ORGANISATION UNDERSTANDING

Under the Guidance of

Prof. Debiprasad Mishra

BY

Manoj Prabhakar (25024)

Suyash Ramchandra Rai (25048)

HOST ORGANISATION

Charutar Arogya Mandal, Karamsad,

Anand

OTS (PRM 2004-06)

INSTITUTE OF RURAL MANAGEMENT, ANAND

AUGUST 2005
 Executive Summary
Title: Organizational Understanding
Organization: Charotar Arogya Mandal
Reporting Officer: Shri Pragnesh Gor
Faculty Guide: Prof. DP Misra
Students’ Name: Manoj Prabhakar, Suyash Rai

Objective: To develop an understanding of an organization, how it functions, how different

components interact with each other and with the environment, and how changes in the
external environment affect it, its strengths and weaknesses, where it has come and where it
could be.

Methodology: For studying the changes and take dynamic view of the organization with
respect to its internal and external environment, we used parts of the Comprehensive
Sustainable Marketing Enterprise Model. This model has several components. In order to
understand the organization from different perspectives, we also used some concepts
developed by some eminent management theorists. The main sources of secondary data were
annual reports, reports from systems department, etc. The primary data was collected by
conducting unstructured interviews of the employees and a structured survey of 40 employees
of different types asking their perceptions.

Findings: The Charotar Arogya Mandal, formed in 1972 as a charitable trust, runs the HM
Patel Center for Medical Research and Education, The Shree Krishna Arogya Trust, the
Pramukhswami Medical College, the HM Patel Institute of Post Graduate Studies, the
Kushalbhai M Patel Institute of Technology, Smt. LP Patel Institute of Medical Laboratory
Technology and GH Patel School of Nursing, and the KM Patel Institute of Physiotherapy.
The main activities the trust is involved in are: Medical care, education, research, and
community extension programs. The General body of the trust has representations from
donors, sister institutions and members of the Mandal, in addition to the members of the
governing body. The governing body, which functions under the purview of the general body,
is an operational body. The motto of the organization is: Solace for the suffering. The trust
has a vision of striving to be a Centre of Excellence in all that it does. In the management,
powers are divided between the CEO and the GM. The CEO deals with the issues concerning
Hospital administration, Personnel and Extension Projects, the heads of the academic
programs i.e. the Dean of the medical college, etc. The GM deals with the financial matters,
and the Managers of Accounts, Systems and maintenance come directly under him. The
powers related to financial matters are centralized. The operational matters are delegated to
the respective heads of the departments. The organization comes under the regulatory control
of the Medical Council of India. The Council’s directions control several aspects of the
organization, thus leading to formalization. It is a complex organization in terms of vertical
and horizontal complexity. The organization, especially the hospital, interacts with the local
community on a regular basis. But, its reach in the community is very limited and not wide
and deep enough. This has lead to an unfavorable reputation, which they are trying to mend
but not very effectively. There are gaps in coordination between the managerial and
operational staff which leads to many problems. This is one of the reasons for a high turnover
of doctors, which is a major concern for the hospital. Our analysis lead us to believe that there
is a need for some creative destruction in the organization, and to reform the organization by
transforming the present machine bureaucracy into a professional bureaucracy, thus tackling
the crisis of red tape. The organization enjoys major strengths, like being the only one of its
kind in the region, good infrastructure and technological assets etc. These need to be
capitalized and the organization needs to be repositioned. The organization has developed a
roadmap 2010, which involved some introspection and goal-setting.
 CONTENTS

Objectives of the study 1

Method Followed 1
Introduction to the organization 3
Mission and Vision 3
Activities and constituents of the organization 6
Collaboration with other institutions 22
Operations and target segment 23
Timeline 24
Evolution 25
Organization’s Structure 26
Dimensions of organisation’s structure 29
Organisation analysed based on Mintzberg’s model 30
Technology 32
Culture 34
Organizational conflicts 35
Human resource issues 35
Financial Analysis 40
Environment 41
Scorecard of the organisation- The 3 markets 45
Future course of action 49
Reference 52
Annexure - Profiles of Top Management 53
 Abbreviations

CAM- Charutar Arogya Mandal

SKH- Shri Krishna Hospital
TF- Tribhuvandas Foundation
CEO- Chief Executive Officer
GM- General Manager
M.B.B.S. - Bachelor of Medicine and bachelor of Surgery
MS- Master of Surgery
M.C.I- Medical Council of India
M.D- Master of Diagnosis
DMLT- Diploma Course in Medical Laboratory Technology
SWOT- Strength-Weakness-Opportunity- Threats
WHO- World health organisation
OPD- Outdoor Patient Department
IP- Indoor Patient
ENT- Ear, Nose, Throat
HIV- Human Immuno Deficiency Virus
AIDS- Acquired Immuno Deficiency Syndrome
STD- Sexually Transmitted Disease
EEG- Electro Encephalo Graph
MIS- Management Information System
 Reference:

1. Michael, J.M. Management theory and Practice, Little Brown and company,
Boston, 1979.
2. Paton, A Robert. McCalman, J. Change Management: A guide to effective
implementation, Sage Publication, New Delhi, 2000.
3. Kotler, P. Kartajaya, H. Repositioning Asia: From Bubble to Sustainable
Economy, John Wiley & Sons (Asia) Pte Ltd, 2000.
4. Robbins, P Stephen. Organisation Theory: Structure, Theory and Application,
Prentice-Hall India, 1990.
5. Annual Report (2002-2003 and 2003-2004)
6. www.charutarhealth.org
7. Dubey, Dash, Mishra, Ranjan, Rose. (2004), H.M Patel Centre for Health and
Education (Charutar Arogya Mandal), OU Report, IRMA.
 List of Tables

Sl. No. Detail Page no.

1 Details of the Organization 3

2 Number of employees 35

3 Employee turnover (Shree Krishna Hospital) 38

4 Employee turnover (Pramukh Swami Medical Collage) 38

List of figures

Sl. No. Detail Page no.

1 Organization chart 28

2 Perrow’s knowledge based technology 33

3 Intensive Technology (characterized by reciprocal 34

interdependence)
4 Sources of Funds 40

5 The three markets 46

6 David Hurst’s Organizational model 49