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Introduction Aravind EyeHospital (Aravind) was founded by Dr. Govindappa Venkataswamy (Popularly knownas Dr. V) in 1976 and he was very passionate about curing blindness in India.

He realised there was a problem with the health care service in India. Anefficient health care service requires consistent attention and most developingnations aren’t able to keep up with costs and demands of the rapidly risingpopulation (Britnell, 2016). Therefore, it was imperative to come up with adifferent health care system which supported the government’s efforts and isalso a self-supporting system. In this essay, Iwill be analysing how the values of McDonaldization had an impact on AravindEye Hospital. Firstly, I will discuss the issue of unnecessary blindness inIndia. Then I will go through the concept of McDonaldization and its impact onAravind Eye Hospitals which had helped boost efficiency.

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Then I will carry outa critical review about the McDonalization of Aravind Eye Hospital. Finally, Iwill conclude by assessing the global impact, advantages and influence of thishealth care system. Aravind Eye Hospital Over half ofIndia’s blindness is unnecessary and can be easily healed (Aravind Eye CareSystem, 2015) and it was Dr. Venkataswamy’s aim to end all unneeded blindness.To accomplish this objective, he founded the Aravind Eye Hospital in Madurai, Tamil Nadu in 1976 and hasdeveloped into a vast network of eye hospitals.

At first, the hospital startedwith only a small amount of 20 beds. With increased notoriety from the publicover the years, Aravind Eye Hospital was able to expand their base withinseveral other hospitals in Southern India (Karmali, 2010). Now there are around2000 surgeries that are being performed every year and with the quick risingnumber of patients, the doctors and surgeons have worked together to createremarkable workmanship to coordinate and work through the immense facilities .Over 1.4 million patients are being treated every year and incredibly over 60%of these patients are being treated for free. However, the hospital is stillprofitable as the patients who pay not only cover the normal expense peroperation but they also cover other costs such as maintenance and buying newequipment.  The main reasonfor building up on Aravind Eye Care Hospital was initially to differ the ideasand methods which are being used by fast growing restaurants such as the globalgiant McDonalds and this concept is known as McDonaldization (Business modeltoolbox, 2015). In order for the Aravind Eye Hospital to grow rapidly, Dr.

Venkataswamy easily adapted to all features and values of McDonaldization inhis field and was able to build up on a large scale of success.    Mcdonaldization McDonaldizationis a term that sociologist George Ritzer defines as being implemented when anassociation embraces the characteristics of a fast-food restaurant and is aconcept of justification and scientific administration (Ritzer, 2010). Ritzerhas identified the 4 main principles of McDonaldization: Predictability,Calculability, Efficiency and Control. I will now go through these principlesand assess how they apply to The Aravind Eye Hospital. PredictabilityThe first principle ofMcDonaldization is predictability where clients can predict services in everybranch of an organisation as well as the building, decorations and uniforms.People seem to favour predictability as they like to know what to expect in anyscenario.The principle ofpredictability was utilized at the Aravind Eye Hospital because every client istreated with the same items and services all through every single patient inany branch.

For example, a client will receive the same lenses in the Maduraibranch as they would in the branch in Theni. This implies that regardless ofthe sex, age, race or social class each patient will be dealt with in the sameway.CalculabilityThe second principle,calculability, emphasises on quantity rather than quality. Everyone receivesthe same service for the same price as anyone else.

Speed of services is veryimportant, however, sometimes this comes at the cost of quality. The guideline ofcalculability was utilized as a part of request for more significance insteadof value, this incorporated the significance of patients from all around theglobe including India. Every patient at the hospital receives the same treatmentto cure unnecessary blindness, whether it is lenses or an operation. Thehospital mainly provides its services for free, for example, on the visit tothe hospital, the patient receives free food and drinks and a return journey.         Efficiency The thirdprinciple is efficiency when the service to clients is ready from the get go,for example, a big mac in McDonalds will be ready and warm before it isordered.

Also, each employee has a specific role which boosts efficiency. Forexample, if you go to the hospital, you will first see a nurse who will assessyour symptoms and treat minor conditions before you see a doctor. This allowsthe doctor to treat patients more efficiently.  The hospitalperforms annual recruitments from nearby villages.

Once hired, they are trainedin therapy, operation theatre duty and housekeeping. These young workers arethe main body of the hospital. The system of McDonaldization allows these staffto easily conduct and finish a high amount of work as efficiently as waspossible.

In India, there was a need for affordable contact lenses and TheAravind Eye Hospital was the first hospital in India to notice this problem.Lenses were being imported from the west and a standard pair of contact lenseswould normally cost between the range of $100 to $200. This is very expensivefor developing countries such as India and to combat this issue, Aravind EyeHospital developed their own way of creating lenses which were made to fit asthey would flex and the lenses were sold at a very low price of just $5 abatch. Control The fourth andfinal principle of McDonaldization is control.

This is when employees are givenspecific direction on how to act with clients and potentially what to wear.These include training programmes and technology. The key standardsof calculability were non-application of non-human innovation (Ritzer, 2010);this was utilized well at the hospital and it had helped the doctors andsurgeons to do operations more proficiently with the implication of machinesrather than human contact (Rangan, 2009). Additionally, this helped them tofinish more operations and perform a higher number of surgeries every year incontrast with America, the amazing service given by Dr.

V was genuinely adevoted and effective surgeon. His 50 years of commitment has really helped himbecome a standout amongst the best in this field, his work has brought aboutone of the world’s leading eye hospital. The hospital hastaken a big step to improve their services by providing: lens manufacturing,education, R and other relative measures to reach their aim of improvingpeoples’ eye sight and much more convenient access to treatment andaffordability. This lead to brand expansion of the hospital and the ability toreach out to a larger audience. 

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