Malar Hospital Organizational Structure
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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.
![Malar Hospital Organization Structure & Design Prepared By: Group 5 DoMS, IIT Madras, Batch of 2010 Cotnact: [email_address]](https://image.slidesharecdn.com/osdproject-1233475054471217-2/85/Organizational-Structure-and-Design-A-case-for-a-mid-sized-Hospital-1-320.jpg)
![Introduction to Fortis – Malar Hospital ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],06/07/09](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Malar Hospital Organizational Structure
- 1. Malar Hospital Organization Structure & Design Prepared By: Group 5 DoMS, IIT Madras, Batch of 2010 Cotnact: [email_address]
- 9. Competing Values Approach Flexibility Organization People Control 06/07/09
- 13. 06/07/09
- 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
- 18. Size 06/07/09
- 20. 2 – MR co-ordination 2- Marketing initiatives Nurses Ward Boys Trainees 67 visiting consultants 31 DMOs External Contractors 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
- 26. Strategy - Structure Relationship (Chandler’s Theory) Time Multi specialty Structure Simple Functional Divisional Low High t t + 2 t + 1 06/07/09
- 33. Burns & Stalker Model 06/07/09 Characteristic Structure Rigid Task Definition Mechanistic Lateral Communication Organic High Formalization Mechanistic Expertise Influence Organic Centralized Control Mechanistic
- 35. Environment – Structure Relationship 06/07/09
- 39. Thompson’s Model 06/07/09 Transformational Process Resources A B C D E Feedback Output Inputs
- 42. Culture 06/07/09