As part of a course on Org. Structure, we worked with a mid-sized hospital - Malar Hospital (which is now owned by Fortis Healthcare) and modelled an organizational structure for them. It is quite a comprehensive analysis and it took us a month and series of consultations with the hospital to deliver this. Thanks again to everyone at Malar for co-operating with our project.
16. DMO allotted a patient, based on availability DMO provides initial consultation. Refers to a specialist unit, if needed Nurses divided into geographical zones, but are flexible on availability Observations by DMO/subsequent departments are recorded on a chart Diagnosis and treatment under a nurse, DMO/visiting consultant Nurse/DMO confirms completion of treatment, based on expertise Divided floor-wise & then department wise These include diagnosis, tests, subjective tests, objective & subjective comments Consultation Cycle at Malar – A formalized procedure 06/07/09
23. External Threats and Strategy Implemented 06/07/09 External factors Strategy Increasing cost of funds Cost effective business model Availability of funds from Financial institutions Focus on improvement in revenues, improvement of occupancy rate Stiff competition from other players Addition of departments, quality health care, improvement in infrastructure facilities, focus on high end health care services Unexpected eventualities Improvement in infrastructure and increase in buffer capacity Change in regulatory framework Constant interaction with the market Changes in parent company Company will try to increase its own brand value
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26. Strategy - Structure Relationship (Chandler’s Theory) Time Multi specialty Structure Simple Functional Divisional Low High t t + 2 t + 1 06/07/09