This the same product or service, the customer

This essay will examine the effects of applying the
philosophy of McDonaldization had on the Aravind eye hospital and how it
managed to boost its efficiency from two to seven times in the time it did.
Along the way of boosting its efficiency, the eye hospital was able to achieve
many things while doing this as well as helping improving the unnecessary
blindness in India. Dr. G. Venkataswamy 
founded the eye hospital in 1976 where he was set out to improve the
rate of blindness that was not needed in India starting out with 11 beds in his
own home. He managed to get his own family to help him on his operation of
abolishing blindness which has now extended to thousands of beds over 5 major
hospitals in India over the last 3 decades. The Aravind eye hospital is now one
of the largest eye care systems in the world and also a very profitable system
despite only 40% of their patients paying the fee for their surgery. Dr
Venkataswamy used the principles of McDonaldization in order to be able to provide
eye care for the millions that are in need of it that is of an acceptable
standard and price. The principles of McDonaldization include Predictability,
Efficiency, calculability and control.

Predictability

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People within this
current society expect to know what they are devoting their time to and do not want
any details to be hidden away from them. When entering a different location at
a different time that offers the same product or service, the customer expects
it to be the same. A good example of this would be with fast food restaurants. The
rule of predictability was managed and mentored throughout the development of
the Aravind hospitals which provided successful results. The hospitals would
manage this by making sure the services and products provided were the equal at
all times no matter the hospital or the time, so each patient would receive the
same service.  Applying this principle
would then lead to the hospitals being able to monitor the costs and manage
their expenses in an appropriate manner. This would also be dependent on the
service that the patients pay for, as they should not expect to pay for a
specific service and expect a different one.

Efficiency

The Aravind eye hospital has managed to boost its
efficiency in many areas with many methods. One way in which they do this is by
the high volume of patients they receive on a daily basis. By receiving this
amount of patients, they are able to provide a service that is up to an
acceptable standard for a low cost. Ways in which they do this is by maximising
the resources that they have available to them as well as reducing the wastage and
decreasing the expenses through “intelligent purchasing” (David
Green, 2001). The business model that Aravind uses also allows them to increase
the efficiency in which they operate in. This is called the hybrid business
model. It allows the hospital to be able to use the revenue that it generates
from paying patients to use on operations and services that those are not able
to pay are also able to use. This allows the eye care hospital to provide
cataract surgery at the same standard to each patient. The actual process of
cataract surgery also does not vary much in terms of how it is performed with
each patient so financial expenses can be closely monitored very easily. At
Aravind, the average number of surgeries that are performed by a single surgeon
is around 2000 per year in contrary to the 400 the average Indian surgeon
performs. This is because at Aravind they have developed a system where 

This essay will examine the effects of applying the
philosophy of McDonaldization had on the Aravind eye hospital and how it
managed to boost its efficiency from two to seven times in the time it did.
Along the way of boosting its efficiency, the eye hospital was able to achieve
many things while doing this as well as helping improving the unnecessary
blindness in India. Dr. G. Venkataswamy 
founded the eye hospital in 1976 where he was set out to improve the
rate of blindness that was not needed in India starting out with 11 beds in his
own home. He managed to get his own family to help him on his operation of
abolishing blindness which has now extended to thousands of beds over 5 major
hospitals in India over the last 3 decades. The Aravind eye hospital is now one
of the largest eye care systems in the world and also a very profitable system
despite only 40% of their patients paying the fee for their surgery. Dr
Venkataswamy used the principles of McDonaldization in order to be able to provide
eye care for the millions that are in need of it that is of an acceptable
standard and price. The principles of McDonaldization include Predictability,
Efficiency, calculability and control.

Predictability

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!


order now

People within this
current society expect to know what they are devoting their time to and do not want
any details to be hidden away from them. When entering a different location at
a different time that offers the same product or service, the customer expects
it to be the same. A good example of this would be with fast food restaurants. The
rule of predictability was managed and mentored throughout the development of
the Aravind hospitals which provided successful results. The hospitals would
manage this by making sure the services and products provided were the equal at
all times no matter the hospital or the time, so each patient would receive the
same service.  Applying this principle
would then lead to the hospitals being able to monitor the costs and manage
their expenses in an appropriate manner. This would also be dependent on the
service that the patients pay for, as they should not expect to pay for a
specific service and expect a different one.

Efficiency

The Aravind eye hospital has managed to boost its
efficiency in many areas with many methods. One way in which they do this is by
the high volume of patients they receive on a daily basis. By receiving this
amount of patients, they are able to provide a service that is up to an
acceptable standard for a low cost. Ways in which they do this is by maximising
the resources that they have available to them as well as reducing the wastage and
decreasing the expenses through “intelligent purchasing” (David
Green, 2001). The business model that Aravind uses also allows them to increase
the efficiency in which they operate in. This is called the hybrid business
model. It allows the hospital to be able to use the revenue that it generates
from paying patients to use on operations and services that those are not able
to pay are also able to use. This allows the eye care hospital to provide
cataract surgery at the same standard to each patient. The actual process of
cataract surgery also does not vary much in terms of how it is performed with
each patient so financial expenses can be closely monitored very easily. At
Aravind, the average number of surgeries that are performed by a single surgeon
is around 2000 per year in contrary to the 400 the average Indian surgeon
performs. This is because at Aravind they have developed a system where 

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