performance gaps and
understanding the reasons behind them.
Tools of Controlling Firm Performance:
SKMCH&RC utilizes various tools to control firm performance, including:
a) Dashboards and Scorecards: Dashboards and scorecards provide visual representations of
key performance indicators, allowing managers to track and monitor performance trends and
make informed decisions.
b) Budgeting and Financial Reports: Budgeting tools and financial reports help control and
monitor financial performance. They provide insights into revenue generation, expense
management, and overall financial health.
c) Clinical Audits and Quality Indicators: Clinical audits and quality indicators are used to
control and monitor the quality of patient care. They ensure adherence to evidence-based
practices, patient safety standards, and quality improvement initiatives.
Contemporary Issues in Controlling Firm Facing:
Controlling firm performance at SKMCH&RC faces several contemporary issues, including:
a) Data Security and Privacy: With the increasing reliance on digital systems and patient data,
controlling firm performance requires robust data security measures to protect patient
information from breaches or unauthorized access.
b) Rapid Technological Advancements: Keeping up with rapid technological advancements in
healthcare poses a challenge in terms of controlling and integrating new technologies effectively
while ensuring patient safety and quality care.
c) Changing Regulatory Environment: Healthcare organizations must stay updated with
evolving regulations and compliance requirements, which necessitates continuous monitoring
and control to ensure adherence to changing standards.