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KGiSL Institute of Technology
(Approved by AICTE, New Delhi; Affiliated to Anna University, Chennai)

Recognized by UGC, Accredited by NBA (IT)
365, KGiSL Campus, Thudiyalur Road, Saravanampatti, Coimbatore – 641035.
Department of Information Technology

Name of the Faculty : Dr. M. Ananthi
Subject Name & Code : OBM752 / Hospital Management
Branch & Department : B.Tech & Information Technology
Year & Semester : IV / VII
Academic Year :2023-2024
OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBJECTIVES
• To understand the fundamentals of hospital
administration and management.
• To know the market related research process.
• To explore various information management
systems and relative support services.
• To learn the quality and safety aspects in
hospital.

OUTCOMES
• Explain the principles of Hospital
administration.
• Identify the importance of Human resource
management.
• List various marketing research techniques.
• Identify Information management systems and
its uses.
• Understand safety procedures followed in
hospitals.
TEXT BOOK & REFERENCES
TEXT BOOKS:
1. R.C.Goyal, “Hospital Administration and Human
Resource Management”, PHI – Fourth Edition, 2006.
2. G.D.Kunders, “Hospitals – Facilities Planning and
Management – TMH, New Delhi – Fifth Reprint 2007.

TEXT BOOK & REFERENCES
REFERENCES:
1. Cesar A.Caceres and Albert Zara, “The Practice of Clinical Engineering,
Academic Press, New York, 1977.
2. Norman Metzger, “Handbook of Health Care Human Resources
Management”, 2nd edition Aspen Publication Inc. Rockville, Maryland, USA,
1990.
3. Peter Berman “Health Sector Reform in Developing Countries” - Harvard
University Press, 1995.
4. William A. Reinke “Health Planning For Effective Management” - Oxford
University Press.1988.
5. Blane, David, Brunner, “Health and SOCIAL Organization: Towards a Health
Policy for the 21st Century”, Eric Calrendon Press 2002.
6. Arnold D. Kalcizony & Stephen M. Shortell, “Health Care Management”, 6th
Edition Cengage Learning, 2011.

UNIT I -OVERVIEW OF HOSPITAL ADMINISTRATION
Distinction between Hospital and Industry,

Challenges in Hospital Administration – Hospital
Planning- Equipment Planning – Functional
Planning

UNIT II - HUMAN RESOURCE MANAGEMENT IN HOSPITAL
Principles of HRM – Functions of HRM – Profile of

HRD Manager –Human Resource Inventory –
Manpower Planning.

UNIT III -RECRUITMENT AND TRAINING
Different Departments of Hospital, Recruitment,

Selection, Training Guidelines – Methods of
Training – Evaluation of Training – Leadership
grooming and Training, Promotion – Transfer.

UNIT IV - SUPPORTIVE SERVICES
Medical Records Department – Central
Sterilization and Supply Department – Pharmacy –
Food Services - Laundry Services.

UNIT V - COMMUNICATION AND SAFETY ASPECTS IN HOSPITAL
Purposes – Planning of Communication, Modes of

Communication – Telephone, ISDN (Integrated
Services Digital Network), Public Address and
Piped Music – CCTV. Security – Loss Prevention –
Fire Safety – Alarm System – Safety Rules.

UNIT I -OVERVIEW OF HOSPITAL ADMINISTRATION
Distinction between Hospital and Industry,

Challenges in Hospital Administration – Hospital
Planning- Equipment Planning – Functional
Planning

Hospital Management
Hospital:
The word Hospital is derived from the Latin word
hospitalis which comes from hospes, meaning a
host.
Hospital means an institution in which sick and

injured persons are treated.

Hospital Management
MANAGEMENT:
Management is an activity which is necessary for a group of
people working in an organization.
The task of management incorporates:
1. Determining the goals and objectives of the organization.
2. Acquiring and utilizing resources.
3. Installing communication system.
4. Determining controlling procedures.
5. Evaluating the performance of the organization.

Hospital Management
Management is a purposive activity. It is
something that directs group efforts towards the
attainment of certain pre - determined goals.
According to F.W. Taylor, “Management is an art of

knowing what to do, when to do and see that it is
done in the best and cheapest way”.

Hospital Management
HOSPITAL MANAGEMENT:
System that encompasses organizing,
planning, and monitoring a hospital's
operations, including personnel,
budget, medical equipment, patient
care etc.,

Hospital Management
Functions of management:
Management performs the following five
functions:
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling

Hospital Management
Planning:
A plan is a future course of action. It is an exercise
in problem solving and decision making.
Planning is determination of courses of action to
achieve desired goals.

Hospital Management
Organizing:
It is the process of bringing together physical, financial and human
resources and developing productive relationship amongst them for
achievement of organizational goals.
To organize a business involves determining & providing human and
non-human resources to the organizational structure.
Organizing as a process involves:
- Identification of activities
- Classification of activities
- Assignment of duties

Hospital Management
Staffing:
Staffing has assumed greater importance due to
advancement of Technology, increase in size of business,
complexity of human behavior etc.
The main purpose of staffing is to put right man on right
job
Staffing involves:
Recruitment, Selection & Placement
Training & Development
Remuneration
Performance Appraisal
Promotions & Transfer
Hospital Management
Directing
Direction is the inert-personnel aspect of management
which deals directly with influencing, guiding,
supervising, motivating sub-ordinate for the achievement
of organizational goals.
Direction has following elements:
Supervision
Motivation
Leadership
Communication

Hospital Management
Controlling
The purpose of controlling is to ensure that
everything occurs in conformities with the
standards.
Controlling has following steps:
• Establishment of standard performance.
• Measurement of actual performance.
• Corrective action

DISTINCTION BETWEEN HOSPITAL AND
INDUSTRY
Hospitals has some difference from industries.
• Hospital gives service to people by variety of
skills.
• Hospitals exist because people need care and
nursing homes exist because of the need for
long-term health care.
• The nature of the demand for hospital services
is also different, which cannot be provided at
home.
INDUSTRY
• The patient leaves home, family, friends, his work-
place, his way of life for a new environment.
• In this new environment, he has a definite role.
• In the hospital, his role is similar to 30 or 40 others in
the ward or unit in which he is a patient.
• He is subjected to a new set of values and a new way
of life.
• A hospital deals daily with the life, suffering, recovery
and death of human beings.

DISTINCTION BETWEEN HOSPITAL AND INDUSTRY
Hospital is different in many aspects:

1. Complexity
• Hospitals tend to have very complex
organizational structures compared to
industries.
• A 400-bed hospital might have over 1,000
different job titles.

INDUSTRY
2. Highly trained professionals
• A large portion of the workforce- physicians, nurses,
allied health and many technical positions, are highly
trained and have a high level of autonomy.
3. Organization structure
• Most of the time, products, services and processes
are built around the customers.
• But hospitals are built around doctors!

INDUSTRY
4. Customer Service is no longer a 'nice to have'
• Every company wants to improve customer service.
• But with the new HCAHPS (Hospital Consumer
Assessment of Health care Providers and Systems)
requirements, patient scores are not a critical success
metric for hospitals.
5. The nature of the Services
• Hospitals need to deliver a combination of products,
services and above all well being.
• In industry, the margin of error should almost be nil

INDUSTRY
Functions of Hospitals:
1. Training of Physicians, nurses and other personals
2. Prevention of disease and promotion of health
3. Advancement of research in scientific medicine
4. To provide care for the sick and injured

CHALLENGES IN HOSPITAL
ADMINISTRATION
Challenges to administrative abilities have come from
within the health field as well as from the public:
1. Business and professional leaders who were initiated
into the hospital scene as trustees of voluntary hospitals
2. The large number of physicians who are especially
worry about the facilities and services available for the
care of their patients;
3. Professional organizations prescribe various standards
of hospital operation while granting approval to the
hospitals

ADMINISTRATION
4. Academicians who are concerned about matching
what they teach with the requirements of the patients
and hospital administration;
5. Trustees of the Trust Hospitals, members of Registered
Society Hospitals, shareholders of Corporate Hospitals,
and other who have been their own masters and have
been operating with no limits so far will have to face
increasing professionalism threatening their power and
existence.

ADMINISTRATION
Other Challenges:
• The hospital CEO has to collect sufficient funds from
patients rather than from trustees, society members,
shareholders, etc. to run his hospital.
• A new challenge is that of being environment friendly.
Hospitals do not focus on safe environment.
• The CEO of a hospital must be able to provide latest
technology and vision. He should push for change
when it is required in the interest of the patients,
employees and the community

ADMINISTRATION
• The Chief Executive Officer of a hospital will have to serve as a
catalyst for relationship building between patients and
employees, government agencies and his hospital and between
hospitals and his own hospital
• It is also important for the hospital CEO to be a business
practitioner first and then a technologist. His responsibilities
include executive communication, budgeting, building
relationships, management, problem solving etc.
• CEO is primarily responsible to facilitate and communicate the
hospital’s philosophy and vision

ADMINISTRATION
• The administrators of earlier hospitals usually were
nurses who combined their nursing tasks with the
performance of supervision of supply of cloth, feeding
of patients and housekeeping. As the medical aspects
of hospital service became more complex, physicians
became administrators.
• There's no doubt a hospital administrator's job is
difficult and demanding, and it's only getting tougher.

ADMINISTRATION
1. Compete for healthcare professionals:
There is a real shortage of healthcare professionals, and it's hurting
the profitability of hospitals as they pay more for every employee
they hire. From 2008 and 2018, healthcare employment has grown
by 23 percent, compared to only 9 percent in all other
employment sectors, according to the Bureau of Labour Statistics.
During that time, hospitals will be forced to compete for:
• Registered nurses
• licensed vocational nurses
• Home health aides

ADMINISTRATION
• Nursing aids and attendants
• Physicians and surgeons
With this in mind, hospital administrators must

put a plan in place to address the shortage and
compete for the best employees. As they
compete, they must be skilled at recruiting and
retaining qualified healthcare professionals.

ADMINISTRATION
• Hospital administrators need to build strong
relationships with schools that offer
healthcare-related degrees in their local
communities and across the nation.
• Additionally, they must make working at their
hospital attractive, which means thinking
beyond competitive pay and benefits to
ensuring each individual employee feels
connected to the hospital and has a passion
for working for the organization
ADMINISTRATION
2. Specialize for growth:
• With the rapid growth of specialty hospitals, physician-run outpatient surgery
centers and diagnostic centers, traditional hospitals are facing increased
competition.
• To compete for patients, hospital administrators must be prepared to set their
hospitals apart through a specialized care strategy.
• Benchmarking best practices is essential; hospital administrators must take
time to investigate other specialty healthcare providers in their local
communities, identify areas of opportunity and put a strategic plan in place for
building renowned specialty practices. During this process, they typically take
numerous factors into consideration, including local demographics and
competitors' areas of specialization.
• With a specialization strategy solidified, hospital administrators must focus
their efforts on recruiting specialized personnel and building a local
reputation for excellence for the practice area.
ADMINISTRATION
3. Prepare for the future:
• Hospitals are feeling the pressure to expand to meet growing
demand. At the same time, hospitals are facing changes in the
way they are paid. Reimbursements are shifting from a fee-for-
service model to a model that is based on outcomes and overall
quality of care.
• When patient satisfaction plays a role in the way hospitals are
paid, you can bet hospital administrators are making it a
priority.
• Therefore, hospitals are conducting extensive market research
to ensure their expansion efforts are aligned with what
consumers expect.

ADMINISTRATION
• For example, with the knowledge that women make most
healthcare decisions in a family, one hospital decided to build
an 18,000-square-foot imaging center for women with a spa-
like atmosphere and robes. One children's rehabilitation
hospital built a massive facility that comes complete with
therapeutic gardens, play areas and even an all-grades school
for inpatients. Other hospitals are converting semi-private
rooms into private rooms, and there is a great deal of emphasis
on making them safe and comfortable.
• Having modern facilities with up-to-date medical equipment is
crucial for hospitals that are competing for patients. With this
in mind, hospital administrators must be prepared to balance
current financial strain while positioning for the future.
ADMINISTRATION
4. Improve patient care through technology:
• There's not a corner or crevice of healthcare that is
not being affected somehow by technology. Medical
providers throughout the country, for instance, are
spending millions of dollars on electronic medical
record systems that allow physicians and hospitals to
seamlessly share patient information.
• Ensuring that EMRs are effectively implemented
within the healthcare organization is a critical role of
healthcare administrators.

ADMINISTRATION
• Healthcare administrators need broad-based skills to
integrate information and make evidence-based decisions.
From electronic communication to order entry systems to
the most advanced imaging technology, even the best
technology is no good unless it's applied to improving
organizational and patient outcomes.
• Hospital administrators are responsible for making sure
hospitals operate efficiently and provide quality medical care
to patients.
• As a result, they must keep up with advances in medicine,
technology and government regulations and policy changes.

HOSPITAL PLANNING
The general public is now more alert to its health and in accepting the role of
the hospital in its daily life.
Today’s Patients are Better Informed
Today’s patients are better informed and know more about health care services.
This is why they make their own decisions- they shop for and select the best
hospital; they choose their doctor or change him.
Having become cost conscious, they demand quality care at a reasonable price.
Hospitals of Yesteryear
Health care has come a long way since Florence Nightingale tended the harmed
soldiers in the Crimean War. There wasn’t enough of treatment and health care.
The institution that we know today as the hospital is phenomenon of the last
century

HOSPITAL PLANNING
Technological Advances
With the rapid development and advances in technological, medical and
administrative sciences and innovative techniques and therapies, today’s
hospitals will become disappearing within a short time.
One cannot even guess at the future miracles of medicine.
That is why one planning design expert said, ”We have got to design
‘smart’ hospitals that respond to present needs while anticipating future
changes.”
In the early days, we talked of only general hospitals. Then came
specialties in hospitals and now we are planning and designing
superspecialty hospitals operated and managed by superspecialists.
When our health is at stake, we want quality, whatever it takes. We
demand the best and are willing to pay for it.

HOSPITAL PLANNING
Why Health Care Costs are High?
• Because of the tremendous advances that have come about in
treatment, technology and equipment.
• For example, equipment such as the MRI, CT Scan, ultrasound,
mammography, simulator and linear accelerator are so common
and so necessary in today’s health care treatment requires huge
investment.
• On the treatment side, a cardiac patient who once would have been
treated with drugs can now have a bypass operation or a
pacemaker implant that would cost him a great deal of money. He
recovers in the technologically advanced and sophisticated Coronary
Care Unit (CCU) that would cost him Rs. 10,000 or more per day.

HOSPITAL PLANNING
• A person who at one time would have died of kidney failure
now receives dialysis at considerable cost; alternatively he can
have a new kidney – a transplant that would cost upward of few
lakh of rupees.
• Many hospitals fit the bill as “hospitals of people’s choice.” They
are operated efficiently and furnish a high standard of patient
care.
• And yet, there are a vast number of hospitals in India in which
standards of care are low. These standards must be improved if
those hospitals have to meet people’s growing expectations.
• Today’s patients recognize the distinction between good and
common place hospitals.

HOSPITAL PLANNING
Planning for a New Hospital:
• First step is always a dream or an idea born in the mind of an
individual.
• Gather support of other people.
• A committee is then formed and is given the authority to
undertake preliminary work such as a feasibility study and to raise
funds to meet the expenses involved in the survey and study.
• All successful hospitals, are built on a harmony of good panning,
good design and construction, and good administration.
• The success of a hospital is generally measured by the quality of
patient care it provides and the efficiency with which it operates.

HOSPITAL PLANNING
Successful hospital:
To be successful, a hospital requires a great deal of
preliminary study and planning.
It must be designed to meet the needs of the people it is
going to serve.
It must be staffed with adequate number of efficient
doctors, nurses and other professionals.
The staff must be able to render quality and adequate
care to the community they serve.

HOSPITAL PLANNING
Planning involves six question
• What we expect to do?
• Why it is to be done?
• Where will it be done?
• When are we expected to do it?
• Who all are going to do it?
• How will it be done?

HOSPITAL PLANNING
Planning Team
• Hospital administrator
• Specialists from various clinical branches
• Nursing advisor
• HR manager
• Civil and electrical engineers
• Representative of local body
• Senior architect
HOSPITAL PLANNING
The graphic presentation of the different stages in
promoting and building a new hospital is as
follows:

EQUIPMENT PLANNING
• Hospital planning is not complete if careful
attention is not given to the fixed and movable
equipment needed for the hospital.
• With the exception of items of current
operating expense such as food, fuel, drugs,
dressings, paper, printed forms, soap, etc.

EQUIPMENT PLANNING
• The term “equipment” means all items necessary for the functioning
of all services of the hospital including accounting and records,
maintenance of buildings and grounds, laundry, public waiting rooms,
public health and related services.
• Medical equipment is a vital component in healthcare delivery.
Equipping health facilities need detail planning and coordination,
clinical needs and the equipment requirements are met with the
design and function.
• The ultimate objective is to ensure all products selected are fit for
purpose, within budget and, procured, delivered and commissioned
in accordance with projects build programme.
• Healthcare Equipment Planning is a specialized process and requires
not only a clear understanding of the clinical need but also a
knowledge of budgeting, architectural design and building process.
EQUIPMENT PLANNING
Equipment for a new hospital may be classified into the following
three groups based on the usual methods of acquisition and on
suggested accounting practices with regard to depreciation.
1. Built-in Equipment:
• This is usually included in the construction contracts.
• Examples are cabinets and counters in the pharmacy, laboratory
and other parts of the hospital, fixed kitchen equipment,
laundry chutes, elevators, dumb waiters, boilers, cold
rooms/walk-in coolers, deep freezers, fixed sterilizing
equipment and surgical lighting.
• The planning and design of fixed equipment built into the
hospital facility is the architect’s responsibility.

EQUIPMENT PLANNING
2. Depreciable Equipment:
• Equipment that has a life of five years or more is not normally
purchased through construction contracts.
• These large items of furniture and equipment have reasonable fixed
location in the hospital building but are capable of being moved.
• Examples are surgical apparatus, diagnostic and therapeutic
equipment, laboratory and pharmacy equipment, office equipment,
etc.
• Equipment that is not included in the construction contract but
which require mechanical or electrical service connections or
construction modifications shall, as far as is practical, be identified
on the design development drawings to ensure its coordination with
the architectural, mechanical and electrical phases of construction.
EQUIPMENT PLANNING
3. Non- depreciable Equipment:
• Equipment having less than five years’ life span is
purchased through ways other than construction
contracts.
• These are generally small items of low unit cost under
the control of the storeroom.
• Examples are kitchen utensils, chinaware, tableware,
surgical instruments, catheters, linen, sheets,
blankets, lamps, wastebaskets, etc.
The consultant must prepare a list of all the items under
groups 2 and 3 given above.
EQUIPMENT PLANNING
• The first step in preparing this list is to consider each room as a separate entity
and prepare a comprehensive room-by-room equipment list, which should
include additional items that may be required for the hospital. Detailed
specifications must be given.
• This task must be undertaken at the stage of design development itself. Working
closely with the architect, the consultant should test the space needed for each
item of equipment on the list.
• The selection of technical, scientific and medical equipment requires careful
analysis of each department’s needs and conscientious study that will result in
selecting equipment that will best meet the needs.
• Department heads and staff members should be fully satisfied with the type and
quality of the equipment. They should therefore be consulted before purchase.
• It is necessary to consult with the architect designing the building early so that
the facilities planned will be of sufficient size to accommodate the equipment
and render the necessary service.
FUNCTIONAL PLANNING
Functional planning in hospitals is important, and
the key to this is the understanding that travel
and adjacencies affect the operational cost over
the life of the building.
The main function of a hospital is to provide the
population with complete health care; it also
functions as the center for the training of health
workers.

FUNCTIONAL PLANNING
Following are some of the broad categories of
Hospital functions:
Medical care ‐ which involves the treatment and management of
patients through the staff of physicians.
Patient Support ‐ which relates directly to patient care and
includes nursing, dietary diagnostic, therapy, pharmacy and
laboratory services.
Administrative ‐ which concerns the execution of policies and
directions of the hospital governing discharge of support services
in the area of finance, personnel, materials and property,
housekeeping, laundry, security, transport, engineering and board
and other maintenance.
FUNCTIONAL PLANNING
Functional planning covers the following activities.
1. Determining approximate section wise workload.
2. Determining services to be provided (for inpatients/ outpatients, for other
departments, smaller hospitals and private practitioners).
3. Determining area and space requirement to accommodate equipment,
furniture and personnel in technical, administrative and auxiliary functions.
4. Dividing the area into functional units, biochemistry, microbiology,
histopathology, urinalysis, etc.
5. Determining the number of workstations in each functional unit/division and
deciding the linear bench space allotted for each work station.
6. Determining the major equipment and appliances in each unit. This is generally
classified into:
i. Technical equipment peculiar to certain workstations
ii. Other equipment and appliances e.g. (refri-gerators, hot air ovens, centrifuges) that can be jointly
used by different workstations or units.

FUNCTIONAL PLANNING
7. Determining the functional location of each section in relation to one
another, from the point of view of flow of work and technical work
considerations.
8. Identifying the electrical and plumbing requirements for each
area/work station. Independent electric circuits are required for
electronic equipment items. Location of sinks and wash areas are vital
for efficient performance of workstations.
9. Considering utilities, lighting, ventilation (forced or normal exhaust,
air-conditioning and air hygiene) and isolation of equipment or
workstations.
10. Working out the most suitable laboratory space unit, which is a
standard module for work areas. A standard module facilitates
rearrangement of work units with least disruption and minimal
structural changes.

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KGiSL Institute of Technology

(Approved by AICTE, New Delhi; Affiliated to Anna University, Chennai)

Department of Information Technology

Subject Name & Code : OBM752 / Hospital Management

Branch & Department : B.Tech & Information Technology

Year & Semester : IV / VII

Academic Year :2023-2024

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

Distinction between Hospital and Industry,

OBM752/HM/IV -IT/VII SEM/KG-KiTE

Principles of HRM – Functions of HRM – Profile of

OBM752/HM/IV -IT/VII SEM/KG-KiTE

Different Departments of Hospital, Recruitment,

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

Purposes – Planning of Communication, Modes of

OBM752/HM/IV -IT/VII SEM/KG-KiTE

Distinction between Hospital and Industry,

OBM752/HM/IV -IT/VII SEM/KG-KiTE

Hospital means an institution in which sick and

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

According to F.W. Taylor, “Management is an art of

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

Hospital is different in many aspects:

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

With this in mind, hospital administrators must

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE

OBM752/HM/IV -IT/VII SEM/KG-KiTE