MEDICAL SERVICES OF AMERICA, INC.

, PHILIPPINES
Cavite Branch

Violeta O. Reyes

1/A field study report submitted to the faculty of the Department of Management,
College of Economics, Management and Development Studies, Cavite State University,
Indang, Cavite, in partial of the requirements for graduation with the degree of Bachelor
of Science in Business Management, major in Marketing with the Contribution No.
______________________. Prepared under the supervision of Prof. Lina C. Abogadie.

INTRODUCTION
The Philippine health care system consists of government and private health,
diagnostic, and treatment facilities spread unevenly across the archipelago. Government
health facilities tend to focus on providing preventive, curative and rehabilitative services
while private facilities provide direct personal care that is curative and rehabilitative in
nature.
Various health facilities serve the health needs of the Filipinos. Hospitals continue
to be one of the vital institutions that provide health care services to the majority of the
Filipino population. In 2009, 60% of the hospitals are privately-owned (DOH, 2009).
With regard to utilization, 48% of the population who needed inpatient care is confined in
private hospitals (NSO; Macro International, 2009).
The total number of hospitals, both government and private, increased from 1,607
in 1980 to 1,738 in 2002. Though the number of hospitals increased nationwide, the
number of beds per 10,000 people decreased from 18.2 in 1980 to 10.7 in 2002 (RosellUbial, 2008).
As in other dynamic societies, the role of hospitals has constantly evolved and
expanded to meet the growing needs of the population as well as to harness the hospital's
potentials given its unique position as an institution in society.

Hospitals do not operate in isolation, and are only one element of the wider health
care system. The role of hospitals has changed significantly in recent decades and this
trend can be expected to continue.
The main trend over recent decades has been one of consolidation, with a decline
in the number of general hospitals. A more recent development is the rise of new
providers that are mostly private medical centers delivering routine hospital care. Their
creation is now being encouraged by governments and that they are extending their range
of services. These developments can be explained by several factors. The advance of
medical technology has made it possible not only to treat more patients and a broader
range of medical problems, but also to do so in specialized stand-alone clinics. Long
waiting lists in elective care also play a key role. Furthermore, new health care providers
are assumed to increase productivity, to be more patient friendly and to enhance patient
choice. New providers may also be able to adopt more efficient work practices, being less
constrained by existing rules or traditions. There is also a link with market competition,
because new entrants will boost competition.

Objectives of the Study

Generally, the field study was conducted to provide the students the opportunities
to apply her knowledge and skills learned in the actual business settings.

Specifically, the study aimed to:

1. describe the company profile and operations of MSA;
2. determine the organization and management practices of MSA;

3. describe the services and equipment offered by MSA to clients;

4. describe the marketing practices employed by the company; and
5. describe the students learning experiences during the field study.

Importance of the Study

This study helped the student to apply her gained knowledge and skills in
Business Management course to the actual operations of the company. It also provided
her insights and exposure to business operations and kept her abreast with the highly
dynamic business world. It also provided her valuable experiences that made the student
more prepared for her present employment.
Finally, this study can be used as a reference by students conducting related
studies.

METHODOLOGY

Time and Place of the Study

The field study was conducted in Divine Grace Medical Center and Asia Medic
Family and Medical Center in Cavite specifically in the Pulmonary Section of these
hospitals from July 7, 2011 to October 7, 2011. Both of these hospitals have tie-ups with
Medical Services of America, Inc.

Data Collection
The information on historical background and company profile, organization and
management policies and practices, marketing activities and services, financial data and
plans of the company were obtained from the records of the company, company
brochures, pamphlets, magazines, and corporate website. Observations and interviews
with employees were also conducted to gather information on the problems encountered
by the company.

Scope and Limitations of the Study

This study focused mainly on the operational activities, services and marketing
activities of the company. The problems identified were based on the actual work
experiences and observations of the student in the company. Because of the companys
confidentiality policy, prices of products and services were not revealed in this report and
the financial data were limited only to the DGMC 2011 gross income report by month,
from January to November 2011.
THE COMPANY

Historical Background
Medical Services of America, Inc. first arrived in the Philippines in 1978 to
provide respiratory services to its partner hospitals in the country. Initially, American
personnel were brought over to manage the company, functioning as respiratory
therapists and training Filipino medical practitioners on respiratory therapy. Mr. Ronnie
L. Young was the first President/CEO in the Philippines. During that time, the practice of
respiratory therapy was non-existent in the Philippines.
Eventually, in 1983, the Americans were replaced by Filipino personnel. Since the
time of conception in the Philippines up to the present, Medical Services of America, Inc.
is continuously delivering quality services to its valued clients.
Since the time of inception in the Philippines up to the present, Medical Services
of America, Inc. has continuously delivered quality pulmonary services to its valued
clients.
In November 2001, MSA Philippines expanded its horizon and embarked into
sales and rental of cardiopulmonary equipment. Since then, the management team has
strived to provide the highest quality services to meet every clients needs.
MSA Philippines is fully engaged in the business of providing cardiopulmonary
services in partnership with local hospitals. The company is also the exclusive distributor
of medical equipment for the following companies: Medgraphics Corporation;
Respironics, Inc.; United BMEC; Dixtal Novametrix; and Westmed. It has its own
Engineering Department that can provide repair services and after sales service
maintenance.

Currently, the MSA Philippines Branch is affiliated with 24 hospitals all over the
Philippines. In Cavite, MSA has steady association with five hospitals, namely:
1) Our Lady of Pillar Hospital in Imus, Cavite; 2) Korea-Philippines Friendship Hospital
in Trece Martires City; 3) General Emilio Aguinaldo Memorial Hospital in Trece Martires
City; 4) Divine Grace Medical Center Cavite; and 5) Asia Medic Family Hospital and
Medical Center Cavite.

Description of the Company

MSA Philippines is fully engaged in the business of providing cardiopulmonary
services in partnership with local hospitals. MSA main office is located in Caloocan City
(Figure 1). MSA, Inc. is a company that has a strong core values: Quality service,
Competence, Commitment, and Integrity.
MSAs corporate logo projects the image of a universal health care provider, using
a world map at the background (Figure 2). The red and white colored scheme was kept
simple and distinctive - white suggesting purity and cleanliness similar to what most
people in medical professions wear while red signifies protection and stimulates energy.
The vision statement of the company is We are committed to our clients, to one
another and to our profession. It is the commitment we honor with integrity, clarity, and
the desire to continually enhance our wisdom and our services.

11th avenue

10th avenue

MSA Phils. Head Office

3rd floor REMCOR Building,
Caloocan City

MERCUR
Y

MONUMENTO
STATION

BD
O

BPI

5TH AVENUE
STATION

MONUMENTO

Figure 1. Location map of MSA Philippines, Head Office

R. PAPA
STATION

BACLARA
N

Figure 2. Corporate logo of MSA

The Companys mission statement is to embrace change by confronting the

future while sustaining the highest level of care to the patients; to provide appropriate
care and professional support to the community; and mostly, to be fiscally secure in the
provision of care.
Currently, MSA Philippines is affiliated with 24 hospitals all over the Philippines.
Table 1 shows the list of Philippine hospitals affiliated with MSA Philippines. The
company offers respiratory services in partnership with these hospitals, which include a
complete line of respiratory equipment, competent respiratory therapist, respiratory
equipment maintenance and service, and continuous education and training.

Table 1. List of hospitals affiliated with MSA Philippines

Hospital

Location

Metropolitan Hospital

Sta. Cruz, Manila

U.E.R.M. Memorial Medical Center

Quezon City

World Citi Medical Center

Quezon City

Philippine Orthopedic Center

Quezon City

Our Lady of Pillar Hospital

Imus, Cavite

Korea-Philippines Friendship Hospital

Trece Martires City

General Emilio Aguinaldo Memorial Hospital

Trece Martires City

Divine Grace Medical Center

General Trias, Cavite

10

Asia Medic Family Hospital and Medical Center

Dasmarias, Cavite

Table 1 continued

Hospital

Location

St. Jude Family Hospital

Olongapo City

Afable Medical Center, Inc.

Olongapo City

V.L. Makabali Memorial Hospital

San Fernando, Pampanga

Angeles Medical Center

Angeles City

Holy Family Medical Center

Angeles City

St. Raphael Foundation Medical Center

Mabalacat, Pampanga

Central Luzon Doctors Hospital

Tarlac City

Nazareth General Hospital

Dagupan City

Bethany Hospital, Inc.

San Fernando City, La Union

Bulacan Provincial Hospital

Malolos, Bulacan

St. Therese MTC Colleges Hospital

Iloilo City

The Doctors Clinic and Hospital

Koronadal City

Allah Valley Medical Specialist Center, Inc.

Koronadal City

Notre Dame Hospital and School of Midwifery, Inc.

Cotabato City

Metropolitan Hospital

Nasugbu, Batangas

11

The company is also the exclusive distributor of medical equipment for the
following companies: Medgraphics Corporation; Respironics, Inc.; United BMEC; Dixtal
Novametrix; and Westmed. It has its own Engineering Department that can provide
repair services and after sales service maintenance.
The medical equipment offered to companies include: ventilators, PFT System,
Gas Exchange System, Stress System Testing Treadmill, Portable Metabolic Testing
Syste, Nutritional Assessment, Simple Spirometer, Pulse Oximeter, ECG Machines
(Single & 3 Channel), Multiparameter Patient Monitor, Central Station Monitoring
System, Chest Percussor, Fetal Monitor/ Doppler, Desktop Vital Sign Monitor, Suction
Machines, Syringe Pump, Infusion Pump, Nebulizer, Holter Recorder / Analyzer, Oxygen
Analyzer, Safety Analyzer.
MSA Philippines has basic requirements for a tie up with hospital. These include:
a minimum of 100 bed capacity; accredited by the Department of Health, and Philhealth;
and has existing pulmonary equipment and staffs, that arrangement will be discussed in a
meeting with hospital management. The pulmonary staff may apply at the corporate
office of MSA to undergo RT Enhancement training in order to ensure that quality service
will be delivered to patients.
Appendix A shows a sample of Memorandum of Agreement between the
company and affiliated hospital.

Organization and Management

Medical Services of America adopts a hierarchical organizational structure where
every entity in the organization, except one, is subordinate to a single other entity. This

12

arrangement is a form of a hierarchy. This hierarchy consists of a singular/group of power

at the top with subsequent levels of power beneath them. This is the dominant mode of
organization among large organizations.
Medical Services of America, Inc. has several locations across the country, with
over 200 companies located in the following states: Florida, Georgia, Indiana, Kentucky,
Maryland, Nevada, North Carolina, Ohio, Oklahoma, Pennsylvania, South Carolina,
Tennessee, Virginia and West Virginia. Even with a widespread presence, MSA still has a
local, small town appeal.
The Board of Directors (BOD) holds the top authority. It is primarily responsible
for oversight functions.
The Board of Directors of MSA, Inc. is composed of Ronnie L. Young,
President/CEO and Senior Board Member;

James F. Hardman, Executive Vice

President/COO and Senior Board Member; John D. Keim, Vice President/CFO and
Senior Board Member; Donna S. Camit, Vice President and Senior Board Member;
Wayne Jeffcoat, Corporate Director and Junior Board Member, and Christy Jeffcoat
Corporate Director, and Junior Board Member.
The MSA Philippines are committed to the same excellence that is conveyed by
each member of the management team. Figure 3 shows the organizational structure of
MSA Philippines.
MSA Philippines is headed by Ms. Aurora Jimeno-Dereja, the General Manager.
She is in-charge of directing the overall business and operations. She performs budget
oversight, including evaluating the needs and uses of resources. Budget oversight

13

promotes economic development in communities when appropriate or necessary to

generate company business. She also heads the in-house company programs for
development and growth to promote and generate entrepreneurship.

General Manager
Aurora Jimeno-Dereja

Human Resources and

Administrative Officer
Cecile G. de Leon

Training Officer
Orville Zamora

Chief Accountant
Milagros DL. Macariola

Hospital Operations
Officer
Noli B. Lagasca

Area Coordinator and

Supervisors

Figure 3. Organizational structure of MSA Philippines

14

Ms. Mary Micheline Cecile G. De Leon, the Human Resource and Administrative
Officer who oversees the day-to-day operations of other Human Resources (HR)
professionals. She ensures that the policies and procedures are being followed, and kept
current with workplace laws. She makes certain that employees wages and benefit
options are comparable with those of competitors within the industry. She is also
responsible for seeking and identifying employee talents who will help achieve the
companys strategic goals, vision, mission and overall success.
Ms. Ila Macariola, the Finance officer, is responsible for audit and investigates,
claims, analyzes contracts, and validates financial documents and takes charge of the
accurate financial reporting.
Mr. Noli Lagasca, the Hospital Operations Officer, supervises and monitors the
operations of MSAs Pulmonary Department at client hospitals. He coordinates with the
support groups for all the needs of hospital supervisors to assure smooth operations. He
ensures that the hospitals operations run smoothly and according to company policies. He
also manages the Area Coordinators and Supervisors as well as their employees and
monitors their job performance.
Mr. Orville Zamora, the Training Officer who renders trainings and enhancement
of staffs to ensure that operations manual and quality service is always applied. He,
alongside with the HR Officer, conducts personality development programs and skills

15

updates. Part of his responsibilities is to organize recreational events such as

teambuilding and outing for relaxation and cut work-related stress.
The Area Coordinator and Supervisors are responsible in overall operations of
Respiratory Therapy Department in MSA affiliated hospitals.
Management Policies and Practices
Hiring Procedures. New positions, whether additional or replacement staff, are
established based on justifiable needs and objectives of the company. The company
observes the following procedures in establishing positions:
1. The requesting individual, who should in no case be lower than a Supervisor
should, accomplish a letter of requisition with justification of needs of a
new/additional staff.
2. The accomplished form and letter are presented to the Area Coordinator for
notification.
3. After notification, the accomplished letter and form are submitted to Hospital
Operations Officer for approval.
4. After approval, the Hospital Operations Officer refers the request to the
Human Resources and Administrative Officer for processing.
5. Proceed to Department of Finance for verification as to whether or not the
consequential cost is budgeted and consistent with the companys business
plan.
6. After verification, the Finance Department returns the request to the Human
Resources Department to facilitate the necessary actions.
Hours of Work. It is the policy of the company to establish the time and duration
of working hours as required by workload, customer service needs, the efficient

16

management of personnel resources and any applicable laws. The company implements
the following policies in relation to working hours:
a) The standard workweek shall be forty hours of actual workweek. The
employee will be allowed to have a fifteen (15) minutes break each half-day,
at times to be arranged by the department head; one-hour meal break for every
eight-hour work schedule.
b) In order to allow maximum flexibility and effectiveness in the work program
of the company, the supervisor or department head will arrange a system of
hours and days of work. In order to maintain efficiency and to provide
adequate employee coverage, the company reserves the right to schedule
hours and days of work for each employee.
c) All employees are required to complete an individual time record showing
daily hours worked. Time records cover two weeks and are to be completed at
the close of each day.
d) Supervisors and those in higher position are exempted from logging in but
must account for daily attendance. In addition, exempted employees will not
receive overtime compensation.
e) Supervisors may schedule overtime or extra shifts when it is deemed
necessary. The following rules apply for overtime:
Overtime will be allowed only with the consent of the department head
upon previous notification and proper application therefore and shall
be kept at an absolute minimum. Any work done by an employee
beyond the regular working hour period without previously addressing
the superior and/or department head about the need for additional
hours will be regarded as unofficial.

17

When a department head or supervisor finds it necessary to require

overtime work, compensatory time should be utilized wherever
possible, in an effort to minimize overtime.
Basis of overtime pay shall be the daily wage of the employee.
Termination. Every effort will be made to help the employees adjust to their
work. Should the performance of an employee be considered unsatisfactory during the
first six months of employment, the company reserves the right to terminate the service.
Resignation. Resignation shall be effective after a thirty-day notice. All property
belonging to the company must be returned and a clearance has to be submitted and
signed by concerned officer. The following are the lists of concerned officers and their
requirements before signing the clearance form:
1. Supervisors/ Immediate Superior
a. Turnover of pending/ unfinished work
b. Turnover of files
c. Turnover of keys to drawers and cabinets
d. Turnover of unused office supplies and hospital supplies
e. Physical turnover of office and hospital equipment/ furniture and tools
(for hospital staff)
f. Turnover of Keys (Pulmonary & Staff House) if applicable
2. Personnel Section
a. Turnover of company Identification Card (ID)
b. Turnover of blazer
c. Turnover of ATM Card
d. Turnover of Philamcare Card (if applicable)
3. Purchasing and Inventory Section
a. Physical turnover of office equipment and machines assigned to employee
( for office staff only)
b. Submission of duly accomplished Equipment Turnover Form (for office
and hospital staff)
4. Accounting Section
a. Verification of financial accountabilities such as Advances and Salary
loans.

18

b. Vacation days accrued and owed to the resigning employee will be added
to the employees last salary.
The thirty-day notice is necessary so that Company can make the adjustments
concerning scheduling of work assignments and hire replacement.
Exit Interview. Employees leaving the companys employment will be asked to
participate in an exit interview. The exit interview is conducted in an attempt to discover
whether the company has served their needs adequately. The impressions and
constructive criticism will help make the company a better organization to work with.
Disciplinary Measures. The company sets rules of discipline and personal
behavior with which all employees must comply with at all times. The administration of
discipline must be firm, fair, and equitable, and in all cases must respect the dignity of the
individual whose offense is being investigated and penalized. Employees must uphold a
standard behavior, which, aside from merely being accordance with law and the
companys rules and regulations, must be ethical as well.
Motivation and Incentives
Compensation Policy. The company makes a sincere effort to pay its employees
fairly. All jobs have been evaluated according to their varying responsibilities and placed
in grade levels. The Human Resource Officer will be glad to explain your job
classification and its present salary range.
The company will conduct a comprehensive wage and salary review annually, or
more often if indicated, to keep it current and competitive in the labor market along with
other economic or financial considerations. Any changes that emerge from these studies
will reflected in the grade level.

19

It is the policy of the company to pay employees by direct deposits to the bank on
a regular basis and in a manner so that amount, method and timing of such payments will
comply with applicable laws of regulations. The following pay procedures are
implemented by the company:
a) Payday is every 15th and 30th of each month. The fifteenth of the month salary
covers the period from 1-15, and 30th from 16 -30 of every month.
b) Employees on each payday will receive, in addition to their direct deposit, a
statement showing gross pay, deductions and net pay.
c) Deductions are made from pay in accordance with existing laws for
withholding income tax, social security premiums, Philhealth, and other
necessary deductions such as absences for reasons which do not entitle an
employee to a part or to all of his pay for the period of his absence.
Employee Benefits. The company provides the following benefits to its
employees:
1. Company uniforms
The company prescribes uniforms to employees whose nature of jobs involve
direct and frequent contract with costumers; or whose jobs require them to wear such
uniforms for reason of safety, security, health and hygiene. The uniform of the employees
is a scrub suit personalized.
2. Health Care Coverage
All regular employees are entitled to be included in the Companys healthcare
coverage.
3. Holidays

20

MSA observes all legal and public holidays declared by the Philippine
Government
4. Counseling
MSA Corporate Office will be available to discuss and help the staffs with
strictest confidence.
5. Service Awards
Loyalty award is upon completion of five years of continuous service and every
five years onwards.
6. Salary Loans
Emergency assistance thru Salary Loan Program is given to a regular employee
who have rendered at least one year of service upon filing of loan application.
7. Housing for Hospital Staff

Marketing
Marketing for MSA Philippines, is the process of performing various forms
of market research and feasibility study, presenting proposal of services to clients to
identify, to satisfy, and keep them. It is an integrated process through which the
company builds strong relationships and creates value for its clients.
Services Offered
MSA Philippines is fully engaged in the business of providing Cardiopulmonary
Services in partnership with local hospitals. The company provides the hospitals with
much-needed cardiopulmonary equipment, as well as a staff of highly competent

21

respiratory therapists who have undergone rigid training in providing quality respiratory
services, 24-hours-a-day, 7-days-a-week or depending on hospital needs.
MSA installs complete line of high modality pulmonary equipment as well as
supplies necessary for the operation of an effective Respiratory Department. Maintenance
and up-keep of all the respiratory equipment are done by MSA bio-medical engineers
regularly to ensure that equipments are operating under optimal condition according to
international standard. MSA ensures delivery of quality cardiopulmonary services to the
patients of its partner hospitals which is at par with the leading hospitals in the
Philippines.
The respiratory services offered to customers in hospital set-up are grouped into
four major service categories. These services include the following:
Therapeutic services. The therapeutic services of the company include
nebulization, chest physiotherapy, incentive spirometry, C-PAP and oxygen therapy.
1. Nebulization This is conducted by via aerosol facemask set-up, via aerosol
tracheostomy mask set-up or patient in ventilator. The Respiratory Therapist
explains the procedure to the patient and set-up the nebulizer. Before and after
the procedure, auscultation of patients chest is being done and patients
respiratory rate and pulse rate is acquired. Likewise, the patients condition is
documented.
2. Chest Physiotherapy - In addition to aerosol therapy, chest percussion (CPT)
is added to the procedure, if ordered by the physician, to improve the
mobilization of retained secretions along the patients airways. This procedure
can be done manual or utilize a device for shaking the secretions (G5
Vibracare).

22

3. Incentive Spirometry - MSA Respiratory Therapist make routine rounds to

coach a patient on effective way of using the Incentive Spirometer checking
and recording the changes in inspiratory capacity of the patient.
4. C-PAP - MSA Respiratory Therapist set-ups the gadget, attached to the
patient and make rounds every shift to check for obstructions (kinks,
condensate), disconnections, and make sure that the level of water on the
humidifiers and the working pressures of gas supplies (O2 and compressed
air) is consistent with Physicians order. Assessment on patients condition and
record development is written in flowsheet.
5. Oxygen Therapy (Oxygen concentrator, APN, Venturi Set-Up) - MSA
Respiratory Therapist visits the patient and check for proper function of APN
(or Venturi) and ensures that the set-up is properly connected and no kinks.
The RT also change tubings and refill water content of humidifier (for APN) /
reservoir (for Venturi) if necessary. Assessment of patients condition while
attached to the set-up is documented.
Critical / Emergency Care. In providing a broad, interdisciplinary approach to
latest developments, technical skills and competencies required in the care of the
critically sick and in emergency situations, MSA performs Tracheobronchial Suctioning /
Bronchial Lavage, CPR Participation, Mechanical Ventilation, Weaning Protocols and
Pulse Oximetry.
1. Tracheobronchial Suctioning / Bronchial Lavage This involves suctioning of
patient on mechanical ventilator performed by MSA Respiratory Therapist
during ventilator/patient rounds, which is every two hours. Assessment of
patients condition is also documented.

23

2. CPR Participation - MSA Respiratory Therapist assists in the CPR.

Ambubagging and external chest compression could be done to alternate with
the NOD/physician on duty.
3. Mechanical Ventilation (Neonatal, Pediatrics, Adult) - Patient-ventilator
management (rounds) every two hours, everyday while the patient is
attached on the mechanical ventilator, are being done by MSA Respiratory
Therapist. Patient-ventilator management includes:
3.1 Assessment and monitoring of patients condition,
3.2 Checking for ventilator function (including alarm and tubing
systems),
3.3 Refilling the humidifier if necessary,
3.4 Ascultation of patient to know if suctioning is needed,
3.5 Documentation of patients progress through: ventilator monitoring
sheet and SOAP, and
3.6 Adjustment of the parameter settings per physicians orders and
troubleshooting when necessary.
MSA standard procedure in changing ventilator circuit, for infection control, is
every five (5) days for adult patients and every three (3) days for pediatric/infant patients.
4. Weaning Protocols The MSA Respiratory Therapist implements weaning
program and method ordered by the physician. Patients vital signs are
checked during the procedure as well as the physical condition and breathe
sounds. Communication with patient during weaning sessions is important.
All pertinent patient data is documented and the nurse-on-duty or physician is
notified on the out-come after each sessions.
5. Pulse Oximetry - The patient attached to pulse oximeter is visited by MSA
Respiratory Therapist every shift to check if equipment is functioning

24

properly and do troubleshooting when necessary. Assessment of patients

condition is documented.
Diagnostic Care. Services involving diagnostic care include blood gas analysis,
pulmonary function test, cardiac monitoring, peak expiratory flow rate determination,
spontaneous breathing parameter determination, and capnography.
1. Blood Gas Analysis - The extraction of specimen and its processing shall be
done by MSA Respiratory Therapist. The result is prepared and submitted to
the Pulmonologist In-Charge for interpretation.
2. Pulmonary Function Test - MSA Respiratory Therapist explains the procedure
and coaches the patients to obtain accurate test results. The result is prepared
and submitted to the Pulmonologist In-Charge for interpretation.
3. Cardiac Monitoring - MSA Respiratory Therapist sets-up the equipment and
attach it to the patient. The RT visits the patient to check for disconnections,
wear-and-tear of the electrodes, and perform basic troubleshooting of the
machine when necessary. Assessment of patients condition is documented.
4. Peak Expiratory Flow Rate Determination - Coaching the patient during the
performance of the procedure and recording of result in the flowsheet are
being done by MSA Respiratory Therapist.
5. Spontaneous Breathing Parameter Determination - MSA Respiratory
Therapist assist the patient in doing the procedure and document the result.
6. Capnography - Setting up, attaching equipment to patients tubing and
recording of result are the responsibilities of MSA Respiratory Therapist.
Education Services. Training and skill development has become an essential
ingredient in ensuring the efficiency of healthcare staff, patients and their family. The

25

education services offered by MSA Philippines include patient and family education and
in-service training.
1. Patient and Family Education - All pulmonary procedures to be done are
explained to the patient and relative prior to its performance. Full details on
how procedure will be done, why it should be done and the benefits the
patient can get from the procedure are conveyed in order to get their full
participation.
2. In-Service Training - Orientations and lectures for physicians, nurses, etc.
regarding pulmonary services provided by MSA and related topics such as
new modalities in pulmonary services and equipment could be conducted per
request.

Price
Prices are established according to the type of supplies and services that will be
rendered with the approval of both the hospital management and MSA company. The
pricing and rates are stated in the MOA signed by the hospital and MSA Philippines. The
student was not allowed by the management to reveal the prices and rates of services as
part of the agreement.
Promotion
The promotional strategies used by private medical centers were advertising,
public relations and sales promotion.

26

Advertising. Print advertisements such as promotional brochures, pamphlets and

magazines were provided to target clients particularly doctors and management of the
hospitals. Billboards and banners were placed in strategic location, usually near medical
facilities to promote the companys services.
Public relations. MSA Philippines regularly participates in annual outreach
program or medical mission participated in by hospitals and medical professionals in
Cavite. The company provides free nebulization and ECG procedures to the community.
Sales promotion. Product and service orientations were regularly conducted by
area coordinators and supervisors among target clients to make the products and services
known and persuade them to avail the products and services of MSA.

Finance
For confidential reason, only the gross income earned by MSA Philippines-Cavite
Branch from Divine Grace Medical Center (DGMC) was provided to the student. As
shown in Table 2, the highest gross income for the services rendered to DGMC was
reported in January amounting to PhP 847, 807.56 followed by September with gross
income of PhP 819,149.56. The lowest gross income was accounted in April which
amounted only to PhP 369,050.84.

Table 2. Gross income report of MSA Philippines from Divine Grace Medical Center,
2011

27

Month

January
February
March
April
May
June
July
August
September
October
November
December
Total
Problems Encountered by the Company

Gross Income
(PhP)
847,807.56
649,320.40
764,530.88
369,050.84
554,723.60
778,452.64
779,321.24
782,629.56
819,149.56
735,703.36
712,491.04
Not available
7,793,180.68

The most common problem of MSA Philippines - Cavite Branch in the operation
of pulmonary services was the difficulty or delay in the collection of payments from
client hospitals for the services rendered. The other problem was shortage of respiratory
therapists because of high turnover rate. This usually leads to work overload on the part
of the respiratory therapist available to perform therapeutic services to clients. Finding
employment opportunity overseas was one of primary reasons for the high turnover rate
of respiratory therapists.

Plans of the Company

Due to high demand for overseas employment of medical personnel particularly
respiratory therapist, the company plans to train more personnel so as to augment those
who left the company for other opportunities abroad.

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The company also plans to computerize the Human Resource Department and
payroll, and to upgrade from Bundy clock system to Simon clock system. This is part
of the companys goal of enhancing its human resource operations along with growth in
the number of medical personnel.

FIELD STUDY EXPERIENCES

Activities Undertaken
The student sought permission from the General Manager and Human Resource
and Administrative Officer of MSA Philippines to allow her to conduct her field study at
MSA Cavite Branch. The student sent a Letter of Endorsement from the Field Study
Coordinator asking permission to allow her to conduct her field study at the company.
Once permission is granted, the student started her field study on July 7, 2011 covering
two affiliated hospitals of MSA in Cavite, namely: Divine Grace Medical Center and Asia
Medic Family Medical Center.
The student performed her function as Area Coordinator in the Pulmonary Section
of the covered hospitals. She monitored the overall operations of the Pulmonary Section
of DGMC and AMFMC. Part of the monitoring functions involved supervising the MSA

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staff during the performance of their work and monitoring of the equipment rental
activities. Likewise, she monitored the completeness and correction of the
documentations of patient progress reported by the respiratory therapy staff.
The student also handled occasional problems encountered by the respiratory
therapy staff at the hospitals while providing respiratory services. She discussed with the
patients attending physician and hospital management regarding the problems that
occurred during the provision of services.
One of the most significant tasks of the student was her participation in the
product and service promotion of the company. She acted as management representative
in promoting the services and rental of MSA equipment to target clientele particularly
pulmonary doctors and hospital management. She also performed follow-ups of purchase
orders placed by the hospitals and collected statement of accounts and check payments
for the services rendered.
At the end of each month, she prepared an income report reconciliation that was
submitted to the head of billing department. This report served as the basis in determining
the proportion of income that would be shared by the hospital and MSA. To efficiently do
this, she counterchecked daily bills and payment of patients using the official receipts and
charge slips in order to arrive with the reconciled income report.
Throughout the duration of her field study, the student signed in and out using an
attendance report card to record her daily attendance.
After the completion of the study, the student was evaluated by her immediate
head, the Hospital Operations Officer of MSA - Cavite Branch and was given a

30

Certificate of Completion. The required 480 hours for the field study was completed on
October 7, 2011.

Observations
Throughout the duration of the field study, a friendly working atmosphere was
present among MSA staff and hospital staff. All personnel at the Pulmonary Section of
DGMC and AMFMC had good relationship with each other. Likewise, the respiratory
staff showed respect and professionalism, the student did not have difficulty in dealing
with the respiratory staff.
It was also observed that there was a high demand for respiratory equipment and
services between the periods of July and October 2011. This is the reason why shortage
of manpower was regularly encountered by the team and respiratory staff usually
rendered overtime to cover the demand. This is further heightened when a respiratory
staff left the company to work overseas.

Reflections and Insights

The field study improved the students skills in business management. She was
able to apply her gained knowledge in management and marketing and enhanced it
through actual working applications. The responsibilities placed in the hands of the
student was a valuable training which gave her the much-needed exposure in business
operations, marketing and management which are vital for enhancing her managerial and
supervisor skills. In addition, the field study experiences developed her sensitivity to

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peoples needs and her determination to achieve the companys goals. The student firmly
believes that the goal of the field study was achieved.

SUMMARY, CONCLUSION AND RECOMMENDATIONS

Summary
A field study was undertaken at MSA Philippines-Cavite Branch focusing on two
affiliated hospitals, namely: Divine Grace Medical Center and Asia Medic Family and
Medical Center in Cavite from July 7 to October 7, 2011.
In general, this study was conducted to enable the student to apply the gained
knowledge and skills in the actual business settings. Specifically, it aimed to describe: the
profile and operation of MSA, organization and management, marketing practices, and
the students learning experiences during the field study.

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The data used in this study were obtained from the records and files of the
company, company brochures, pamphlets, magazines and corporate website and through
interviews with employees.
MSA Philippines is engaged in the business of providing cardiopulmonary
services rentals of equipment in partnership with local hospitals in Cavite. Divine Grace
Medical Center and Asia Medic Family and Medical Center were two of the client
hospitals of the company were the student conducted her training.
The student acted as Area Coordinator in Cavite covering the DGMC and
AMFMC where she performed various tasks such as: monitoring the overall operations of
the Pulmonary Section of DGMC and AMFMC; handling of occasional problems
encountered by the respiratory therapy staff at the hospitals while providing respiratory
services; participation in the product and service promotion of the company; preparing
statement of accounts and collecting check payments from client hospitals; and
preparation of income report reconciliation submitted to the head of billing department.
Two most common problems were observed and experienced by the student
during the conduct of her field study, namely: difficulty or delay in the collection of
payments from client hospitals for the services rendered and shortage of respiratory
therapists to cover the demand.

Conclusion

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The field study categorically enhances the students skills like actual application
of theoretical knowledge and skills gained in classroom activities.

Exposure and

interaction with medical personnel, hospital administrators and target clients and staff
further develop the students supervisory and managerial skills as well as self-confidence
enabling her to perform her job well.
The field study is a culminating experience for the Business Management student.
The student firmly believes that the objectives of the field study were met. The students
experiences prepared her for competent and responsible practice in the business industry.

Recommendations
The shortage of staff particularly pulmonary therapist was the most frequent
problem encountered during her field study. This is further heightened by rising demand
of client hospitals. Hence, it is recommended that MSA Philippines should train and hire
more pulmonary therapists that will cover the entire workload and accommodate the
increasing demand for cardiopulmonary services.

The company should offer more

attractive compensation to retain current staff while attracting new and skilled respiratory
therapists.
With regards to delayed payment of hospitals, MSA should give incentives to
hospitals that pay on time like discounts. The assigned collecting personnel to the
hospitals should find effective ways on how to avoid delays in payments such as constant
follow ups, offer a convenient way of payment such as post-dated checks and offering
staggered payments.

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To increase sales and profits, MSA Philippines should develop more attractive
proposals to retain existing clients and attract new clients.
Lastly, since this field study prepared the student for competent and responsible
practice, links and mutual arrangements should be built between the school (CEMDS)
and business establishments. Establishing ties with owners of firms not only guarantees
the students welfare during field study but assure the school of a reliable place where the
students could truly achieve a competent and responsible field study.

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Douglas CH, Douglas MR (2005). Patient-centred improvements in health-care built
environments: perspectives and design indicators. Health Expectations, 8:264
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