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
Pak Rupees
Land and Building 231,000,000
Medical Equipment 314,000,000
Ancillary Equipment 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

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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: Mr. Imran Khan

C.E.O : Dr. Faisal Sultan
Launching date: 1994
Company’s nature Dynamic/ Welfare
Area 214000 sq. ft

Commissioning of the Hospital

• Source of Money
Donations 67%
Credit and loans 33%
• Cost $ 22 m

Building $ 7.7 m
Medical equipment $ 10.5 m
Ancillary equipment $ 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.

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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 respect every individual. We draw strength from equal

opportunity and diversity, at the same time supporting personal
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. SKMCH& RC
accounts are audited by “Messrs A. F.Ferguson “ a well known international auditing
company

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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
Finance Nursing Operations Medical Director
Development

Clinical
Computing Inpatient Pharmacy
Departments

Environmental
Outpatient
& Hotel Services

Chemotherapy Engineering

Operation Theatre Administration

and CSSD & Human Resources

Materials
Management
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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 2000-01 2005

2006**
Clinical 35 211 573 653
“Zakat”* 109 131 265 383
Donations 87 190 326 369
Other 18 15 40

Total 249 547 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

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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

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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 2006-08
 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.

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SWOT Analysis

Strengths Weaknesses

• Free of cost quality treatment of • (Not identified)

cancer for needy people
• Research centers
• Highly equipped machinery

• Proper check and balances

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

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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 socio-
economic status, in the timeliest manner.

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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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Cash Cow Stars

Fundraising/Marketing Pathology and Radiology

Department Department

Dogs Question Marks

Not Identified 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

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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.# Departments D Department Heads

17 Material Management Azhar Nazir

28 Operation Theater Dr.Aamir Ali
21 Nuclear Medicine Dr.Khalid Nawaz
30 Pathology Dr.M.Tariq
14 Internal Medicine Dr.Mansur Javaid
2 Anesthesia Dr.Mian M.Yaqub
10 Hospital Marketing Services Dr.Nimar Ali
7 Environmental & Hotel Services Farrukh Aziz
9 Food & Dietary Farrukh Aziz
11 House Keeping Farrukh Aziz
13 Insect/Pest Control Farrukh Aziz
15 Laundry Farrukh Aziz
5 Business Services Malik Fayyaz Ahmad
16 Marketing & Public Relation Mehmood Akhtar
4 Bio Medical Engineering Mr.Sarfraz
8 Finance Muhammad Farooq
3 E&M Department Muhammad Salik
31 Pharmacy Tahir Aziz
6 CSSD Virginia Gumley
22 Nursing Chemotherapy Virginia Gumley
23 Nursing Division Virginia Gumley

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

Decentralization
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 COMPENSATION TRAINING AND

SELECTION AND BENEFITS 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.

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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.

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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 order
to better understand the needs of patients. Some famous theories are

• Maslow’s Hierarchy Theory

• Goal Set Theory

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

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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

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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
Accuracy
Criteria

Emphasis on
Exception Timelines

ECS of
Hospital

Strategic
Placement Economy

Reasonable
Criteria
Flexibility
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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 Rs. in million

Total
Years Revenue Zakat Donations Income Revenue
1994-1995 5 46 85 5 141
1995-1996 35 109 87 18 249
1996-1997 62 117 105 7 291
1997-1998 90 99 103 11 303
1998-1999 113 100 129 11 353
1999-2000 139 117 152 17 425
2000-2001 211 131 190 15 547
2001-2002 234 152 174 17 577
2002-2003 261 244 178 15 698
2003-2004 374 287 238 14 913
Dec 2004 222 282 221 24 749
Dec 2005 573 262 320 29 1187

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EXPENSES Rs. in Million

CATEGORY AMMOUNT PERCENTAGE

Salaries and benefits-Medical 233 18%
staff
Salaries & Benefits-Admin staff 88 7%
Medicines 282 22%
Pathology, Nursing & other 230 18%
supplies
Utilities 32 3%
Fundraising Expenses 29 2%
Finance Costs 20 2%
Repairs & maintenance 41 3%
Other Operating Expenses 47 4%
Depreciation 116 9%
Capital Expenditures 79 6%
Debit repayments 86 7%
Total Expenses 283 100%

Appendix
Job Description Form

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1. Job Position/Title
Manager, Quality Assurance department, To be completed by Human
International Liaison Office, & Electives Office
Resources

Grade: 10 Employee Code # 02682

2. Department And Division 3. Status
Quality Assurance Department
International Liaison Office
Elective Office Full Time
3. Reporting Relationship (State 5. Jobs directly supervised (By an employee
job/position title to whom an in this position)
employee in this job reports to) a. Quality Assurance & ILO Officer
Chief Executive Officer b. Patient Relations Officer
SKMCH & RC 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 and traits
required)
1. Excellent communication and interpersonal skills.
2. Excellent Supervisory skills
3. Ability to monitor, analyse and interpret data.
4. Working knowledge and job experience of Systems/Standards related to ISO-QMS, & JCIA accreditation
5. Ability to negotiate with internal and external customers.
6. Ability to work in close association of the Physician community in University hospital settings.
7. Computer literate, specifically with MS Word, Excel, Power Point, Harvard Graphics and Internet.
8. Ability to work effectively under highly stressful situations and to effectively meet the deadlines.
9. Abilities to write Project proposals, conduct Managerial research, draft Legal binding documents, supervise
and 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
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11. (a) Prepared By (b) Reviewed by
Dept./Division Head

_____________ ______________
_________________ ____________
Name Signature/Date Position Title
Name Signature/Date Position Title

(c) Reviewed by Human Resources

(d) Reviewed With Employee

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