CONTEMPORARY MANAGEMENT
PREPARED BY:
? FEROZ (8462)
? GHULAM HAIDER (8809)
? KAMRAN JAMAL (8458)
? AKHTAR
CONTEMPORARY MANAGEMENT
What Is SWOT Analysis?
SWOT analysis is one of the most meaningful exercises that any business can perform. This process
allows businesses to evaluate their strengths, weaknesses, threats and opportunities.
Through analyzing these factors, businesses can position themselves optimally in the market and live
in-line with their vision and mission.
Here are the top 5 reasons why businesses should perform a SWOT analysis.
1. Do Determine Capacity
The capacity in your business determines your ability to deliver. This is determined when businesses
focus on the strengths and weaknesses parts of the SWOT. Your business should have enough
capacity to deliver what it promises.
2. To Get a Broader Understanding of the Market
The analysis of the opportunities and threats during a SWOT analysis focuses on external factors that
may affect your business. This means that, your business should analyze its market to see if any of
those factors exist. This exercise allows businesses to zoom into their market and get a better
understanding. This is very important in order for your business to position itself properly.
3. To Determine Strategies
Once your business is familiar with the threats in the market after a proper SWOT analysis, it can
determine strategies to counter those threats either through a preventative strategy or a reactive
strategy. This will ensure the survival and profitability of your business.
4. To Determine Training Needs
Training is a vital part of any business but is only effective if it is relevant to the business. By
determining the weaknesses after a SWOT analysis, your business can focus on countering those
weaknesses by implementing effective training programs.
5. To Maintain the Strengths
we are often told to focus on our strengths. However, we also need to maintain our strengths in order
to have strengths to focus on. Strengths are pillars of any business and ensure sustainability. With the
SWOT analysis, strengths are highlighted and once they are determined they can be maintained.
CONTEMPORARY MANAGEMENT
Strengths and weaknesses are internal to the company and can be directly managed by it. While the
opportunities and threats are external and the company can only anticipate and react to them. Often
SWOT is presented in a form of a matrix as in the illustration below.
SWOT is widely accepted tool due to its simplicity and value of focusing on the key issues which affect
the firm. The aim of SWOT is to identify the strengths and weaknesses that are relevant in meeting
opportunities and threats in particular solution.
Benefits:
SWOT tool has 5 key benefits:
? Simple to do and practical to use.
? Clear to understand.
? Focuses on the key internal and external factors affecting the company.
? Helps to identify future goals.
? Initiates further analysis.
Limitations:
Although there are clear benefits of doing the analysis, many managers and academics heavily criticize or
don?t even recognize it as a serious tool. According to many, it is a „low-grade? analysis. Here are the
main flaws identified by a research
? Excessive lists of strengths, weaknesses, opportunities and threats.
? No prioritization of factors.
? Factors are described too broadly.
? Factors are often opinions not facts.
No recognized method to distinguish between
CONTEMPORARY MANAGEMENT
How to perform the analysis?
SWOT can be done by one person or a group of members that are directly responsible for the situation
assessment in the company. Basic swot analysis is done fairly easily and comprises of only few steps.
Step 1. Listing the firm?s key strengths and weaknesses.
Step 2. Identifying opportunities and threats.
Strengths and Weaknesses
Strengths and weaknesses are the factors of the firm?s internal environment. When looking for strengths,
ask what do you do better or have more valuable than your competitors have? In case of the weaknesses,
ask what could you improve and at least catch up with your competitors?
Where to look for them?
Some strengths or weaknesses can be recognized instantly without deeper studying of the organization.
But usually the process is harder and managers have to look into the firm?s:
? Resources: land, equipment, knowledge, brand equity, intellectual property, etc.
? Core competencies
? Capabilities
? Functional areas: management, operations, marketing, finances, human resources and R&D
? Organizational culture
? Value chain activities
Strength or a weakness?
Often, company?s internal factors are seen as both, strengths and weaknesses, at the same time. It is also
hard to tell if a characteristic is a strength (weakness) or not. For example, firm?s organizational structure
can be a strength, a weakness or neither! In such cases, you should rely on:
Clear definition. Very often factors which are described too broadly may fit both strengths and
weaknesses.For example, “brand image” might be a weakness if the company has poor brand image.
However, it can also be a strength if the company has the most valuable brand in the market, valued at
$100 billion. Therefore, it is easier to identify if a factor is a strength or a weakness when it?s defined
precisely.
Benchmarking. The key emphasize in doing SWOT is to identify the factors that are the strengths or
weaknesses in comparison to the competitors. For example, 17% profit margin would be an excellent
margin for many firms in most industries and it would be considered as strength. But what if the average
profit margin of your competitors is 20%? Then company?s 17% profit margin would be considered as a
weakness.
VRIO framework. A resource can be seen as a strength if it exhibits VRIO (valuable, rare and cannot be
imitated) framework characteristics. Otherwise, it doesn?t provide any strategic advantage for the
company.
Opportunities and threats
Opportunities and threats are the external uncontrollable factors that usually appear or arise due to the
changes in the macro environment, industry or competitors? actions. Opportunities represent the external
situations that bring a competitive advantage if seized upon. Threats may damage your company so you
would better avoid or defend against them.
Where to look for them?
CONTEMPORARY MANAGEMENT
PESTEL. PEST or PESTEL analysis represents all the major external forces (political, economic,
social, technological, environmental and legal) affecting the company so it?s the best place to look for the
existing or new opportunities and threats.
Competition. Competitor?s react to your moves and external changes. They also change their existing
strategies or introduce new ones. Therefore, the company must always follow the actions of its
competitors as new opportunities and threats may open at any time.
Market changes. The most visible opportunities and threats appear during the market changes. Markets
converge, starting to satisfy other market segment needs with the same product. New geographical
markets open up allowing the firm to increase its export volumes or start operations in a new country.
Often niche markets become profitable due to technological changes. As a result, changes in the market
create new opportunities and threats that must be seized upon or dealt with if the company wants to gain
and sustain competitive.
Opportunity or threat?
Most external changes can represent both opportunities and threats. For example, exchange rates may
increase or reduce the profits gained from exports. This depends on the exchange rate, which may rise
(opportunity) or fall (threat) against the home country currency. The organization can only guess the
outcome of the change and count on analysts? forecasts. In such cases, when organization cannot identify
if the external factor will affect it positively or negatively, it should gather unbiased and reliable
information from the external sources and make the best possible judgment.
Guidelines for successful SWOT
The following guidelines are very important in writing a successful SWOT analysis. They eliminate most
of SWOT limitations and improve its results significantly:
? Factors have to be identified relative to the competitors. It allows specifying whether the factor is
strength or a weakness.
? List between 3 – 5 items for each category. Prevents creating too short or endless lists.
? Items must be clearly defined and as specific as possible. For example, firm?s strength is: brand image
(vague); strong brand image (more precise); brand image valued at $10 billion, which is the most
valued brand in the market (very good).
? Rely on facts not opinions. Find some external information or involve someone who could provide an
unbiased opinion.
? Factors should be action orientated. For example, “slow introduction of new products” is action
orientated weakness.
HOW DO YOU CREATE A SWOT ANALYSIS?
WHO DEVELOPS THE SWOT?
The most common users of a SWOT analysis are team members and project managers who are
responsible for decision-making and strategic planning.
But don't overlook anyone in the creation stage!
An individual or small group can develop a SWOT analysis, but it will be more effective if you take
advantage of many stakeholders. Each person or group offers a different perspective on the strengths and
weaknesses of your program and has different experiences of both.
Likewise, one staff member, or volunteer or stakeholder may have information about an opportunity or
threat that is essential to understanding your position and determining your future.
CONTEMPORARY MANAGEMENT
WHEN AND WHERE DO YOU DEVELOP A SWOT ANALYSIS?
A SWOT analysis is often created during a retreat or planning session that allows several hours for both
brainstorming and more structured analysis. The best results come when participants are encouraged to
have an open attitude about possibilities. While you might "SWOT" in conjunction with an informational
or business session, the tone when creating a SWOT analysis is usually collaborative and inclusive.
When creating the analysis, all people involved are asked to pool their individual and shared knowledge
and experiences. The more relaxed, friendly and constructive the setting and environment, the more
truthful, comprehensive, insightful and useful your analysis will be.
HOW DO YOU DEVELOP A SWOT ANALYSIS?
Here are steps for conducting a gathering to produce your analysis.
? Designate a leader or group facilitator who has good listening and group process skills, and who
can keep things moving and on track.
? Designate a recorder to back up the leader if your group is large. Use newsprint on a flip chart or a
large board to record the analysis and discussion points. You can record later in a more polished
fashion to share with stakeholders and to update.
? Introduce the SWOT method and its purpose in your organization. This can be as simple as
asking, "Where are we, where can we go?" If you have time, you could run through a quick
example based on a shared experience or well-known public issue (even the new TV season).
? Depending on the nature of your group and the time available, let all participants introduce
themselves. Then divide your stakeholders into smaller groups. If your retreat or meeting draws
several groups of stakeholders together, make sure you mix the small groups to get a range of
perspectives, and give them a chance to introduce themselves.
o The size of these depends on the size of your entire group – breakout groups can range
from three to ten. If the size gets much larger, some members may not participate.
? Have each group designate a recorder, and provide each with newsprint or dry -erase board. Direct
them to create a SWOT analysis in the format you choose-a chart, columns, a matrix, or even a
page for each quality.
o Give the groups 20-30 minutes to brainstorm and fill out their own strengths, weakness,
opportunities and threats chart for your program, initiative or effort. Encourage them not to
rule out any ideas at this stage, or the next.
o Remind groups that the way to have a good idea is to have lots of ideas. Refinement can
come later. In this way, the SWOT analysis also supports valuable discussion within your
group or organization as you honestly assess.
o It helps to generate lots of comments about your organization and your program, and even
to put them in multiple categories if that provokes thought.
o Once a list has been generated, it helps to refine it to the best 10 or fewer points so that the
analysis can be truly helpful.
Reconvene the group at the agreed-upon time to share results. Gather information from the groups,
recording on the flip-chart or board. Collect and organize the differing groups' ideas and perceptions.
? Proceed in S-W-O-T order, recording strengths first, weaknesses second, etc.
? Or you can begin by calling for the top priorities in each category -the strongest strength, most
dangerous weakness, biggest opportunity, worst threat--and continue to work across each
category.
CONTEMPORARY MANAGEMENT
? Ask one group at a time to report ("Group A, what do you see as strengths?") You can vary which
group begins the report so a certain group isn't always left "bringing up the end" and repeating
points made by others. ("Group B, let's start with you for weaknesses.")
? Or, you can open the floor to all groups ("What strengths have you noted?") for each category
until all have contributed what they think is needed.
? Discuss and record the results. Depending on your time frame and purpose:
o Come to some consensus about the most important items in each category
o Relate the analysis to your vision, mission, and goals
o Translate the analysis to action plans and strategies
? If appropriate, prepare a written summary of the SWOT analysis to give or e-mail to participants
for continued use in planning and implementing your effort.
HOW DO YOU USE YOUR SWOT ANALYSIS?
In some ways a SWOT analysis pushes you to think "inside the box" by asking you to categorize your
effort in such simple opposing terms. But the purpose of this information gathering is definitely to help
you move outside the box of any constraints or limitations that may have hindered you before.
Knowledge is indeed power, and knowing what the positives and negatives of your program are puts you
in a more powerful position for action. While a SWOT analysis is not in itself action, it can be a "support
team" to help you:
? Identify the issues or problems you intend to change
? Set or reaffirm goals
? Create an action plan
As you consider your analysis, be open to the possibilities that exist within a weakness or threat.
Likewise, recognize that an opportunity can become a threat if everyone else sees the opportunity and
plans to take advantage of it as well, thereby increasing your competition.
Finally, during your assessment and planning, you might keep an image in mind to help you make the
most of a SWOT analysis: Look for a "stretch," not just a "fit." As Radha Balamuralikrishna and John C.
Dugger of Iowa State University point out, SWOT usually reflects your current position or situation.
Therefore one drawback is that it might not encourage openness to new possibilities. You can use SWOT
to justify a course that has already been decided upon, but if your goal is to grow or improve, you will
want to use it differently.
IN SUMMARY
A realistic recognition of the weaknesses and threats that exist for your effort is the first step to countering
them with a robust and creative set of strengths and opportunities. A SWOT analysis identifies your
strengths, weaknesses, opportunities and threats to assist you in making strategic plans and decisions.
SWOT is a simple yet comprehensive way of assessing the positive and negative forces within and
without your organization, so you can be better prepared to act effectively. The more stakeholders you
involve in preparing the SWOT, the more valuable your analysis will be.
Whatever courses of action you decide on, the four-cornered SWOT analysis prompts you to move in a
balanced way throughout your program.
It reminds you to:
? build on your strengths
? minimize your weaknesses
? seize opportunities
CONTEMPORARY MANAGEMENT
? counteract threats
A SWOT analysis will be most helpful if you use it to support the vision, mission, and objectives you
have already defined. The SWOT will at least provide perspective, and at best will reveal connections and
areas for action.
Introduction About Selecting Organization:
Hospital Introduction
AKUH started operations in 1985. It is a philanthropic, not-for-profit, private teaching institution
committed to providing the best possible option for diagnosis of disease and team management of patient
care. AKUH?s multidisciplinary approach to diagnosis and care ensures a continuum of safe and high-
quality care for patients – all services under one roof.
The University Hospital provides high quality of patient care in a broad range of secondary and tertiary
services to over 50,000 hospitalized patients and to approximately 600,000 outpatients annually.
In September 2006, AKUH became the first hospital in Pakistan and one of the select few teaching
hospitals in the world to be awarded Joint Commission International (JCI) accreditation for achieving and
maintaining highest international quality standards in healthcare. AKUH is also the first hospital in
Pakistan and among the first few teaching hospitals in the world to receive ISO 9001: 2008 certification.
AKUH remains a differentiated provider in the field of healthcare. It has continued to excel because it
provides quality services and is keen to innovate.
Inpatient and Outpatient Services
AKUH has 577 beds in operation including 4 VIP, 106 Private and 100 Semi-Private air-conditioned
rooms, 202 General Ward beds and 32 Surgical Day Care beds. In addition, 70 Special Care Units (SCU)
and 08 Cardiac Step Down (CSDU) beds are located at various locations within the hospital and55
Critical Care beds are available in Intensive Care Unit (ICU), Coronary Care Unit (CCU), Coronary
Intensive Care Unit (CICU) and Neonatal Intensive Care Unit (NICU). The Hospital has 11 main
operating theatres. There are four additional operating theatres in Surgical Day Care, 2 in Community
Health Centre, 1 in Obstetrics and Gynecology and 2 mini-theatres in the Section of Emergency.
The Hospital is equipped to diagnose and treat Medical (including Cardiac), Surgical, Obstetrics and
Gynecology, Pediatrics and Psychiatry patients and its inpatients have an average length of stay of 3.3
days. The Hospital also provides comprehensive Oncology Services for almost all adult and Pediatric
Cancers including: Medical and Surgical Management, Radiation Therapy, Chemotherapy and Bone
Marrow Transplant.
Hospital's Patient Welfare Programme.
CONTEMPORARY MANAGEMENT
Emergency Services
The Department handles a wide range of adult and pediatric emergencies including trauma, acute medical,
surgical, emergency obstetrical and gynecological services. Additionally pediatric and psychiatric
emergencies are also managed here. The present facility includes a total of fifty one rooms and it is fully
equipped with all necessary equipment and facilities.
Specialized Services
? Pediatric Cardiac Surgery Services
? Bone Marrow Transplant (BMT)
? Cochlear Implant Procedure
Surgical Day Care Unit
The Surgical Day Care Unit provides quality care without the inconvenience and expense of
hospitalization, prior to and after surgery.
Consulting Clinics
Consulting Clinics provide services in almost all sub-specialties of Medicine, Surgery and Paediatrics and
in Obstetrics and Gynecology, Psychiatry and Family Medicine.
Community Health Centre (CHC)
CHC offers contemporary outpatient medical care for the entire family at an affordable cost. The team of
CHC comprises of consultant family physicians, senior residents and medical officers. In addition to
family physicians, consultants from various other specialties like medicine and surgery also conduct
regular clinics. CHC provides other services such as vaccination, preventive services, health promotion
and screening, minor surgical procedures, counseling services, family planning and pre-employment
health check-ups.
Diagnostic Services
? Radiology
? Neurophysiology
? Clinical Laboratory
? Cardiopulmonary
Special Services
Special services include various facilities that provide specialized medical care for specific clinical
problems. Special services use a problem-oriented approach with inputs from various clinical experts and
specialized training of the persons providing the service. Please contact us for a complete list of special
services.
Pharmacy
State-of-the-art hospital Pharmacy is open 24 hours a day with a Drug and Poison Information Centre and
phone-in facility. Inpatients are charged only for the actual quantity of medicines consumed. 24-Hour
poison control hotline numbers are +92 21 3486 1504 and 3486 1506.
Home Services
Home health services offered by AKUH include Home Physiotherapy and Home Health Nursing Care.
The services are a part of AKUH?s efforts to increase convenience and accessibility for its patients.
CONTEMPORARY MANAGEMENT
The Integrated Medical Services (Ambulatory Care Centers)
The Integrated Medical Services (IMS) offer off-site medical services at different locations in the city of
Karachi. These off-site centers provide services such as Specialty Clinics, Family Medicine Clinic,
Laboratory Specimen Collection Units and Pharmacy. In addition, to the services mentioned above
Clifton Medical Services in Karachi also provides, Consulting Clinics in all major specialties, Urgent
Care Services, 24 hour operational Stat Laboratory, Radiology, Pharmacy and Physiotherapy services.
Patient Facilitation and Assistance
For the convenience of international and national patients, the Marketing Department provides assistance
by coordinating all necessary arrangements for their treatment at AKUH. This includes second opinion,
appointment scheduling, cost estimation, patient accommodation and admission. We also provide
transport, ambulance and hotel options for safe transfer of patient and their attendant.
Referral Desk in Hyderabad and Quetta
AKUH representatives at these referral desks provide assistance by coordinating all necessary
arrangements, including review of medical history by consultants prior to the patient?s arrival at the
hospital.
Representative Office in Dubai
Centrally located at the Oud Metha Office Complex across from Dubai Healthcare City and Raffles Hotel
in Dubai, the AKUH representative office provides convenience and assistance to patients in UAE
requiring AKUH?s high-quality, cost-effective healthcare services. The representative office ensures fast
and efficient service, including boarding and lodging assistance
SWOT ANAYLSIS OF AGA KHAN UNIVERSITY HOSPITAL
? The University Hospital provides high quality of patient care in a broad range of secondary and
tertiary services to over 50,000 hospitalized patients and to approximately 600,000 outpatients
annually. AKUH currently has 597 beds (543 in-patient and 54 Day Care Oncology beds).
? In September 2006, AKUH became the first hospital in Pakistan and one of the select few teaching
hospitals in the world to be awarded Joint Commission International accreditation for achieving and
maintaining highest international quality standards in healthcare. It has since been re-accredited twice.
? AKUH is also the first hospital in Pakistan and among the first few teaching hospitals in the world to
receive ISO 9001: 2008 certification.
CONTEMPORARY MANAGEMENT
? The Inpatients beds include 4 VIP, 104 Private, 100 Semi-Private and 197 General Ward beds. In
addition, 71 Special Care Units and 12 Cardiac Step Down beds are located at various locations within
the hospital and 55 Critical Care beds are available in Intensive Care Unit, Coronary Care Unit,
Coronary Intensive Care Unit and Neonatal Intensive Care Unit. Whereas 54 Day Care Oncology beds
includes 8 Private, 10 Semi Private and 36 General Ward beds.
? In July 2012, the Aga Khan University Hospital won the Environment Excellence Award 2012. This
is the fifth consecutive win – 2008, 2009, 2010, 2011 and 2012 – for the Hospital and the sixth win
overall. The first time the University Hospital participated in the Awards and won was 2006.
? The Hospital has 14 main operating theatres. There are four additional operating theatres in Surgical
Day Care and 1 in Obstetrics and Gynecology.
? The Hospital also provides comprehensive Oncology Services for almost all adult and Pediatric
Cancers including: Medical and Surgical Management, Radiation Therapy, Chemotherapy and Bone
Marrow Transplant.
? Over 27 years, AKU has built a reputation in Pakistan for excellence in teaching and learning.
With programmes in educational development, medicine, nursing and midwifery, we aim to inspire
young researchers and professionals to become forces of positive change in their communities.
? As per AKUH demand & Patients Flow his VIP, Private, Semi-Private & General Wards Beds
Capacity are very Low & many times patients need to wait 2 to 3 days for room or bed.
? Most of the time no bed available in Emergency Room.
? Most of the time delays in Surgery due to non availability of Vent.
? Most of the consultant Appointment available after 2 to 3 months.
? Patient discharge very slow its take almost 8 to 10 hours
? Many Time Not follow hospital own create Operation Theater & Doctor Appointment Schedule.
? In last 2 to 3 years patients complain ratio is increase especially in delay response.
? Only International Standard Hospital in Pakistan Accreditation with JCIA.
? The school of nursing AKUH is now looking forward to having a doctoral degree programme in the
upcoming years. Additionally, AKU-SONAM has been collaborating at the national, regional, and
international levels to strengthen the nursing profession. Some key achievements in this area include
collaboration with the McMaster University, the creation of the Sigma Theta Tau Rho Delta Chapter, and
working with the Pakistan Nursing Council to enhance nursing teaching/learning standards in Pakistan.
? The Aga Khan University Medical College commenced operation in 1983 as an academic unit of the
Faculty of Health Sciences, alongside the School of Nursing and Midwifery. Our faculty, students and staff
are devoted to the highest standard of education, scholarship, research, and patient care. Research, in all our
academic units, continues to take on increasing importance and we are competitive internationally in a
number of research areas.
CONTEMPORARY MANAGEMENT
? The Aga Khan University Institutes for Educational Development see a correlation between improving
the quality of teacher education and encouraging socio-economic growth in the developing world. With
institutes in Pakistan and East Africa we give teachers the skills and opportunities they need to educate
future leaders through human resource development, institutional capacity building, policy analysis and
research.
? In its current mode of expansion, AKU is an exciting place to work in. A career with AKU means that
there are excellent opportunities for you in an environment driven by inspiration and high expectations. An
organization where mentoring and training programmes exist to further your growth. You get the distinct
opportunity to be part of a community affecting the lives of some of the best and brightest students.
? Due to non availability of beds his patients went some other hospitals.
? In recent past time few hospitals is a big threats to AKUH just like Taba Heart Institute & South City
because they also offer International Standard Patient care & Treatment in less than AKUH charges.
? Taba Heart Institute offer AKUH Standard Cardiac Surgeries Almost 25 to 30 Percent less charges.
? Most of the staff & Doctors Leave AKUH & Join Taba Heart Institute & South City because they offer
attractive salary packages & Benefit to AKUH Experienced persons.
? After taking 4 to 5 years Experience in AKUH most of his staff Nurses & Doctors leave AKUH & went
out of country.
? Due to very frequently resigns by AKUH Nurses & Doctors in last 2 to 3 years his patient care &
treatment standard is going down.
doc_756568699.docx
PREPARED BY:
? FEROZ (8462)
? GHULAM HAIDER (8809)
? KAMRAN JAMAL (8458)
? AKHTAR
CONTEMPORARY MANAGEMENT
What Is SWOT Analysis?
SWOT analysis is one of the most meaningful exercises that any business can perform. This process
allows businesses to evaluate their strengths, weaknesses, threats and opportunities.
Through analyzing these factors, businesses can position themselves optimally in the market and live
in-line with their vision and mission.
Here are the top 5 reasons why businesses should perform a SWOT analysis.
1. Do Determine Capacity
The capacity in your business determines your ability to deliver. This is determined when businesses
focus on the strengths and weaknesses parts of the SWOT. Your business should have enough
capacity to deliver what it promises.
2. To Get a Broader Understanding of the Market
The analysis of the opportunities and threats during a SWOT analysis focuses on external factors that
may affect your business. This means that, your business should analyze its market to see if any of
those factors exist. This exercise allows businesses to zoom into their market and get a better
understanding. This is very important in order for your business to position itself properly.
3. To Determine Strategies
Once your business is familiar with the threats in the market after a proper SWOT analysis, it can
determine strategies to counter those threats either through a preventative strategy or a reactive
strategy. This will ensure the survival and profitability of your business.
4. To Determine Training Needs
Training is a vital part of any business but is only effective if it is relevant to the business. By
determining the weaknesses after a SWOT analysis, your business can focus on countering those
weaknesses by implementing effective training programs.
5. To Maintain the Strengths
we are often told to focus on our strengths. However, we also need to maintain our strengths in order
to have strengths to focus on. Strengths are pillars of any business and ensure sustainability. With the
SWOT analysis, strengths are highlighted and once they are determined they can be maintained.
CONTEMPORARY MANAGEMENT
Strengths and weaknesses are internal to the company and can be directly managed by it. While the
opportunities and threats are external and the company can only anticipate and react to them. Often
SWOT is presented in a form of a matrix as in the illustration below.
SWOT is widely accepted tool due to its simplicity and value of focusing on the key issues which affect
the firm. The aim of SWOT is to identify the strengths and weaknesses that are relevant in meeting
opportunities and threats in particular solution.
Benefits:
SWOT tool has 5 key benefits:
? Simple to do and practical to use.
? Clear to understand.
? Focuses on the key internal and external factors affecting the company.
? Helps to identify future goals.
? Initiates further analysis.
Limitations:
Although there are clear benefits of doing the analysis, many managers and academics heavily criticize or
don?t even recognize it as a serious tool. According to many, it is a „low-grade? analysis. Here are the
main flaws identified by a research
? Excessive lists of strengths, weaknesses, opportunities and threats.
? No prioritization of factors.
? Factors are described too broadly.
? Factors are often opinions not facts.
No recognized method to distinguish between
CONTEMPORARY MANAGEMENT
How to perform the analysis?
SWOT can be done by one person or a group of members that are directly responsible for the situation
assessment in the company. Basic swot analysis is done fairly easily and comprises of only few steps.
Step 1. Listing the firm?s key strengths and weaknesses.
Step 2. Identifying opportunities and threats.
Strengths and Weaknesses
Strengths and weaknesses are the factors of the firm?s internal environment. When looking for strengths,
ask what do you do better or have more valuable than your competitors have? In case of the weaknesses,
ask what could you improve and at least catch up with your competitors?
Where to look for them?
Some strengths or weaknesses can be recognized instantly without deeper studying of the organization.
But usually the process is harder and managers have to look into the firm?s:
? Resources: land, equipment, knowledge, brand equity, intellectual property, etc.
? Core competencies
? Capabilities
? Functional areas: management, operations, marketing, finances, human resources and R&D
? Organizational culture
? Value chain activities
Strength or a weakness?
Often, company?s internal factors are seen as both, strengths and weaknesses, at the same time. It is also
hard to tell if a characteristic is a strength (weakness) or not. For example, firm?s organizational structure
can be a strength, a weakness or neither! In such cases, you should rely on:
Clear definition. Very often factors which are described too broadly may fit both strengths and
weaknesses.For example, “brand image” might be a weakness if the company has poor brand image.
However, it can also be a strength if the company has the most valuable brand in the market, valued at
$100 billion. Therefore, it is easier to identify if a factor is a strength or a weakness when it?s defined
precisely.
Benchmarking. The key emphasize in doing SWOT is to identify the factors that are the strengths or
weaknesses in comparison to the competitors. For example, 17% profit margin would be an excellent
margin for many firms in most industries and it would be considered as strength. But what if the average
profit margin of your competitors is 20%? Then company?s 17% profit margin would be considered as a
weakness.
VRIO framework. A resource can be seen as a strength if it exhibits VRIO (valuable, rare and cannot be
imitated) framework characteristics. Otherwise, it doesn?t provide any strategic advantage for the
company.
Opportunities and threats
Opportunities and threats are the external uncontrollable factors that usually appear or arise due to the
changes in the macro environment, industry or competitors? actions. Opportunities represent the external
situations that bring a competitive advantage if seized upon. Threats may damage your company so you
would better avoid or defend against them.
Where to look for them?
CONTEMPORARY MANAGEMENT
PESTEL. PEST or PESTEL analysis represents all the major external forces (political, economic,
social, technological, environmental and legal) affecting the company so it?s the best place to look for the
existing or new opportunities and threats.
Competition. Competitor?s react to your moves and external changes. They also change their existing
strategies or introduce new ones. Therefore, the company must always follow the actions of its
competitors as new opportunities and threats may open at any time.
Market changes. The most visible opportunities and threats appear during the market changes. Markets
converge, starting to satisfy other market segment needs with the same product. New geographical
markets open up allowing the firm to increase its export volumes or start operations in a new country.
Often niche markets become profitable due to technological changes. As a result, changes in the market
create new opportunities and threats that must be seized upon or dealt with if the company wants to gain
and sustain competitive.
Opportunity or threat?
Most external changes can represent both opportunities and threats. For example, exchange rates may
increase or reduce the profits gained from exports. This depends on the exchange rate, which may rise
(opportunity) or fall (threat) against the home country currency. The organization can only guess the
outcome of the change and count on analysts? forecasts. In such cases, when organization cannot identify
if the external factor will affect it positively or negatively, it should gather unbiased and reliable
information from the external sources and make the best possible judgment.
Guidelines for successful SWOT
The following guidelines are very important in writing a successful SWOT analysis. They eliminate most
of SWOT limitations and improve its results significantly:
? Factors have to be identified relative to the competitors. It allows specifying whether the factor is
strength or a weakness.
? List between 3 – 5 items for each category. Prevents creating too short or endless lists.
? Items must be clearly defined and as specific as possible. For example, firm?s strength is: brand image
(vague); strong brand image (more precise); brand image valued at $10 billion, which is the most
valued brand in the market (very good).
? Rely on facts not opinions. Find some external information or involve someone who could provide an
unbiased opinion.
? Factors should be action orientated. For example, “slow introduction of new products” is action
orientated weakness.
HOW DO YOU CREATE A SWOT ANALYSIS?
WHO DEVELOPS THE SWOT?
The most common users of a SWOT analysis are team members and project managers who are
responsible for decision-making and strategic planning.
But don't overlook anyone in the creation stage!
An individual or small group can develop a SWOT analysis, but it will be more effective if you take
advantage of many stakeholders. Each person or group offers a different perspective on the strengths and
weaknesses of your program and has different experiences of both.
Likewise, one staff member, or volunteer or stakeholder may have information about an opportunity or
threat that is essential to understanding your position and determining your future.
CONTEMPORARY MANAGEMENT
WHEN AND WHERE DO YOU DEVELOP A SWOT ANALYSIS?
A SWOT analysis is often created during a retreat or planning session that allows several hours for both
brainstorming and more structured analysis. The best results come when participants are encouraged to
have an open attitude about possibilities. While you might "SWOT" in conjunction with an informational
or business session, the tone when creating a SWOT analysis is usually collaborative and inclusive.
When creating the analysis, all people involved are asked to pool their individual and shared knowledge
and experiences. The more relaxed, friendly and constructive the setting and environment, the more
truthful, comprehensive, insightful and useful your analysis will be.
HOW DO YOU DEVELOP A SWOT ANALYSIS?
Here are steps for conducting a gathering to produce your analysis.
? Designate a leader or group facilitator who has good listening and group process skills, and who
can keep things moving and on track.
? Designate a recorder to back up the leader if your group is large. Use newsprint on a flip chart or a
large board to record the analysis and discussion points. You can record later in a more polished
fashion to share with stakeholders and to update.
? Introduce the SWOT method and its purpose in your organization. This can be as simple as
asking, "Where are we, where can we go?" If you have time, you could run through a quick
example based on a shared experience or well-known public issue (even the new TV season).
? Depending on the nature of your group and the time available, let all participants introduce
themselves. Then divide your stakeholders into smaller groups. If your retreat or meeting draws
several groups of stakeholders together, make sure you mix the small groups to get a range of
perspectives, and give them a chance to introduce themselves.
o The size of these depends on the size of your entire group – breakout groups can range
from three to ten. If the size gets much larger, some members may not participate.
? Have each group designate a recorder, and provide each with newsprint or dry -erase board. Direct
them to create a SWOT analysis in the format you choose-a chart, columns, a matrix, or even a
page for each quality.
o Give the groups 20-30 minutes to brainstorm and fill out their own strengths, weakness,
opportunities and threats chart for your program, initiative or effort. Encourage them not to
rule out any ideas at this stage, or the next.
o Remind groups that the way to have a good idea is to have lots of ideas. Refinement can
come later. In this way, the SWOT analysis also supports valuable discussion within your
group or organization as you honestly assess.
o It helps to generate lots of comments about your organization and your program, and even
to put them in multiple categories if that provokes thought.
o Once a list has been generated, it helps to refine it to the best 10 or fewer points so that the
analysis can be truly helpful.
Reconvene the group at the agreed-upon time to share results. Gather information from the groups,
recording on the flip-chart or board. Collect and organize the differing groups' ideas and perceptions.
? Proceed in S-W-O-T order, recording strengths first, weaknesses second, etc.
? Or you can begin by calling for the top priorities in each category -the strongest strength, most
dangerous weakness, biggest opportunity, worst threat--and continue to work across each
category.
CONTEMPORARY MANAGEMENT
? Ask one group at a time to report ("Group A, what do you see as strengths?") You can vary which
group begins the report so a certain group isn't always left "bringing up the end" and repeating
points made by others. ("Group B, let's start with you for weaknesses.")
? Or, you can open the floor to all groups ("What strengths have you noted?") for each category
until all have contributed what they think is needed.
? Discuss and record the results. Depending on your time frame and purpose:
o Come to some consensus about the most important items in each category
o Relate the analysis to your vision, mission, and goals
o Translate the analysis to action plans and strategies
? If appropriate, prepare a written summary of the SWOT analysis to give or e-mail to participants
for continued use in planning and implementing your effort.
HOW DO YOU USE YOUR SWOT ANALYSIS?
In some ways a SWOT analysis pushes you to think "inside the box" by asking you to categorize your
effort in such simple opposing terms. But the purpose of this information gathering is definitely to help
you move outside the box of any constraints or limitations that may have hindered you before.
Knowledge is indeed power, and knowing what the positives and negatives of your program are puts you
in a more powerful position for action. While a SWOT analysis is not in itself action, it can be a "support
team" to help you:
? Identify the issues or problems you intend to change
? Set or reaffirm goals
? Create an action plan
As you consider your analysis, be open to the possibilities that exist within a weakness or threat.
Likewise, recognize that an opportunity can become a threat if everyone else sees the opportunity and
plans to take advantage of it as well, thereby increasing your competition.
Finally, during your assessment and planning, you might keep an image in mind to help you make the
most of a SWOT analysis: Look for a "stretch," not just a "fit." As Radha Balamuralikrishna and John C.
Dugger of Iowa State University point out, SWOT usually reflects your current position or situation.
Therefore one drawback is that it might not encourage openness to new possibilities. You can use SWOT
to justify a course that has already been decided upon, but if your goal is to grow or improve, you will
want to use it differently.
IN SUMMARY
A realistic recognition of the weaknesses and threats that exist for your effort is the first step to countering
them with a robust and creative set of strengths and opportunities. A SWOT analysis identifies your
strengths, weaknesses, opportunities and threats to assist you in making strategic plans and decisions.
SWOT is a simple yet comprehensive way of assessing the positive and negative forces within and
without your organization, so you can be better prepared to act effectively. The more stakeholders you
involve in preparing the SWOT, the more valuable your analysis will be.
Whatever courses of action you decide on, the four-cornered SWOT analysis prompts you to move in a
balanced way throughout your program.
It reminds you to:
? build on your strengths
? minimize your weaknesses
? seize opportunities
CONTEMPORARY MANAGEMENT
? counteract threats
A SWOT analysis will be most helpful if you use it to support the vision, mission, and objectives you
have already defined. The SWOT will at least provide perspective, and at best will reveal connections and
areas for action.
Introduction About Selecting Organization:
Hospital Introduction
AKUH started operations in 1985. It is a philanthropic, not-for-profit, private teaching institution
committed to providing the best possible option for diagnosis of disease and team management of patient
care. AKUH?s multidisciplinary approach to diagnosis and care ensures a continuum of safe and high-
quality care for patients – all services under one roof.
The University Hospital provides high quality of patient care in a broad range of secondary and tertiary
services to over 50,000 hospitalized patients and to approximately 600,000 outpatients annually.
In September 2006, AKUH became the first hospital in Pakistan and one of the select few teaching
hospitals in the world to be awarded Joint Commission International (JCI) accreditation for achieving and
maintaining highest international quality standards in healthcare. AKUH is also the first hospital in
Pakistan and among the first few teaching hospitals in the world to receive ISO 9001: 2008 certification.
AKUH remains a differentiated provider in the field of healthcare. It has continued to excel because it
provides quality services and is keen to innovate.
Inpatient and Outpatient Services
AKUH has 577 beds in operation including 4 VIP, 106 Private and 100 Semi-Private air-conditioned
rooms, 202 General Ward beds and 32 Surgical Day Care beds. In addition, 70 Special Care Units (SCU)
and 08 Cardiac Step Down (CSDU) beds are located at various locations within the hospital and55
Critical Care beds are available in Intensive Care Unit (ICU), Coronary Care Unit (CCU), Coronary
Intensive Care Unit (CICU) and Neonatal Intensive Care Unit (NICU). The Hospital has 11 main
operating theatres. There are four additional operating theatres in Surgical Day Care, 2 in Community
Health Centre, 1 in Obstetrics and Gynecology and 2 mini-theatres in the Section of Emergency.
The Hospital is equipped to diagnose and treat Medical (including Cardiac), Surgical, Obstetrics and
Gynecology, Pediatrics and Psychiatry patients and its inpatients have an average length of stay of 3.3
days. The Hospital also provides comprehensive Oncology Services for almost all adult and Pediatric
Cancers including: Medical and Surgical Management, Radiation Therapy, Chemotherapy and Bone
Marrow Transplant.
Hospital's Patient Welfare Programme.
CONTEMPORARY MANAGEMENT
Emergency Services
The Department handles a wide range of adult and pediatric emergencies including trauma, acute medical,
surgical, emergency obstetrical and gynecological services. Additionally pediatric and psychiatric
emergencies are also managed here. The present facility includes a total of fifty one rooms and it is fully
equipped with all necessary equipment and facilities.
Specialized Services
? Pediatric Cardiac Surgery Services
? Bone Marrow Transplant (BMT)
? Cochlear Implant Procedure
Surgical Day Care Unit
The Surgical Day Care Unit provides quality care without the inconvenience and expense of
hospitalization, prior to and after surgery.
Consulting Clinics
Consulting Clinics provide services in almost all sub-specialties of Medicine, Surgery and Paediatrics and
in Obstetrics and Gynecology, Psychiatry and Family Medicine.
Community Health Centre (CHC)
CHC offers contemporary outpatient medical care for the entire family at an affordable cost. The team of
CHC comprises of consultant family physicians, senior residents and medical officers. In addition to
family physicians, consultants from various other specialties like medicine and surgery also conduct
regular clinics. CHC provides other services such as vaccination, preventive services, health promotion
and screening, minor surgical procedures, counseling services, family planning and pre-employment
health check-ups.
Diagnostic Services
? Radiology
? Neurophysiology
? Clinical Laboratory
? Cardiopulmonary
Special Services
Special services include various facilities that provide specialized medical care for specific clinical
problems. Special services use a problem-oriented approach with inputs from various clinical experts and
specialized training of the persons providing the service. Please contact us for a complete list of special
services.
Pharmacy
State-of-the-art hospital Pharmacy is open 24 hours a day with a Drug and Poison Information Centre and
phone-in facility. Inpatients are charged only for the actual quantity of medicines consumed. 24-Hour
poison control hotline numbers are +92 21 3486 1504 and 3486 1506.
Home Services
Home health services offered by AKUH include Home Physiotherapy and Home Health Nursing Care.
The services are a part of AKUH?s efforts to increase convenience and accessibility for its patients.
CONTEMPORARY MANAGEMENT
The Integrated Medical Services (Ambulatory Care Centers)
The Integrated Medical Services (IMS) offer off-site medical services at different locations in the city of
Karachi. These off-site centers provide services such as Specialty Clinics, Family Medicine Clinic,
Laboratory Specimen Collection Units and Pharmacy. In addition, to the services mentioned above
Clifton Medical Services in Karachi also provides, Consulting Clinics in all major specialties, Urgent
Care Services, 24 hour operational Stat Laboratory, Radiology, Pharmacy and Physiotherapy services.
Patient Facilitation and Assistance
For the convenience of international and national patients, the Marketing Department provides assistance
by coordinating all necessary arrangements for their treatment at AKUH. This includes second opinion,
appointment scheduling, cost estimation, patient accommodation and admission. We also provide
transport, ambulance and hotel options for safe transfer of patient and their attendant.
Referral Desk in Hyderabad and Quetta
AKUH representatives at these referral desks provide assistance by coordinating all necessary
arrangements, including review of medical history by consultants prior to the patient?s arrival at the
hospital.
Representative Office in Dubai
Centrally located at the Oud Metha Office Complex across from Dubai Healthcare City and Raffles Hotel
in Dubai, the AKUH representative office provides convenience and assistance to patients in UAE
requiring AKUH?s high-quality, cost-effective healthcare services. The representative office ensures fast
and efficient service, including boarding and lodging assistance
SWOT ANAYLSIS OF AGA KHAN UNIVERSITY HOSPITAL
? The University Hospital provides high quality of patient care in a broad range of secondary and
tertiary services to over 50,000 hospitalized patients and to approximately 600,000 outpatients
annually. AKUH currently has 597 beds (543 in-patient and 54 Day Care Oncology beds).
? In September 2006, AKUH became the first hospital in Pakistan and one of the select few teaching
hospitals in the world to be awarded Joint Commission International accreditation for achieving and
maintaining highest international quality standards in healthcare. It has since been re-accredited twice.
? AKUH is also the first hospital in Pakistan and among the first few teaching hospitals in the world to
receive ISO 9001: 2008 certification.
CONTEMPORARY MANAGEMENT
? The Inpatients beds include 4 VIP, 104 Private, 100 Semi-Private and 197 General Ward beds. In
addition, 71 Special Care Units and 12 Cardiac Step Down beds are located at various locations within
the hospital and 55 Critical Care beds are available in Intensive Care Unit, Coronary Care Unit,
Coronary Intensive Care Unit and Neonatal Intensive Care Unit. Whereas 54 Day Care Oncology beds
includes 8 Private, 10 Semi Private and 36 General Ward beds.
? In July 2012, the Aga Khan University Hospital won the Environment Excellence Award 2012. This
is the fifth consecutive win – 2008, 2009, 2010, 2011 and 2012 – for the Hospital and the sixth win
overall. The first time the University Hospital participated in the Awards and won was 2006.
? The Hospital has 14 main operating theatres. There are four additional operating theatres in Surgical
Day Care and 1 in Obstetrics and Gynecology.
? The Hospital also provides comprehensive Oncology Services for almost all adult and Pediatric
Cancers including: Medical and Surgical Management, Radiation Therapy, Chemotherapy and Bone
Marrow Transplant.
? Over 27 years, AKU has built a reputation in Pakistan for excellence in teaching and learning.
With programmes in educational development, medicine, nursing and midwifery, we aim to inspire
young researchers and professionals to become forces of positive change in their communities.
? As per AKUH demand & Patients Flow his VIP, Private, Semi-Private & General Wards Beds
Capacity are very Low & many times patients need to wait 2 to 3 days for room or bed.
? Most of the time no bed available in Emergency Room.
? Most of the time delays in Surgery due to non availability of Vent.
? Most of the consultant Appointment available after 2 to 3 months.
? Patient discharge very slow its take almost 8 to 10 hours
? Many Time Not follow hospital own create Operation Theater & Doctor Appointment Schedule.
? In last 2 to 3 years patients complain ratio is increase especially in delay response.
? Only International Standard Hospital in Pakistan Accreditation with JCIA.
? The school of nursing AKUH is now looking forward to having a doctoral degree programme in the
upcoming years. Additionally, AKU-SONAM has been collaborating at the national, regional, and
international levels to strengthen the nursing profession. Some key achievements in this area include
collaboration with the McMaster University, the creation of the Sigma Theta Tau Rho Delta Chapter, and
working with the Pakistan Nursing Council to enhance nursing teaching/learning standards in Pakistan.
? The Aga Khan University Medical College commenced operation in 1983 as an academic unit of the
Faculty of Health Sciences, alongside the School of Nursing and Midwifery. Our faculty, students and staff
are devoted to the highest standard of education, scholarship, research, and patient care. Research, in all our
academic units, continues to take on increasing importance and we are competitive internationally in a
number of research areas.
CONTEMPORARY MANAGEMENT
? The Aga Khan University Institutes for Educational Development see a correlation between improving
the quality of teacher education and encouraging socio-economic growth in the developing world. With
institutes in Pakistan and East Africa we give teachers the skills and opportunities they need to educate
future leaders through human resource development, institutional capacity building, policy analysis and
research.
? In its current mode of expansion, AKU is an exciting place to work in. A career with AKU means that
there are excellent opportunities for you in an environment driven by inspiration and high expectations. An
organization where mentoring and training programmes exist to further your growth. You get the distinct
opportunity to be part of a community affecting the lives of some of the best and brightest students.
? Due to non availability of beds his patients went some other hospitals.
? In recent past time few hospitals is a big threats to AKUH just like Taba Heart Institute & South City
because they also offer International Standard Patient care & Treatment in less than AKUH charges.
? Taba Heart Institute offer AKUH Standard Cardiac Surgeries Almost 25 to 30 Percent less charges.
? Most of the staff & Doctors Leave AKUH & Join Taba Heart Institute & South City because they offer
attractive salary packages & Benefit to AKUH Experienced persons.
? After taking 4 to 5 years Experience in AKUH most of his staff Nurses & Doctors leave AKUH & went
out of country.
? Due to very frequently resigns by AKUH Nurses & Doctors in last 2 to 3 years his patient care &
treatment standard is going down.
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