AG

AYURGARDEN
AYURVEDA HOSPITAL | CENTRE FOR NEURO -ORTHO
REHABILITATION
 AYURGARDEN
AYURVEDA HOSPITAL | CENTRE FOR NEURO -ORTHO REHABILITATION

PREFACE
Ayurgarden Ayurveda hospital is marked its identity in the rapidly growing
Ayurvedic treatment industry, within a very short span of time. This
organization is combining the good tradition of Ayurveda with benefits of
modern medicine. It has a lot advantages and challenges. We have started
quizzing employees in various capacities, as part of the consulting
interventions, in the month of January 2019. Many thought-provoking facts
about the organization have revealed in this exercise. We have included
most of such facts in this report. Performance improvement efforts in this
organization will be very interesting and challenging at the same time.

STRENGTHS OF THE ORGANIZATION

• Medical team headed by the managing director is a very
efficient in making results. Multi -disciplinary approach
winning hearts of the patient community visiting the hospital.
Dual specialization by the chief physician is an added
advantage.
• Strong marketing capabilities in multi linguistic- multi culture
environment. Inclination towards the cultural environment of

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 the client community with promoters is a key strength of the
organization.
• The organization has a strong base of potential clients in
middle east countries. Connections through the chairman of
the organization and through the treatment-completed
patients, is contributing to this strong base.
• Direct involvement of the key directors in day to day affairs
of the organization.

WEAKNESSES OF THE ORGANIZATION

• Inadequately defined organizational structure and reporting
arrangements.
• Organizational infrastructure is not good enough to cater
expectations of the client community.
• Staff members are not well trained in a formal business
environment. It sometimes results in lack of accountability
and delay in getting things done.
• Organization doesn’t have a facility to customers’ complaints
and to respond to it.
• Lack of professionalism among staff members including
seniors and doctors.
• Too casual organization. Lack of professional behavior
among the team members, including the top management
and doctors.
• Absence of marketing plan and a proper customer relations
management system.
• No feedback collection mechanism to get inputs and
suggestions for improvement of the system.

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 • Attrition rate is alarming. Organization lack a clear appraisal
and retention policy.

OPPORTUNITIES TO THE ORGANIZATION

• Agile and youthful organization that is very pro to changes
and new developments.
• A proper CRM tool shall increase the probability of client
conversion.
• Opportunity to develop a strong Out Patient
Department(OPD) to attract local patients.

THREATS TO THE ORGANIZATION

• Career paths and compensation structure is not well defined
in the organization. Unhappiness is developing among
employees in various level. Plans to arrest this situation may
require to curtail attrition rate of the organization, in near
future.
• High dependency on international clients may create a
vulnerable situation. This dependency has to be reduced to
ensure consistent working of the organization in all seasons.

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OTHER PROBLEMS IDENTIFIED
• It is observed that the top management does not always
stand in problem solving end.
• Management and leadership training should be given to the
members of the top management council.
• Attitude and skill training should be given to the staff
members on a continuous manner. Lack of training is
reflecting on the delivery standards of the staff members.
• Administrative burden on the chief physician should be
shared to other members in order to provide more attention
of the physician to the patient satisfaction.
• No follow-up mechanism for assigned duties to staff
members. A proper mechanism should be in place to ensure
follow-up of the works.

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SUGGESTED ORGANIZATIONAL STRUCTURE
Managing
Director/ Dr. Anas

Director
Director Finance-
Marketing / Mr.
Adimin/ Dr. Simi
Osama

Operations
Front Office International
Manager/ Mr. Accounts/ Fayiz
Manager/ Azeez Desk/ Ms. Nida
Riyas

Front office
Arabic Kitchen
Assistant/ Bindu

Store MOD Night

Security

Transportation

Maintenance

Regular Kitchen

House Keeping

Medical
Superintendent /
Dr. Pranitha

Treatment Physio Therpay

Department/ Dr. Pharmacy Department/ Mr. Lab
Prabitha Anoop

Medial Records
Department

Therapy
Department

RMO

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ACTIONS TO BE TAKEN

TOP MANAGEMENT COUNCIL

A council of active directors and head of the departments

will be formed. This council will lead all day-to-day activities
of the hospital. The following officers will be the members of
the council.

Designation In-Charge
1 Managing Director Dr. Anas
2 Director Finance/Administration Dr. Simi
3 Director Marketing Mr. Osama
4 Operations Manager Mr. Riyas
5 Medical Superintendent Dr. Pranitha
6 Treatment Department Dr. Prabitha
7 Physiotherapy Department Mr. Anoop
8 Front Office Manager Mr. Azeez
9 Accountant Mr. Fayiz
10 In-charge International Desk Ms. Nida

Meeting of the TMC will hold in every two weeks to discuss

strategic and operational aspects of the organization. One
consultant will be present during the meetings to make an
over view and to suggest necessary changes in the
organization.
Minutes of the meeting will be recorded by an in-house

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 person and by the consultant. Both reports will be circulated
among the group members to review the decisions next
week.

FOLLOW-UP FRAMEWORK

TMC meetings will work as a follow-up framework for

strategic and operational related decision of the
organization. Works assigned to each member or their
reporting personnel will be checked for progress in the
following meeting. This mechanism will ensure completion
of assigned tasks.
Each action arises in the meeting should have an owner (who
is a member of the council) and a deadline to the task.

MEETING AND REPORTING FORMATS

Agenda for the meeting will be prepared. Managing Director

will be the chairman of the meeting. In his absence, a person
assigned by the MD will chair the meeting.
Reporting format will be provided to each member of the
council. Members are advised to prepare report of the
actions done the reporting period of the meeting. They are
also advised to be ready with items to be discussed during
the meeting and most importantly, ensure that all woks
assigned to them are complete within the deadline.

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COMMUNICATION GROUPS

Small communication groups can be created for the

execution of assigned tasks during meetings of TMC.
Member of TMC shall be chairperson of such committees.
These committees will execute extended plans of the TMC.
Such committees also can communicate in tools like
WhatsApp and Telegram.

ORIENTATION VIDEOS

Orientation videos for patient community can be prepared

for orienting them to culture of the organization. Such
orientation will help better results for the patients. 2D
animated videos will be ideal for such purpose.

ORGANIZATIONAL STRUCTURE

An organization structure has suggested and that design is

included in this report. This can be enhanced based on
increasing needs as the organization as it grows. Such
decision should be taken after discussing at TMC.

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JOB DESCRIPTION

Job description of all designations will be prepared after

successful starting of meeting of TMC. Job descriptions are
required to have clarity in jobs of each member of the team.
This clarity is required to reduce conflicts among staff
members.

JOB REQUIREMENTS

Qualification (Academic, Experience, Skill sets etc.)

requirements for staff designations will be documented. This
will help the existing people can understand how they can
abide with the job requirements and it also help the
management in recruiting new members into the team.

RULES AND REGULATIONS

Rules and regulation is the organizational perspective of job

descriptions. It will have connections between the various
departments as well. Rules and regulations are essential for
the effective and smooth running of the organization. Strong
rules and regulations is backbone of strong organization. To
build a strong rules and regulations manual, we will build a

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 basic one first and will adapt it based on the requirement by
the work environment. Works to document current rules and
regulation is the first step and it will start once the job
description is ready.

STANDARD OPERATING PROCEDURE

Standard operating procedures (SOP) has to be recorded to

make it useful for others to follow it easily. A recorded SOP
can improve further based on the feedback. SOPs will be
recorded after the documentation of rules and regulations.

STANDARDIZATION CERTIFICATIONS

Once documentation of JD, Rules& Regulations and SOPs

done, the organization can hire a standardization consultant
to make the procedure certified by a standardization
organization. It could be ISO or NABH. Standardization will
enhance the brand value of the organization and it will also
help to improve efficiency.

LEADERSHIP TRAINING FOR TOP MANAGEMENT

Training required in all levels of the organization. Members

of the top management required training sessions on

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 leadership, organizational behavior, communication skills,
professionalism, human relations etc. Members of the top
management can attend such training from different
organizations or it can be arranged as an in-house session.

TRAINING CALENDAR

A training calendar will be prepared for the staff members

with subjects. This will be done after a need assessment
survey. One training session will be organized in each
month. Such trainings will significantly improve skills of the
team members and it will influence attitude of team members
towards the work and the organization. Professional trainers
can be hired for the execution of such sessions.

CRM SYSTEM

A customer relationship management (CRM) system will be

implemented. This will increase the enquiry conversion
rates and it will improve the communication with existing
customers.

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BRANDING

Brand presentation of the hospital is not up to the expected

level of such an organization. Common brand colors and
logo should be used in all surfaces including documents,
brochures, leaflets, website, social media, signboards etc.
The current logo should be improved to represent and
international brand as the organization serves patients from
various nationalities. Upgradation of logo will help the
organization to attract better quality customers. Change in
logo shall be done with in a period of 12 months with the
help of a professional logo designer.

INTERNAL SIGNS

Internal sign boards shall be changed into a common format

after the modification of logo and color pattern. Internal sign
boards have significant role in creating a better feeling about
the organization to the existing customers. They are the ones
who generate buzz about the organization that essentially
resulting in getting more customers.

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EVENTS

Internal events should be organized in professional way.

Annual day, national day celebration of different countries,
special days, local festival etc. can be celebrated as events
in the hospital. Such celebrations will work as good
marketing tools for the organization.

PHOTOGRAPHS AND VIDEOS

Photographs and videos of all events and incidents should be

stored with an index for retrieving for various marketing
related purpose in the future. Professional as well as amateur
quality photos and videos should be keep in common
location and one person from the staff members should be
entrusted for collecting and keeping such records.

SOCIAL MEDIA

Presence in social media platforms cannot be neglected. It is

not just a marketing tool but it is considered as a proof of
existence of the organization. A well-defined policy-based
presence should be made in all relevant platforms and it
should be maintained with professionals.

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CONTENT MARKETING

Content marketing is a cost effective and efficient marketing

tool. Content related to the industry can be created by the
internal resources. Such content creation will be an
opportunity to the organization and the individual staff
members who are creating such content. This content can be
used as articles in magazines, blogs, video blogs,
documentaries etc. Conscious effort for content creation
must be initiated within the organization immediately.

ARABIC TRAINING

Efficient communication with the patient community has a lot

of constraints in the organization as many of the staff
members are not comfortable with their local language i.e.
Arabic. The organization should have facilities to make the
staff members expert in the language. Training classes and
club activities to improve the language skills can be used as
tool to improve the position. Collective uses mobile apps to
improve Arabic language skill, a culture of learning this new
language, incentive for staff members who are learning the
language etc. also can be experimented.

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VIDEO FEEDBACKS

Video feedbacks of all treatment-completed patients shall be

collected. Video assessment at the time admission shall be
compared with the completed video and when it clubbed
with the feedback testimonials, it will give strong input to the
marketing contents. With the help of professionals, these
videos can be used for various marketing initiatives.

CONCLUSION

This is not a complete list of actions to be taken for the improvement of

the organization. In fact, this first set of activities to be executed to have
deeper insights about the organization. This set of activities will definitely
improve the current efficiency to a greater level. More precious
suggestions can be done only after the observations that we will get
through the suggestions made. Also, please note that the suggestions
should be implemented with supervision of consultants; because details of
execution are not possible to include in primary actions report. No action
should take without consent of the consultants’ approval during TMC
meetings.
This is very promising industry due to many factors. Taking leverage of
existing resources of the organization, this hospital will have the strength
to capture a significant market share in coming years.

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 Prepared By:
Mohammed Nizam
Shameem Jauher

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