Reference no: EM131272481

Complete the given assignments:

Safety Management:

Section A: Objective Type & Short Questions

Part One:
Multiple choices:
1. In the 5?S to good housekeeping leading to cleaner, better & safety workplace, what is meant by SIESO?
a. Sort
b. Systematize
c. Sweep
d. Sanitize

2. When the car in front is about to turn the right than what step should be taken?
a. Overtake only on right
b. Overtaking on the left
c. Overtaking is not permissible
d. None of these

3. OSHA stands for_____________
a. Organizational Safety and Health Administration
b. Organizational Security and Health Application
c. Occupational Safety and Health Administration
d. Occupational Safety and Health Advantage

4. Which of the following is not the visible cost of accident?
a. Loss of production
b. Medical cost
c. Legal cost
d. Overhead cost

5. BBS stands for_____________

6. PPE Stands for_________.

7. Which of the following is not come under the 5E?s for accident prevention?
a. Engineering
b. Enforcement
c. Executing
d. Enforcement

8. Spoiled work, loss of prestige, funeral expenses are comes under which type of cost?
a. Visible
b. Invisible
c. Both a & b
d. None of these

9. Which of the following is the basic element of safety organization?
a. Assignment of responsibility
b. An accident record systems
c. Maintenance of safe working condition
d. All of the above

10. What is the full form of ABC in safety?
a. Always better control
b. Always be careful
c. Attitude behavior culture
d. None of the above

Part Two:
1. What are the 5E?s for accident prevention?

2. Explain the advantages of training in safety?

3. List the basic prevention measures of industrial fire.

4. List the tips for road safety.

This section consists of Case lets.
Detailed information should form the part of your answer (Word limit 150-200 words).

Caselet 1
The following report appears in the records of accidents in a major manufacturing concern. A new plating machine has been installed and was being check out for proper operation. During this check it was fond that bearing on the caustic solution circulating pump were defective and had to be replaced. The pump was removed, repaired and was being reinstalled. An electrician was assigned to make the electrical connections on the same pump.

The electrician finished his part of the assignment except for checking the direction of shaft rotation. Since the plumber was out of the area the electrician asked the company representative supplying the equipment if the pump was ready to the tried out, and he stated that it was. The electrician walked to the end of the platter to start the motor and the plumber appeared on the scene at the same time. Shout to the electrician not to start the pump were too late because he had already turned the pump on. At this moment, hot caustic solution showered out of the pipe flange which had not yet been reassembled and tighten. The solution splashed onto the plumber, two engineers in the area and other plant engineering employee and the vendor representative.

The plumber received burns requiring immediate hospitalization and will be out of work for about two months. One of the engineers requires subsequent hospitalization for eye burns and was off work for over a week, while the other three involved received only minor burns.

Questions:
1. How could this "accident" have been avoided? How would you recommend preventing occurrence of a similar accident in the future?

Caselet 2
The Gladwin Company, a manufacturer of glassware with 1,200 employees, has had the following injury record for the past three years. The earliest year is shown first. Injuries involving days away from work: 44, 53, 47. The past year, one worker suffered permanently  disfiguring burns; another lost four fingers on his right hand. Severity, which the union calculated on the old Z16.1 basis, was 600; 1,100; and 1050.

The company employs a full time safety specialist and has a safety committee. There is a relatively strong union, part of a national organization.

The union and management are in the midst of somewhat bitter contract negotiations. The union representatives in the third say of argument have introduced a demand that the union be given equal authority with management in all aspects of safety. They maintain working conditions are not safe enough and that the union should be given authority to set minimum safety standards to stop production when these areas not complied with and to cooperate as an equal partner with the present safety committee in inspecting
and determining fault and remedy.

Question:
1. What do you think the management representative should do? Should this union demand be granted?

Section C: Applied Theory
Detailed information should form the part of your answer (Word limit 200-250 words).

1. Explain the "Do?s" and "Don?ts" of electrical safety?

2. Define „Hazard?. Explain types of „Industrial hazard??

Industrial Safety Management

Part One
Multiple choices:
1. _____________is one of the weapons in the creative armoury available to mangers.
a. Brainstorming
b. Hazard
c. Phosgene
d. Hazop

2. Which acid was the by-product of caustic soda manufacturing plant?
a. Folic acid
b. Hydrochloric acid
c. Sulphuric acid
d. Nitric acid

3. Which Step cannot be taken to isolate or block energy?
a. Block machine parts against motion that might result from gravity.
b. Disconnect or shutdown engines or motors that power mechanical systems.
c. Discharge capacitors by grounding.
d. De-energize electrical circuits by disconnecting power source from the circuit.

4. ____________are the outer particles of an atom they contain a negative charge.
a. Electric current
b. Electricity
c. Electron
d. None of these

5. This plan should provide for the orderly and phased shutdown of an installation.
a. Off-site emergency plan
b. On-site emergency plan
c. Safety Plan
d. Health Plan

6. MSDS stands for:-
a. Material Safety Data Sheet
b. Medical Safety Data Sheet
c. Material Solution Data Sheet
d. Material Security Data Sheet

7. The Xanthate is dissolved in dilute sodium hydroxide & the resulting solution is the viscous orange liquid known as
a. Spinning
b. Shredding
c. Viscose
d. Aging

8. ____________is used as a temporary care measure to provide the circulation of some oxygenated blood to the brain.
a. CPR
b. ECC
c. NEC
d. CFR

9. The SWL of a wire rope can be calculated by dividing

10. Which gas is not used for the purpose of ventilation?
a. Carbon-di-oxide
b. Oxygen
c. Nitrogen
d. Hydrogen

Part Two
1. Describe the safety precautions in storing gas cylinders.

2. Write the advantages and disadvantages of „Electric Forks?.

3. Explain the overview of the „Employer Safety Program??

4. What are the stages of „Brainstorming??

Section B: Caselets
Detailed information should form the part of your answer (Word limit 150-200 words)

Caselet 1
Oxygen Cylinder- A Potential Explosion Hazard
In an open area outside a mechanical workshop, a welder was cutting some steel plates with an oxy-acetylene gas cutter. The oxygen cylinder was about to get empty so, he decided to replace it with a filled one. He unscrewed the regulator from the empty cylinder and installed it on the new full cylinder. When he opened up the cylinder valve, he noticed a leak at the union connection between the cylinder and the regulator. He therefore turned off the cylinder valve, unscrewed the union and examined the gasket. He found
that there were two gaskets instead of one, which ought to be the case. So, he removed one of the gaskets. He then screwed up the union again and turned on the cylinder valve.

The moment he turned on the cylinder, there was an explosion in the regulator followed by fire. A jet of flame emerged from the back of the regulator and continued until the cylinder valve was shut off. A large portion of the regulator melted and burned during the incident.
There was no injury to anyone. The welder remained alert to save himself.

Surveillance Findings
1. An examination of the regulator revealed that there was some grease in the ball bearing in the front housing.

2. The explosion actually occurred in the rear high-pressure section and the grease was found in the front housing of the regulator.

3. It is concluded from both the above findings that:

• An inexperienced person had overhauled the regulator.
• There had been, in all probability, grease in the rear section too.
• Grease or oil in the smallest quantity is sufficient enough for oxygen to have caused an explosion.

Question:
1. What are your recommendations for prevention from these kinds of incidents?

Caselet 2
Explosion in a Chemical Raw Material Store
A continued process chemical plant, manufacturing anion and cation exchange resins, used hazardous chemicals as their raw material. The process intermediates were also hazardous but the final products were not. The plant had a separate raw material store, which was maintained as per laid sown standards, and a ring main fire hydrant system. However the inventories were more than the necessary consumption because of shortage of material as and when required.

One day in the afternoon at about 2:00pm, a loud sound was heard and the workers observed dense white smoke coming out if the ventilators of the raw material store. The smoke disappeared in five minutes.

Findings
1. The storeroom was immediately opened to inspect what had gone wrong.

2. A cardboard drum, contained Benzoil Peroxide (BPO) had exploded and spread all over the store.

3. The area was immediately cleaned and the drum was cut open, thoroughly cleaned, rendered to pieces and disposed of safely.

4. No one was reported injured because the place is isolated.

Question:
1. Prepare an investigation report on the basis of above case and suggest some points for prevention.

Section C: Applied Theory
Detailed information should form the part of your answer (Word limit 200-250 words).

1. Describe the „Investigation Report? based on the "Layered Method".

2. Explain the method of „Occupational Safety and Health Training??

Business Communication

Section A: Objective Type & Short Questions
Part one:
Multiple choice:

1. __________is an essential function of Business Organizations:
a. Information
b. Communication
c. Power
d. None of the above

2. Physiological Barriers of listening are:
a. Hearing impairment
b. Physical conditions
c. Prejudices
d. All of the above

3. Which presentation tend to make you speak more quickly than usual:
a. Electronic
b. Oral
c. Both „a? and „b?
d. None of the above

4. What is the main function of Business Communication:
a. Sincerity
b. Positive language
c. Persuasion
d. Ethical standard

5. The responsibilities of the office manager in a firm that produces electronics spares is:
a. Everything in the office runs efficiently
b. Furniture and other equipment in the office is adequate
c. Processing all the incoming official mail and responding to some
d. All of the above

6. Labov?s Storytelling Model based on:
a. Communication through speech
b. Language learning
c. Group Discussions
d. None of the above

7. Diagonal Communication is basically the:
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department

8. How to make Oral Communication Effective?

a. By Clarity
b. By Brevity
c. By Right words
d. All of the above

9. Direct Eye contact of more than 10 seconds can create:
a. Discomfort & Anxiety
b. Emotional relationship between listeners and speakers
c. Excitement
d. None of the above

10. Encoding means:
a. Transmission
b. Perception
c. Ideation
d. None of the above

Part Two:
1. Define 7C?s of effective communication.

2. Explain „Space Language?.

3. Differentiate between good listeners and bad listeners.

4. List the different types of business report.

5. Define „Kinesics?.

Section B: Caselets
 Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1
Mr. and Mrs. Sharma went to Woodlands Apparel to buy a shirt. Mr. Sharma did not read the price tag on the piece selected by him. At the counter, while making the payment he asked for the price. Rs. 950 was the answer.

Meanwhile, Mrs. Sharma, who was still shopping came back and joined her husband. She was glad that he had selected a nice black shirt for himself. She pointed out that there was a 25% discount on that item. The counter person nodded in agreement.

Mr. Sharma was thrilled to hear that "It means the price of this shirt is just Rs. 712. That?s fantastic", said Mr. Sharma.

He decided to buy one more shirt in blue color. 
In no time, he returned with the second shirt and asked them to be packed. When he received the cash memo for payment, he was astonished to find that he had to pay Rs. 1,900 and Rs. 1,424. Mr. Sharma could hardly reconcile himself to the fact that the counter person had quoted the discounted price which was Rs. 950. The original price printed on the price tag was Rs. 1,266.

Questions
1. What should Mr. Sharma have done to avoid the misunderstanding?

2. Discuss the main features involved in this case.

Caselet 2
I don?t want to speak to you. Connect me to your boss in the US," hissed the American on the phone. The young girl at a Bangalore call centre tried to be as polite as she could. At another call centre, another day, another young girl had a Londoner unleashing himself on her, "Young lady, do you know that because of you Indians we are losing jobs?"

The outsourcing backlash is getting ugly. Handling irate callers is the new brief for the young men and women taking calls at these outsourced job centres. Supervisors tell them to be „cool?.

Avinash Vashistha, managing partner of NEOIT, a leading US-based consultancy firm says, "Companies involved in outsourcing both in the US and India are already getting a lot of hate mail against outsourcing and it is hardly surprising that some people should behave like this on the telephone." Vashistha says Indian call centre?s should train their operators how to handle such calls. Indeed, the furor raised by the Western media over job losses because of outsourcing has made ordinary citizens there sensitive to the fact that their calls are being taken not from their midst, but in countries such as India and the Philippines.

The angry outbursts the operators face border on the racist and sexist, says the manager of a call centre in Hyderabad. But operators and senior executives of call centres refuse to go on record for fear of kicking up a controversy that might result in their companies? losing clients overseas.

"It?s happening often enough and so let?s face it," says a senior executive of a Gurgaon call centre, adding, "This doesn?t have any impact on business."

Questions
1. Suppose you are working as an operator in a call centre in India and receiving calls from Americans and Londoners. How would you handle such calls?

2. Do you agree with the view such abusive happenings on the telephone do not have any impact on business?

Section C: Applied Theory
Detailed information should form the part of your answer (Word limit 200 to 250 words).

1. What do you by Communication Barriers? How and why do they occur? What can be done to overcome the Barriers to communication?

2. Define and explain the term Negotiation and also briefly explain the phases of Negotiation.

Hospital Administration
Section A: Objective Type & Short Questions Part One:
Multiple forms:

1. Low growth low market share products are termed as___________
a. Stars
b. Cash cows
c. Dogs
d. None

2. To improve organizational performance „Alfred Sloan? introduced „3S term? as doctrine of strategy, structure and?
a. System
b. Solution
c. Share
d. None

3. Overburdening may occur due to too many group members seeking out an individual for information and assistance, a solution to such problem is_____________
a. Linear organization
b. Circular organization
c. Elliptical organization
d. None

4. NHS stands for_________________

5. ICU in medication stands for Internal cure union.(T/F)

6. There are 4 levels of strategic consensus that have been identified among the managers, one level in which managers are informed about the strategy but they are not willing to act is called___________
a. Blind devotion
b. Informed scepticism
c. Weak consensus
d. None

7. OCB stands for Organization citizenship behavior.(T/F)

8. BPR stands business process re enforcement.(T/F)

9. The best way to avoid conflict and there by preserve relationship with in the health care organization is____________
a. Spiral of silence
b. Web of solution
c. Web of solution
d. None

10. IPE stands for inter disciplinary education.(T/F)

Part Two:
1. Discuss the Managerial issues in Disaster Management?

2. What do you understand by the Outpatient Department (OPD)?

3. Write a short note on Quality Assurance in a Hospital?

4. Briefly describe the importance and functions of Housekeeping department in the Hospital?

Section B: Caselets
Detailed information should form the part of your answer (Word limit 200 to 250 words).

Caselet 1
CULTURAL BELIEFS
An organization?s culture can be studied at three levels: artefacts, values and assumptions. Artefacts are the organizational structures that are visible to the members of the organization. Values are the strategies, goals and philosophies of the organization?s members. The basic, underlying assumptions of group members include taken-for-granted beliefs, perceptions, thoughts and feelings. Even though certain basic assumptions are evident, taken for granted and are not normally confronted or debated, the culture of the organization will become evident at the level of observable artefacts and in the shared values, norms and rules of behavior of the organization?s member. Group norms are sets of shared values that have been valedated through a consensus process. The social validation of group norms arises when certain values are confirmed by the shared experiences of the group and these norms are passed onto new members as being the correct way to do things. This mechanism of embedding and meshing culture is undertaken at an unconscious level in most organizations.

Although culture resides in the minds of the members of the organization, it is transmitted through visible expressions, such as formal and informal routines and everyday rituals of existence undertaken by members of the organization. Over time, shared experiences develop into a set of core values that become embedded in individual and organizational philosophy and ideology that ultimately serves to guide action and behavior. This process is an important mechanism in the transmission of shared professional assumptions, values, artefacts and symbols from the master to the student and in the development of the socialization process that professional clinicians undergo. Therefore, the internal orientation of employees is based primarily on the culture, values, beliefs, ethics and assumptions of
the organization?s staff; this is particularly evident amongst health service employees, although the orientation may differ between clinicians and non-clinicians.

1. Why according to you Artefacts are essential for the development of an organization?s culture?

2. Elaborate the cultural beliefs of your company?

Caselet 2
There are many ways of managing change. Few organizational changes are complete failures, and few are entirely successful. The management of change draws from psychological, behavioral, political, social and culture dimensions, many of which may be conflicting.

A realization that change is the result of competition between driving and restraining forces is evident in much of the literature.
Lewin noted some forces drive change whilst others resist change. A change agent is required to fecilitate change, to manage the   restraining forces, and to drive change through. The change is required to understand change as a phenomenon, identify the key emotional reactions associated with change, such as resistance, and know how to manage change in a positive manner.

Kotter contends that both leadership and management skills are required to effectively and positively manage change, particularly in a volatile environment. He further argues that the change process is deductive; it is about managing complexity and is often undertaken in order to prevent a more chaotic reality than that presently in force. If change is approached with a certain level of excitement and enthusiasm, it will create opportunities that will make patients lives better. However, change is often introduced without due regard for the realities of individual areas of health care practice. Some managers may not have an insight into the effect of the change on the lives of individuals or realizations that even minor change may have unintended consequences for the individual and the organization.

Most resistance to change occurs not because of the proposed change, but as a result of individual perceptions of expected outcomes due to the change and on how this is likely to impact on their lives.

Therefore, an accurate assessment of the environment, both internal and external to the organization, is required prior to the change, thus preventing negative consequences for individuals.

1. Why there is a need of change?

2. With reference to your company, what changes you prefer?

Section C: Applied Theory

Detailed information should form the part of your answer (Word limit 150 to 200 words).

1. What do you mean by Emergency Department Planning? How would you explain the managerial issues in Emergency department?

2. Write a short note on the following terms:
1) Central Sterile Supply Department (CSSD)
2) Total Quality Management in Health Care
3) Medical Audit and its Administration

Principles of Hospital Administration and Planning
Section A: Objective Type & Short Questions
Part One:
Multiple Choices:

1. A method of collaborative work in which visual display of information on flip charts or other media to which other group member can use is__________
a. Decision matrices
b. Multivoting
c. Boarding
d. Brainstorming

2. A tool for Data collection which summarise perception of a large sample of people is___________
a. Surveys
b. Interviews
c. Check sheet
d. Data sheets

3. Members of Inspection control committee_________
a. Microbiologist, O.T. incharge, Medical Superintendent
b. Representative from Nursing Service, CSSD in charge, Representative from major clinical department
c. Both (a) & (b)
d. None of the above

4. MRD stands for___________
a. Medical Records Department
b. Medicine Records Department
c. Medicine Release Department
d. None of the above

5. Format for appraisal in which rank order is establish of employees based on their relative merit_________
a. Forced Distribution Technique
b. Graphic Rating Scale
c. Ranking methods
d. Free Written Ratings

6. Analytical technique in Materials Management in which all items in inventory on the basis of annual usuage time cost is________
a. FSN Analysis
b. ABC Analysis
c. VED Analysis
d. None of the above

7. Planning tool used in Quality Management in which the items are written on individual cards and displayed on a flip chart__________
a. Relations Diagram
b. Process Decision Program chart
c. Affinity Diagram
d. Activity Network Diagram

8. Method of filing of Medical records in which involves filing of records in exact chronological order according to unit / serial  number___________
a. Middle Digit filing
b. Terminal Digit filing
c. Straight Numeric filing
d. None of the above

9. Type of hospital in which the number of beds is over 300 beds is known as___________
a. Large hospital
b. Medium sized hospital
c. Small hospital
d. None of the above

10. Meeting in hospital whose purpose is to pass on information received from agencies is_________
a. Informative Meeting
b. Consultative Meeting
c. Executive Meeting
d. None of the above

Part Two:
1. What are the factors affecting "Retraining" in a hospital?

2. Write a short note on Finance in Hospitals?

3. Describe the Negotiating system for Hospitals rates?

4. Write down the different members of Appointment committee of the hospital?

Section B: Caselets
Caselet 1
Rakesh and Gagan were two brothers who had graduate in Medicine in the year 1979. Both established themselves as successful practitioners. In 1992, they decided to set up their own hospital as both were familiar with the nitty-gritty of the profession after spending a decade as successful practitioners. In the year 1994, the concept was concretized when three floors Arogya Hospital with a
bed capacity of 60 came into existence at Gwalior.

The facilities provided by the hospital were pathology, X-ray, blood bank and ICU. In the year 1998, the number of beds were increased to 100 with the addition of a fourth floor. In the year 2005, a fifth floor was added and the hospital started offering services like radiology, 3D spiral, C. Tscan, colourdoppler, pathology, blood bank, C.C.U., O.T., maternity unit, emergency and trauma services, in-patient accommodation, canteen, telecommunication and entertainment.

The hospital had 35 nurses and 55 class four employees. The main task of the class four employees was to maintain the cleanliness of the hospital. Besides this, they were also entrusted with the task of sponging, bed setting and shifting of the patients. Salary paid to these employees was between Rs. 1200/- to Rs. 1800/- per month. The hospital staff was divided into different classes of employees. Class one comprised of MBBS, MD, MS, and Administrative Officers. Class three comprised of Technicians and Nurses. Class four comprised of Ayabais, Sweepers and Guards.

Hospital had 11 full time doctors, out of whom 7 were duty doctors (MBBS), 2 full time MD for ICU and 2 full time in-house surgeons (MS). Besides this, the hospital had 50 visiting doctors who operated on a turnkey basis. These doctors had their own clinics in different parts of the city and as per requirement, they admitted their patents in the hospital. There was a mutual agreement between the doctors and the hospital that the hospital would charge the patients and out of it the doctors would receive their fees along with a percentage from the hospital share. The patients treated by the hospital were patients requiring intensive care and minor illnesses. Out of the cases reported in the hospital, 60-75% were maternity and were referred to the hospital by leading gynaecologists of the city, Dr.
Savita and Dr. Manorama. To help the doctors in the treatment of patients, work-instructions for Resident Doctors, Supervisors, Wardboys / Ayabais and Sweeper boys/ bais were prepared by the newly appointed Hospital-Administrator Priya. These instructions were prepared in English and were hung on the walls of the enquiry counter. After a span of one month, Priya resigned from the hospital on account of some personal reasons.

By the end of the year 2004, Ritu, a fresh post-graduate in Hospital-Administration from Gwalior, was appointed as an Administrative Officer or take charge of the overall activities of the hospital. Her role was to monitor the activities of employees of class three and four and various other activities related to the functioning of the Hospital. The first task before her was to improve the cleanliness of the hospital. She found that the toilets were not cleaned properly and the room hygiene was dismal. She started making regular visits to all the wards and rooms in the hospital to observe and monitor the employees lacked a human touch. To add to this, the patients also complained that the employees demanded money for the services. After analyzing the situation, she came to the conclusion that lack of motivation among the class four employees was one of the major factors responsible for the pathetic condition prevailing in the hospital. Lack of motivation among the class four employees was also visible in the form of high employee turnover, work negligence, absenteeism and complaining behaviour. High absenteeism among the class four employees resulted in work overload for sincere employees, as they were forced to work in the next shift. This was a regular feature in the hospital as a result of which employees often remained stressed and therefore, less committed towards their work. Although, they were being provided with dinner and snacks at the expense of the hospital, as a gesture of goodwill for those who worked over time for the hospital. She also found that the workers were not reporting for their duty on time, despite their arrival in the hospital on time.

The second reason, which she identified for lack of hygienic condition in the hospital was that the visiting hours for the visitors were not specified, so there was a continuous flow of visitors round the clock, which hampered and affected the cleaning activity of the hospital. It was found that the patients? rooms were always full of visitors who would not mind taking their meals in the room/ward.

She felt that there was no solution to visitors?s problem, as this was an integral part of the promotional strategy of the management. She also found that the work-instructions given to the hospital-staff was in English language and it was difficult for class four  employees to understand them. Ritu translated all these instructions in Hindi so that class four employees could understand and
implement them.

Ritu had the daunting task to reduce the absenteeism and make the employees more committed to their work and felt that a reward of Rs. 200, if given to an employee who remained present for 31 days could perhaps motivate the employee to remain regular at the work place. Further, to motivate to perform, she decided to systematize the performance appraisal system by identifying performers and
non-performers. This being her first job, she was apprehensive about performance appraisal. The employees were to be classified into three groups A, B and C, „A? was for high performers, „B? was for average performers and „C? was for poor performers. It was decided that the employees in the grade „A? would receive the highest increment followed by „B? and „C?. To make the performance appraisal objective, she identified various activities on which the employees could be appraised. To make the performance appraisal system more objective, a two-tier appraisal system was developed by her. In the first phase, the employees were to be rated regularly on the identified activities by patients and their attendants. In the second phase, observation of doctors and nurses was to be considered.

Although Ritu had full cooperation from the hospital management, yet she was apprehensive about the employee? acceptance of the new system. She had to wait and watch.

1. Critically evaluate the factors identified by Ritu for enhancing organizational effectiveness?

2. Describe a performance appraisal system that you will recommend to Ritu for evaluating the employees?

Caselet 2
The management of a hospital, faced with a resource crunch embarked on a cost containment programme. Instructions were issued to various clinical, supportive and utility services to identify the areas where cost containment could be effectively implemented without compromising with the patient care facilities.

The hospital had both the centralized and the decentralised purchasing system. The officer-incharge of the Emergency Department of the hospital, Dr. Systematic was a qualified and trained hospital administrator. He systematically commenced analysis of the various activities and procedures in vogue in the Emergency Department.

Dr. Systematic found out that the Emergency Department in addition to the glass syringes purchased 9000 disposable syringes per annum. The interval of ordering was 30 days. The cost of each disposable was Rs. 20/-. The ordering cost per order was Rs. 15/- and the carrying cost were 15% of the average inventory per year. He calculated the Economic Order Quantity, lot size of inventory per month, storage cost and other inventory related costs and analysed the optimum interval of ordering. He forwarded these results along with the other cost containment measures of the Emergency Department to the hospital management. The recommendations of Dr. Systematic were implemented and used as a model for other departments of the hospital. Dr. Systematic for effective analysis and appraisal was honoured with the Doctor of the year award by the Hospital Management.

1. What are the assumptions made by Dr. Systematic for their inventory model?

2. Do you recommend any further suggestion for inventory costs in a hospital?

Section C: Applied Theory
Detailed information should form the part of your answer (Word limit 150 to 200 words).

1. Write in brief about structure and function of Hospital organization?

2. Write down the following terms:
1) Labour Relation System.
2) Organization of Hospital Workers