| Abstract |
Fatima Memorial Hospital (FMH) was established as the first Trust Charitable Hospital in Lahore, Pakistan for women and children. It soon expanded into a multi-disciplinary General Hospital, catering to the needs of men, women and children. In recent years, FMH had experienced a decline in patients and an increase in financial costs. Zulfiqar Ansari, the Additional Chief of the Executive Committee (ACEC) of FMH was asked to address two problems: the overall decline in the number of patients and the increase in the deficit of FMH. While Zulfiqar was worried about the current performance of FMH, the Executive Committee of the hospital was pressuring him to open new clinics in the areas of Cardiology and Neurology. As he was debating whether to focus on opening new Clinical Areas, or expend his energies to design a turnaround strategy for the hospital, the Paediatric Service Area (PSA) caught his attention. He saw that the comparative performance of this area over the last three years had declined significantly. This posed a major threat to the financial performance of the hospital and was of serious concern to the top management. Due to the importance of the PSA, Zulfiqar decided to concentrate on turning around the PSA and a taskforce was established to deal with this Service Area on a priority basis.The (A) case highlights Adil Khattak's major concerns in early 1999 and describes the existing Management Appraisal System at ARL. The case also introduces the company background and history, changes in its external environment, and ARL's new strategy. It outlines a number of issues in the existing system and ends with a summary of challenges that Adil Khattak should soon meet. |