(dham 21) assignment - 1, dec - 2014. m.b.a second · pdf file(dham 21) assignment - 1, dec -...

(DHAM 21)

ASSIGNMENT - 1, DEC - 2014.

M.B.A SECOND YEAR DEGREE

HOSPITAL ADMINISTRATION

Paper — I : STRATEGIC MANAGEMENT

Maximum : 25 MARKS

Answer ALL questions.

1) a) Corporate Strategy.

b) Role of Board of Directors.

c) Environmental scanning.

d) Diversification.

e) Competitive advantage.

f) Six sigma.

2) State the functions of Board of Directors in a hospital.

3) What are strategies followed in financial analysis?

4) Enumerate the key issues involved in preparing balanced score card.

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(DHAM 21)




Paper — I : STRATEGIC MANAGEMENT

Maximum : 25 MARKS


1) Elucidate the nature and significance of strategic management.

2) Examine the strategy formulated in super speciality hospitals.

3) Describe the key issues in the implementation of strategy.

4) It was the former because Allen Bank’s acquisition of a part of the Bradbury Bank -

what the latter termed NEM (Newly Emerging Market) operations – seemed an acquisition

scripted in heaven. Both were venerable Institutions of British origin. Allen was the largest

international bank in developing markets. Its core businesses? Retail and corporate banking,

treasury ops and trade financing. The bank employed over 33,000 people across 740 offices

in 55 countries Bradbury bank was smaller, but only marginally so. It employed 28,000

people and was present in 42 countries. Its core businesses were retail and corporate banking

and trade financing. However, its NEM business was focussed exclusively on high-networth

individuals and large corporates. So, when Bradbury wished to sell its NEM operations – it

wanted to exit NEM because most economies there boasted a low credit rating and it wished

to lessen its overall credit risk; besides, it wished to focus its efforts on the first world – it was

only natural that Allen, which wished to expand its presence in developing countries, buy

them.

It was the worst of times because the Cultures of the two banks were as different as

blues-grass and Bhangra-pop. Allen was a systems driven bank which boasted of strong

internal controls and placed an emphasis on training and performance. Bradbury was a old-

world type, inward-looking firm with weak control Systems and condoned pedestrian

performance. Worse, it did little to spread its customer base and aggressively acquire new

business.

It was also the worst of times because the two companies had different organisational

structures. Allen favoured the matrix with the head of each division or function reporting

directly to the regional head of that division or function, and only informally to the country

head. Bradbury preferred a linear reporting relationship with everyone reporting to the

country head. Expectedly, Bradbury employees who became part of the rechristened Allen

Bradbury Bank (ABB – no relation to the energy giant, although the bank could have

learned a thing or two from that company’s integration of Asea and Brown Boveri) felt lost.

“There is no symbol of authority I can relate to in my workplace” was a commonly heard

refrain.

None of these, though, worried Surinder Sawhney, the 53-year old CEO of ABB, as

much as the issue of people. Like most CEOs discover during the process of integration

Sawhney was discovering that ABB seemed to have two people for every position. Worse,

Allen-employees considered their counterparts from Bradbury, who had been taken on, as

baggage. “They’re here because that was part of the deal with Bradbury”, confided one

young manager from ABB (he was from the Allen-side). “By themselves, these people

would have never been hired by us. “Not surprisingly, the acquisition had also thrown a

spanner into Allen’s well thought out career-progression plans. Sawhney and his HR head

were discovering that they would have to redefine these for a larger group of employees. At

the same time, they had to convince old Allen employees that they weren’t being short-

changed in the process. One senior HR manager had suggested that they get senior

executives to make short presentations on why they were essential to ABB. Sawhney had

thought the idea brilliant; his executives hadn’t. Nor had the media. Within days horror

stories, mostly apocryphal, about people having to re-interview for their jobs were doing the

rounds. And all the while, ABB was steadily losing people. Head-hunters and rival banks

were making a beeline for some of ABB’s renowned human capital. And insecure

employees were signing up with lesser companies rather than negotiate an uncertain future

at the bank.

In desperation, Sawhney turned to an old friend, Vinay Sen, a HR professional who’d

made a career for himself as an independent consultant. The hadn’t helped much. True, Sen

had shared some interesting thoughts on the issue of synergy. “Apart from valuation, the

most hyped phrase in an M & A deal is synergy, “he had said. “People talk of dove-tailing

strengths and capabilities, bringing complementary skills and exploiting cross-marketing

opportunities. To me, synergy simply means one plus one, is not two, but six, or may be,

eight. When a merger merely maintains the existing equilibrium, it does not make for

synergy. It is only when there is a geometric leap in the advantages accruing to a merged

entity that synergy makes sense”. All sound stuff; only, it did little to help Sawhney tackle

the problem at hand.

And this, the beleaguered CEO realised, was only the beginning. Convincing the best

talent to stay put within the bank was the immediate objective. But there were other long-

term ones. Like realising the benefits of the synergy Sen spoke about and ensuring that

ABB ended up with a larger share of the market than any of its constituent entities.

Sawhney had read all the right books on getting M & As to work for you, but this was real.

And it was painful. “Heck,” he thought, “we don’t even share a common e-mail system”.

Questions:

i) ‘Integration is critical to the success of a merger’. Comment;

ii) What should Sawhney do to strengthen both banks and develop a concrete

business plan?

iii) What are the areas of compatibility and conflict between Bradbury Bank and

Allen Bank?

iv) What kind of organisational structure should be put in place with a view to

ensure smooth translation of rhetoric into action plans?; and

v) As a consultant, what steps do you recommend to implement the integration?

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(DHAM 22)




Paper — II : HRM AND QUALITY MANAGEMENT

Maximum : 25 MARKS


1) a) Job description.

b) Placement.

c) Training needs.

d) Welfare measures.

e) ESI.

f) Employee health services.

2) Explain HR planning in hospitals.

3) What are the tests employed in selecting employees?

4) How do you assess the effectiveness of a training programme?

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(DHAM 22)




Paper — II : HRM AND QUALITY MANAGEMENT

Maximum : 25 MARKS


1) State the Principles involved in wage and salary administration.

2) Bring out the Provisions of Payment of gratuity Act as applicable to hospitals.

3) Describe the nature and scope of HRM.

4) Ramoji Rao is in charge of a bindery in Vijayawada, which employs fifteen

people, five of whom work in the factory. Three of these employees run

machines, one supervises, and the fifth moves the blank paper and finished

print by handcar. This fifth position, which demands no skill other than driving

a handcar, needs to be filled and three applicants have responded.

The first is Mr. Matti Anjaiah who is thirty five, unmarried, and a Navy

veteran. Anjaiah has a poor work record. During his five years in Vijayawada

he has worked only seasonal labour and occasional odd jobs. He drove a

forklift in the Navy, while working at Visakhapatnam. He has a strong built,

which could help, although the work is generally light.

Mr. Nehal Singh, age twenty two, came to Vijayawada two years back

from Punjab. He has done farm labour for many years and assembly-line work

for one year. His command of English is poor (but can speak the regional

language, Telugu, fluently). He resides with his mother and seems certain to

remain in the area for some time. After having run farm equipment, he should

have no trouble steering a handcar. Mr. Vangaveeti Raja is a local boy who

finished high school two years ago. Subsequently, he got a diploma from a

local III and is currently employed as an assistant in Savani Transport

Company, Vijayawada. His character references are excellent. Mr. Raja is

small, but he seems quick and was a track star in high School.

i) How much consideration should be given to Mr. Anjaiah’s poor work

record? Should Mr. Ramoji Rao check to verify it? ;

ii) How important is command of English to the job? How quickly could

Mr. Nehal Singh assimilate enough English to be effective? ;

iii) Should Mr. Nehal Singh be passed over because of his status as a recent

migrant?;

iv) Should Mr. Raja get the job? How heavily should his references be

weighed against his inexperience? ; and

v) Who should be hired? Why?

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(DHAM 23)




Paper — III : COUNSELING SKILLS FOR MANAGERS

Maximum : 25 MARKS


1) a) Emotional release

b) Counselling Vs transdental meditation

c) Counselling skills

d) Attitude of counsellors

e) Assessment of clients

f) Concept of counselling

2) What are the approaches employed for counselling in hospitals?

3) Describe the process of counselling.

4) State the considerations while selecting counselling strategies.

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(DHAM 23)




Paper — III : COUNSELING SKILLS FOR MANAGERS

Maximum : 25 MARKS


1) Is it possible to change behaviour through counselling.

2) What are the unique problems in counselling?

3) Identify the situations/areas where counselling can be employed in hospitals.

4) As part of a group of college interns, you are working for a transnational

consultancy and placement organisation, in its HR and corporate affairs at

Mumbai the organisation is considering installation of “Local Area

Networking” and in touch voice mailing systems. However the proposal costs

Rs. 6,900 as per employee per year the management is not sure whether the

proposal is worth the investment and wonder if at all the employees really use

its benefit from the facility and the facility is effective tool to communicate and

control. They also apprehend that it might degenerate into a ‘Juke Box’.

Become your inputs and your valuation of the proposal is important for the

management, your intern team is advised to discuss the following questions in

detail:

i) What are the existing anamolies and advantages of the existing

communication systems?

ii) Do the advantages of the proposed system outweigh the disadvantages of

the existing communication modes and networking.

iii) In what way the management encourages its employees to switch over to

the proposed communication systems?; and

iv) What channels of communication and operations orientation should it use?

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(DHAM 24)




Paper — IV : RESEARCH METHODS IN HOSPITALS

Maximum : 25 MARKS


1) a) Ordinal scale.

b) Stratified random sampling technique.

c) Interview schedule.

d) Census method.

e) Continuous frequency distribution.

f) Health statistics.

2) How do you measure sickness in health centres and hospitals?

3) Explain the statistical packages useful for research.

4) What are the instruments used in Collecting Primary data? .

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(DHAM 24)




Paper — IV : RESEARCH METHODS IN HOSPITALS

Maximum : 25 MARKS


1) State the techniques available for scaling and explain their limitations.

2) Discuss the consideration while selecting a sample.

3) Describe the Principles that should be followed while selecting samples.

4) Fit a linear regression of X1 on X2 and X3, from the following data:

X1 : 6 8 9 11 15 17

X2 : 13 10 6 4 2 1

X3 : 28 22 18 12 8 2

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(DHAM 25)




Paper — V : PATIENT CARE AND BEHAVIOUR

Maximum : 25 MARKS


1) a) Tort liability.

b) Patient satisfaction.

c) Code of Press relations.

d) Fire safety.

e) Medical initiative place.

f) Cite style.

2) Bring out the role of natural and HR in the management of patient care.

3) Explain the responsibility of medical staff .

4) State the Provisions of Pollution Central Board act relating to hospitals.

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(DHAM 25)




Paper — V : PATIENT CARE AND BEHAVIOUR

Maximum : 25 MARKS


1) What marketing strategy is adopted in relation to patients?

2) Elucidate the influence of reference group and opinion leadership on service

buying behaviour.

3) Explain the administration of medical audit.

4) On 07.11.2009, Mr. Kolla Rajamma (70 years) was admitted by his grand son at

Olive hospital, Chennai.

Mrs. Kolla Rajamma was admitted under critical care department as it was

poison case. Subsequently, family was counselled during the course of the

treatment at the hospital. Poor prognosis was explained to the family members.

On 18.11.2009, the son of Kolla Rajamma patient approached the admitting

office at midnight and claimed that the patient’s name is wrongly given by his

grand son as “ Kolla Rajamma” instead of “Kolla Pentamma” and requested the

front office executive to change the name immediately. No supporting

documents were provided to hospital.

Questions:

i) Being the hospital administrator, suggest methodology for change of

name; and

ii) Would you allow the attendants to change the name of the patient in

this situation, if so, what documents do you insist from patient

attendants?

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(DHAM 26)




Paper — VI : MANAGING HOSPITAL — II

Maximum : 25 MARKS


1) a) Lay out of laboratory.

b) disposal of waste.

c) Work flow in (CSSD).

d) Air conditioning of OT.

e) Staff of X ray room.

f) O P D location.

2) State the considerations in the location of (CSSD).

3) What are the factors that should be kept in mind in the layout of laboratory?

4) Explain different kinds of machines installed in X Ray room. .

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(DHAM 26)




Paper — VI : MANAGING HOSPITAL — II

Maximum : 25 MARKS


1) Describe the Physical facilities required in OT.

2) Discuss different kinds of patients in OPD.

3) Enumerate the Planning of surgical suits.

4) The District Medical and Health Officer of Anantapur district inspected Rayala-

Seema Hospital in Tadipatri. During the rounds he has noted the following

a) In the laboratory, cotton and pieces of gauze were found on the flour.

b) There were no registers regarding the stock details of sterilized cotton.

c) Technician is with unsterile slippers.

d) Temperature monitoring registers are absent.

e) There is bad small and dirt.

Questions:

i) As director of the hospital, what measures do you suggest. ;

ii) List out the registers that should the maintained; and

iii) Bring out the code that should be followed.

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(DHAM 27)




Paper — VII : LEGAL AND ETHICAL ISSUES

Maximum : 25 MARKS


1) a) Public hospital.

b) Mercy killing.

c) Administration of drugs.

d) Hospital as bailee.

e) Health care organisation.

f) Medical staff duties.

2) State the Provisions of medical council of India Act.

3) Explain the registration of health care organisation under the law.

4) What are the salient features of central Births and Deaths Registration Act?

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(DHAM 27)




Paper — VII : LEGAL AND ETHICAL ISSUES

Maximum : 25 MARKS


1) Enumerate the duties para-medical staff.

2) Describe the diagnosis, Prescriptions and administration of drugs.

3) Give an account of principles underlying award of damages.

4) Apollo hospital is situated in Chennai. It is a multi- specialty corporate one.

B.Muragan, resident of Chennai was admitted into the hospital and died after 30

days of treatment. On hearing the news, counseller approached the family

members of the deceased for donation of eye. Subsequently, cornea was

retrieved from the patient.

Questions:

i) State the documents required for the donation of eye. ;

ii) What are the provisions of law relating to it? ; and

iii) Explain the legal parameters for eye donation.

–––––––––––––––––

(DHAM 28)




Paper — VIII : HOSPITAL COST AND FINANCIAL ACCOUNTING

Maximum : 25 MARKS


1) a) Profit centre

b) CSSD

c) Target costing

d) Equipment lease or buy or line

e) Ledger

f) Accounting stand on in ventory valuation

2) A Company purchased a machine costing Rs.48,000 on 1-1-2000 and installed

it on the same date by incurring Rs.2,000 as installation expenses. The machine

is to be depreciated at 20% p.a. Under the diminishing balance method. On 30-

6-2003, the company sold the machine for Rs.20,000 as it was unsuitable. On

1-7-2003, a latest machine was purchased for Rs.75,000. The new machinery is

to be depreciated at 20% p.a. Under the same method. Show the machinery

account from 2000 to 2004 assuming that the account year ends on 31 st

December every year.

3) The total fixed costs of a company are Rs. 1,05,000 per annum. Variable cost

per unit is Rs.3.50 and selling price is Rs. 5. You are required to calculate:

a) P/V Ratio

b) Break Even Point

c) What amount of sales will generate a profit of Rs.30,000?

4) How is trial balance prepared in a hospital?

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(DHAM 28)




Paper — VIII : HOSPITAL COST AND FINANCIAL ACCOUNTING

Maximum : 25 MARKS


1) What is the relevance of cost accounting in organisational function?

2) What are the special features of hospital as multidivision with multi product in

each division.

3) Bring out the accounting policies in vagae in hospitals.

4) From the following Trial Balance, you are required to prepare final accounts for

the year ended 31.12.2005.

Trial Balance

Particulars Rs. Rs.

Land and building 20,000 -

Good will 40,000 -

Plant and machinery 30,000 -

Loose tools 1,000 -

Opening stock 20,000 -

Capital and drawings 7,500 70,000

Bills receivable and bills payable 7,500 8,000

Purchases and sales 30,000 1,15,000

Carriage inwards 1,000 -

Salaries 14,000 -

Wages 15,000 -

Debtors and creditors 20,000 36,000

Cash at bank 15,000 -

Cash on hand 2,000 -

Furniture 3,000 -

Insurance 2,000 -

Returns 750 1,000

Bad debts 1,250 -

2,30,000 2,30,000

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(dham 21) assignment - 1, dec - 2014. m.b.a second · pdf file(dham 21) assignment - 1, dec -...

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