synthetic report on business firm essay

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DiamondStarsGroupofcompaniesVia: CEOMyanmarImperialClinic(MIC)Day: Subject: 04thApril, 2013AnalyticalReportonBusinessOrganization ExecutiveSummaryInearly2009, MyanmarImperialClinicwassetupbyMyanmarMedicsCo., Ltd. Becauseofitsextensiverangeofmedicalservicesandaccuratediagnostictestsbyinternationalrecognizedspecialistsandoutstandingclinicalstaff, itwasfamousandgeneratedprofitsatthattime. Butalongwiththecompetitionofhighinvestingmedical center, lackofcontrolofthespecialistsandinsecureenvironmentofthestaff, theorganization’sperformancehasdeclinedin2012.

Thereforethereputationoftheclinicgraduallygoesdown. Sothatin2013, MyanmarMedicsCo., Limited. wasbeingacquisitionbyDiamondStarsGroupofcompanieswhichisoperatinginvariousindustriesinMyanmar. Theorganizationwillbereformedbytheencouragementofourchairman. ProfileNameLocation”MyanmarImperialClinic(MIC)”Hledan, KamaryutTownship”8520sqft”6storiesbuilding”40beddedgeneralhealthcarecentre 166employees

CompoundSizeBuildingTypeSize FifthFloor FourthFloor ThirdFloor SecondFloor FirstFloor GroundFloor BuildingInformation GroundFloor”Reception, Emergency, Pharmacy, Lab, Cashier FirstFloor”15OutpatientRooms, WaitingArea, Retail store SecondFloor”1OperationTheatre, 1LabourRoom, 10InpatientRoomsforOG ThirdFloor”20InpatientRoomsforMedicine&Child FourthFloor”1OperationTheatre, 10SurgicalInpatientRooms FifthFloor” ClinicalOffice ProposalfortheRestructureoftheOrganization(1)LongTermPlan/StrategyEye-sight: Beingaproviderofhealthcareservicerenownforcompassion, sympathyandrespectonhumanbeinginpursuitofownhealthyandwellbeingstatebyapplyinghighqualitytoolsandskilfulprofessionalinensuringlongtermeffectiveness, MICstandsforsavingyourmoney, timeandlives.

Mission: Withknowledge, skillandlove, wealldovalueandrespectourpatientsandclients’wants. Wevalueourpatientsasthewaywevalueourprofessional. Wecareourpatientsasthewaywedotoourfamily.

Wepracticeourbestknowledgeinourwork. Aims: Toincreasesoverallsatisfactionratesofpatients, employees, doctorsandvisitors. Toensurepatientsreceivetheultimatecareandmedicalattentiontobringaboutaspeedyrecovery. Toincreaserangeofservicesforcustomerneedsanddemands. Tomaintainsafeandhygienicenvironment. Toachieve99%ofpatientfeedbackToprovideearlydiagnosisandaffectivetreatmenttoallclientswithdifferentdiseases. Toberecognizedourclinicasatrustedobstetricalclinicwithinthefirstthreeyears. Toexpandourserviceindiagnosticandtreatmentyearbyyear.

Toimproveandmaintainourtreatmentproceduresandemergencyservices (1. 1)? (1. 2)?? (1. 3)????? 4(2)FundamentalCharacteristicsofOrganization(2. 1)OldOrganizationStructureversusNewOrganizationStructureOurorganizationstructureallowsforitsefficientmanagement. Hereisthel evelsofmanagementandtheactivitiesofspecificdepartmentswithineachlevel. OldOrganizationStructure NewOrganizationStructure 5(2. 2)WorkSpecializationToachievecompetencyofeachandeverystaff, aproperanddistinctivejobdescriptionsisvital. (2. installment payments on your 1)MarketingDepartment?

SurveythemarketsituationandchangesAnalysethecustomers’feedbackDevelopmarketingstrategiesandmix (2. 2 . 2)FinanceDepartment? ManageandoverseebudgetingReportincomestatement, statementoffinancialreportandstatementofcashflowtoexecutivelevelManageincomeandexpenditure. (2. installment payments on your 3)AdministrativeDepartment? SupportandcoordinatetheoperationoftheindividualdepartmentEstablishhospitalpoliciesandproceduresPerformpublicrelationsSupervisemaintenanceservice, informationservice, housekeepingandtransportationservices (2. 2 . 4)HumanResourcesDepartment?? Performjobanalysis, jobdescription, jobspecification, joballocationandjobrotationRecruitmentTraininganddevelopmentCreatesafetyandpleasantenvironmentNegotiatewiththevisitingspecialistsHRPlanning (2. 2 . 5)MedicalServiceDepartment? Fordoctors todiagnoseproblems, prescribedrugs, bereadytooncontact, tomakeregularroundingandmonitoringpatientsFornurses”toemphasizeonnursingcareForlabtechnicians tosupportwithaccuratediagnosisandtomaintainmedicallaboratoryequipment ForPharmacist tomonitorthestorageandqualityofdrug 6(2. )ChainofCommand”Anunbrokenlineofauthoritythatlinksallthepersonsinanorganizationandshowswhoreportstowhom(MyanmarImperialCollege2013, Pre? MasterCourseofBusinessAdministration, p? 60)Inacenter, aproperandclarifiedchainofcommandisthefundamentalrequirementtomaintainandprecedemedicalprocedures. Withintheclinicaldepartments, allthejuniormedicaldoctorsmustreportinformationconcerningwithpatienttoseniormedicaldoctors. Theseseniormedicaldoctorshavetoreportonlythenecessarycomplaintsandpatient’sconditionstotheprincipalmedicaldoctors.

MasterCourseofBusinessAdministration, p. 62)Ontheclinicaspect, thespanofmanagementofmanagerrangesfrom10to20whiletheadministrativesidethespanofmanagementislessthan10. Ourorganizationrequirelesssupervisionbecauseof? Dailyworkproceduresofmedicalstaffarequitestable, routineandrepetitive(eg. Historytakingandclinicalexaminationandmonitoring, injection)Staffsareconcentratedinsinglelocation(e. g. Ifthestaffsuitswithhiscurrentpositionandifhedoesnotwanttoshift, wewillmaintainhisplace)

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