Aravind non-profit eye hospital and how it assists the vulnerable in the society

Aravind non-profit eye hospital and how it assists the vulnerable in the society


Aravind non-profit eye hospital and how it assists the vulnerable in the society




Aravind is successful because each organizational component directly addresses the organization’s mission. Discuss.


The success of every organization is measured by the benefits it has brought to is target segment. Improved life is important as goals and missions are aligned to be at the forefront as Aravind does. The organizational goal is directly measured by the number of patients who can turn the page of their lifetime after being provided with new eyesight. Patients in India can barely afford to pay for eye diseases as they are financially challenged. The core mission of the organizational goal is to assist patients to return to their normal working operations after a normal surgery from cataracts operations. Treating patients without charge is an expensive affair due to the scale of patients who would want to be provided with the service while the hospital remains operational.


The hospital has managed expansion from the infancy of 20 bed capacity to 2500 in different towns in India. Aravind has been able to utilize its resources efficiently to provide services to the underprivileged at affordable costs.  A non-profit organization is expected to last beyond its timeline while providing assistance to its target segment. Employees within the organization are sustained by the little contribution and charges provided by customers who pay for services. The mission of poverty alleviation is solved directly impacted by the success of the operations conducted as patients would return to their new ways of life being able to fend for themselves after regaining health. Health is an important part of human being existence without it barely does a body of work becomes productive (Epstein, & Buhovac, 2014).


How well do you think the matrix approach would work at Aravind?


Matrix is an organizational management scheme that would provide a platform for the reporting style with the dual relationship. Employees can report to their line of duty manager while they can also report to their location manager while seeking improvement to the management of resources available in the institution.  Employees would report challenges encountered during their line of duty to the line manager who is responsible for their operations. Actions would be necessitated at a fast paced to realign resource utilization that brings benefit in the long run to the organization while bringing value to the patients.  Since there is four networked hospital in the country with the same mission managers would often meet to report on their progress of the organization mission while taking into account the communication from their juniors and next of line managers (Li, & Shen, 2016).


Communication would be efficient if it is worked upon at an early stage to curb any challenge that may arise earlier from operations while assisting patients. Aravind hospital will have no right employee reporting structure this will provide for the efficient exchange of information to the management as medical personnel on standby can act in alleviating patients suffering instead of waiting for the specific doctor in charge of the sector who might be held up in some important tasks in running the hospital.  Matrix leadership style provides for actions to be taken at the right moment after some negotiations with the reporting team.  Democratic style of leadership allows for motivation from employees and another member of staff to be able to work hard since their contribution is highly valued based on their area of expertise.




What are the advantages for a nonprofit to be self-sustaining?


The self-sustaining approach towards managing non-profit provides an efficient, reliable source of income in managing the cash flow towards the attainment of the core mission. Programs are guaranteed of continuity without delay as planning has been conducted to manage the available resources. Success is achieved through achievement of the mission of the organization after thorough planning of the available resources. Donors are not sustainable in the long run as their cash flow reserves may be affected due to economic turmoil hence affecting the critical sector of the running of the organization. Employees are attracted to an organization that is guaranteed to pay for their salary. Motivation is high to be from an organization that is oriented to achieve employee’s goals as they are expected to pay or their bills and lead an ambitious independent life (Mostafa, 2014).


Once revenue is sustainable in an organization collaboration that is useful while minimizing costs is undertaken in providing the organization achieve its goals. Teams are likely to be supported by the organization to carry out research and development forums so that they can be able to come up with new ways of performing tasks related to the organization improvement. Creativity comes from research that has been conducted customized to improve organization goals. Resources can accelerate performance to increase the rate of impact to the society.  Revenue sources prevent shock from donor withdrawal after any suggestions with ill intentions from other parties outside the scope of the non-profit organization. Revenues enable the organization to deploy the best technologies from information system and hiring of competent individuals meant to support the organization achieves its goals (Kislenko, Williams,   Hervieux& Bradshaw, 2015).






Cheng, M. Y., Lien, L. C., Huang, C. P., & Huang, C. M. (2014). Matrix Organization Process Reengineering for Construction Firms. Journal of Management in Engineering, 31(6), 04014093.


Epstein, M. J., & Buhovac, A. R. (2014). Making sustainability work: Best practices in managing and measuring corporate social, environmental, and economic impacts. Berrett-Koehler Publishers.


Kislenko, S., Williams, K., Hervieux, C., & Bradshaw, P. (2015). The Improbable Strength of Fragility A Conversation on the Paradox of Strength and Fragility in the Non-Profit Sector.


Li, Q., & Shen, B. (2016). Sustainable Design Operations in the Supply Chain: Non-Profit Manufacturer vs. For-Profit Manufacturer. Sustainability, 8(7), 639.


Mostafa, M. (2014). Financial Surplus of Social Bu


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