The management, irrespective of size and scale are confronted with unprecedented and unwarranted situations and are therefore left with no choice but to abide by public opinion. This brings forth resentment amongst the employees, who, therefore challenge the management head-on, resulting in an all-out war. With the management and the employees at loggerheads, the very structure of the organization becomes susceptible to extreme damage.
Established under a trust, Dhanvantri Shiksha Sansthan is an educational institution that came into being in 2000. Unlike several other institutions that were mushrooming in this age of private education, this institution had a very good beginning. In the year it came into being, the only programme that was rolled out was the nursing course, and, against a sanctioned student strength of 100, only 30 enrolled and the management was able to get five faculty members. After about a year, the institution managed to develop its own infrastructure, and, came forward with its own campus, library and labs. The hostel was also inaugurated by the Chief Medical Officer of the District.
In the second year, several new courses like Diploma in Physiotherapy and B.Sc. MLT etc. were introduced, and these, in turn, resulted in a heavy rush for admissions. By now, the strength of the faculty had risen from five to twenty. The management was planning to introduce some more courses, and, become one among the premier institutes in the field of medical education and health care services, since it could now utilize the multifaceted resources from the college, apart from the interns in the various programmes, as this near rural area had very deficient medical facilities. In fact, no medical institutions and health care facilities were available in a radius of 500 Kms.
Now in its seventh year, the institution was already running six programmes including MBBS, which was started during the second year the institute came into existence. The OutPatient care wing was witnessing great rush, while the in-patient facilities still stood restricted to fifty beds. The gynaecology and the general medicine departments were getting a great response, but, the cardiac and the surgery were still unable to get the required numbers of patients.
This story is from the August 2017 edition of Human Capital.
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This story is from the August 2017 edition of Human Capital.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 8,500+ magazines and newspapers.
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