Finance Project

An Organisation Of Suman Scan & Diagnostic Center
1.1 INTRODUCTION
This report provides an introduction to health care organization, practice

and policy, presenting an overview of healthcare that emphasizes the interplay
between science, society, and individuals. It aims to develop understanding of
how health care organizations shape the practices of professionals working
within them.
Suman Group one of the largest integrated healthcare groups in the

region, it also did successfully catalyze the private healthcare revolution in the
country. Suman scan center today has made every aspect of their lofty mission
a reality..
Suman scan center Hospitals was the forerunner of integrated

healthcare in Asia, as well as globally. Today, the group's futuristic vision has
ensured that it has been in a position of strength at every touch point of the
healthcare delivery chain. Its presence encompasses over 100 beds across 2
hospitals, more than 15 pharmacies, over 10 primary care & diagnostic clinics,
15 telemedicine units, health insurance services, global projects consultancy,
15 academic institutions and a Research Foundation with a focus on global
clinical trials, epidemiological studies, stem-cell and genetic research.
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1.2 OBJECTIVES OF THE STUDY
The main objective of this study is to study the organisation of various departments, the origin
growth and development of the industry and organisation, the present status of the industry
future prospects of the industry as well as the organisation.
The study also helps to identify the specific management problems and to come out with the
possible solutions and recommendations.
The overall objectives of the study:-
 To study the organization structure.

 To know about its products and service activities.
 To know the different functions of all the departments.
 To know the responsibilities of top management and how to execute responsibility in
a competitive economy.
 To analyze the organization using SWOT analysis.
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1.3 HEALTH CARE INDUSTRY

The healthcare sector is the sector of the economy made up of companies
that specialize in products and services related to health and medical care. The
healthcare sector includes publicly-traded companies that power all dimensions of the
healthcare industry. Examples of these companies include, but are not limited to,
biotechnology companies, health insurance providers, pharmaceutical companies,
and companies that manage clinics and hospitals. Companies that produce
professional and home health products (for example, blood-pressure monitors,
Elastoplasts, Orthopaedic devices, and surgical supplies) are also included in this
sector. It comprises of providers of diagnostic, preventive, remedial, and therapeutic
services such as doctors, nurses, hospitals and other private, public, and voluntary
organizations. It also includes medical equipment and pharmaceutical manufacturers,
health insurance firms. The modern health care sector is divided into many sub-
sectors, and depends on interdisciplinary teams of trained professionals and
paraprofessionals to meet health needs of individuals and populations. The health care
industry is one of the world's largest and fastest-growing industries. Consuming over
10 percent of Gross Domestic Product (GDP) of most developed nations, health care
can form an enormous part of a country's economy. The health care industry is
typically divided into several areas.
The sector comprises hospital and allied sectors that include:

a. Medical care providers that includes physicians, specialist clinics, nursing homes and
hospital
b. Diagnostic service centres and pathology laboratories
c. Medical equipment manufacturers
d. Contract research organizations and pharmaceutical manufacturers
e. Third party support service providers
This third party involves activities of, or under the supervision of, nurses, midwives,
physiotherapists, scientific or diagnostic laboratories, pathology clinics, residential health
facilities, or other allied health professions, e.g. in the field of optometry, hydrotherapy,
Medical massage, yoga therapy, music therapy, occupational therapy, speech therapy,
chiropody, homeopathy, chiropractics, acupuncture, etc...
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1.3.1 Healthcare Industry in India:

Healthcare in India features a universal health care system run by the constituent states
and territories of India. The Constitution charges every state with "rising of the level of nutrition
and the standard of living of its people and the improvement of public health as among its
primary duties".
The National Health Policy was endorsed by the Parliament of India in 1983 and
updated in 2002.However, the government sector is understaffed and underfinanced; poor
services at state-run hospitals force many people to visit private medical practitioners,
Government hospitals, some of which are among the best hospitals in India, provide treatment
at taxpayer expense.
Most essential drugs are offered free of charge in these hospitals. Government hospitals
provide treatment either free or at minimal charges. For example, an outpatient card at AIIMS
(one of the best hospitals in India) costs a onetime fee of rupees 10 (around 20 cents US) and
thereafter outpatient medical advice is free. In-hospital treatment costs depend on financial
condition of the patient and facilities utilized by him but are usually much less than the private
sector.
For instance, a patient is waived treatment costs if he is below poverty line. Another
patient may seek for an air-conditioned room if he is willing to pay extra for it. The charges for
basic in-hospital treatment and investigations are much less compared to the private sector. The
cost for these subsidies comes from annual allocations from the central and state governments.
Primary health care is provided by city and district hospitals and rural Primary Health
Centres (PHCs). These hospitals provide treatment free of cost.
Primary care is focused on Immunization, prevention of malnutrition, pregnancy, child birth,
postnatal care, and treatment of common illnesses.
The Indian healthcare market is one of the prominent contributors to the country’s
Gross Domestic Product (GDP) having attracted large number of players- domestic as well as
International during the past few years. According to a report, The Indian healthcare market is
currently estimated at US$103 billion and is expected to reach US$120 billion by 2015 and
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An Organisation At Suman scan center Speciality Hospital
US$150 billion by 2017. Highly qualified doctors and scientists, state-of-the-art technology
and low costs have helped India become an attractive global destination for medical tourism,
clinical studies, and research and development (R&D) programs.
Medical tourism too has been rising in recent years. To conclude, the Indian healthcare sector
is on a fast growth track.
1.3.2 INDUSTRY STRUCTURE:

National level - The organization at the national level consists of the Union Ministry of
Health and Family Welfare.
State Level - The organization at State level is under the State Department of Health and
Family Welfare in each State headed by Minister and with a Secretariat under the charge of
Secretary/Commissioner (Health and Family Welfare) belonging to the cadre of Indian
Administrative Service (IAS).
Regional level - Each regional/Zone set-up covers three to five districts and acts under
authority delegated by the State Directorate of Health Services.
District Level - The district level structure of health services is a middle level management
organisation and it is a link between the State as well as regional structure on one side and the
peripheral level structures such as PHC as well as sub-centre on the other side.
Sub-divisional/Taluk level - At the Taluk level, healthcare services are rendered through the
office of Assistant District Health and Family Welfare Officer (ADHO).
Community level - one Community Health Centre (CHC) has been established for every
80,000 to 1, 20,000 population, and this centre provides the basic specialty services in general
medicine, paediatrics, surgery, obstetrics and gynaecology.
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1.3.3 INDUSTRY VOLUME:

The healthcare equipment sector attracted 8.8 per cent of the total investments in terms
of deal value with an aggregate of US$249.01 million. The hospital and diagnostics centre in
India received Foreign Direct Investment(FDI) worth US$ 1,597.33 million, while drugs &
pharmaceutical and medical & surgical appliances industry registered FDI worth US$
10,318.17 million and US$ 622.99 million, respectively during April 2000 to March 2013,
according to data provided by Department of Industrial Policy and Promotion (DIPP).
The demand for hospital services has been consistently soaring in the country, with
every class of the society demanding better quality and standards of healthcare. Realizing the
continuous growing demand, many investors worldwide have expressed their keenness towards
investing in the Indian hospital service market. The country is making strides in the right
direction as evident from the 100% allowance of FDI in the hospital segment under the
automatic route, since January 2000. The World Health Organization estimates there are 9.2
million physicians, 19.4 million nurses and midwives, 1.9 million dentists and other dentistry
personnel, 2.6 million pharmacists and other pharmaceutical personnel, and over 1.3 million
community health workers worldwide, making the health care industry one of the largest
segments of the workforce.
The medical industry is also supported by many professions that do not directly provide
health care itself, but are part of the management and support of the health care system. The
incomes of managers and administrators, underwriters and medical malpractice attorneys,
marketers, investors and shareholders of for-profit services, all are attributable to health care
costs.
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1.3.4 CURRENT SCENARIO:

The healthcare ecosystem in India is at an inflection point. While the outlook for the healthcare
industry is optimistic, there is a need to move towards an integrated healthcare delivery system,
which leverages technology and has the patient at its centre.
Growing population, increasing affordability, comparative cheaper treatment costs as
opposed to the west and medical tourism thereof, increased health insurance penetration,
increased patient awareness, out-of-the-box unconventional thinking by the healthcare players
for better operations, government opening up its arms to PPP and even providing tax holidays
will be the key factors to look out for which would drive the future of healthcare in India
Customers are growing more aware of their health needs, demand quick response, less waiting
times, and above all - demand nearness of the healthcare unit to them.
India presently has a bed deficit of approximately 30 lakh beds as per the WHO
recommendation of four beds per 1000 population. Considering even a 250 bedded hospital on
an average, the country would need 12000 hospitals in the near future. As almost 80 per cent
of this would be fulfilled by the private players, a huge rise in IPO's and premium commanding
players in the arena would flutter bringing in interesting times for the healthcare industry.
Recent spurt in Public Private Partnership (PPP) projects, and thrust on quality by the
government sector and its demand (& mandate in some areas) on National Accreditation Board
for Hospitals (NABH) and ISO, a lot of consultancy business is abuzz with the projects galore
in the accreditation and Quality management Systems (QMS) field. India to its credit already
has one government hospital NABH accredited and many are in the pipeline. With CGHS
making NABH mandatory for care and hospitalization cost reimbursements, there is hectic
activity seen in hundreds of hospitals waking up to the long due need for quality healthcare and
applying for the coveted quality mark.
The trend is on a steep rise, and it is just a matter of time when the government launches
patient awareness on NABH quality in full swing. This would make the patient demand at least
an ISO QMS certified hospital if not NABH.
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The healthcare industry is estimated at USD 22 billion. Estimated growth at 13 per cent
annually assures a return of 15-20 per cent for the healthcare providers. Healthcare sector at
present employs 4 million people directly and indirectly. Private healthcare market currently
estimated at Rs 690 billion (USD 14.8 billion). 85 per cent private sector
Establishments have less than 25 beds. Specialty and super specialty hospitals account
for 2 per cent of total institutes. Corporate hospitals constitute less than 1 per cent of all
institutes. Private sector accounts for 82 per cent of all out-patient visits. Private sector accounts
for 52 per cent of all hospitalization. The Indian healthcare industry, which comprises hospitals,
medical infrastructure, medical devices, clinical trials, outsourcing, telemedicine, health
insurance and medical equipment, was valued at US$ 79 billion in 2012, and is expected to
reach US $160 billion by 2017. The Indian healthcare sector is expected to grow at about 15
percent year-on-year (y-o-y), on account of factors such as rapid growth in infrastructure
development, creation of demand for higher levels of healthcare, rising awareness of end users,
and launch of innovative insurance, reimbursement, and financing policies.
The growth of the Indian healthcare sector is further driven by the 300 million strong
middle class populations with significant disposable income, which is likely to demand
superior healthcare services. The Indian healthcare industry is seen to be growing at a much
rapid pace than it was anticipated before and is expected to become a $238.76 billion industry
by 2020. A number of major players in the healthcare sector are actively participating in the
growth through expansion plans and putting in huge investments in the sector. According to
the Investment Commission of India, the healthcare industry in India has experienced
remarkable evolution of an added 12 percent per year during the last 4 years driven by a number
of factors such as increase in the average life expectancy and average income levels, and rising
awareness for health insurance among consumers.
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2.1 COMPANY PROFILE:
TYPE OF PRIVATE
BUSINESS ENTITY
INDUSTRY HEALTHCARE
FOUNDED 2001
HEAD QUARTERS HYDERABAD, INDIA
KEY PEOPLE
REVENUE
EMPLOYEES
WEBSITES www.Suman scan

centerhospitals.com www.Suman
scan centerspecialityhospitals.com
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At the behest of his father, in 1971, Dr. Reddy left behind a flourishing practice in
Boston and returned to India. On his return he found the medical landscape in the country
plagued by gaps in infrastructure, delivery and affordability. Things took a turn for the worse
when he lost a young patient who just did not have the means to go abroad for treatment. The
incident marked a cross road in Dr. Reddy's life and steeled his determination to get quality
healthcare to India. He set the blueprint to build India's first multi-specialty private sector
hospital.
Undaunted and unfazed by the obstacles faced, Suman scan center Hospitals opened its doors
in 1983 and ever since nurtured a goal which read as "Our mission is to bring healthcare of
international standards within the reach of every individual. We are committed to the
achievement and maintenance of excellence in education, research and healthcare for the
benefit of humanity".
In the 30 years since, it has scripted one of the most magnificent stories of success that
India has seen. Not only is the Suman scan center Group one of the largest integrated healthcare
groups in the region, it also did successfully catalyze the private healthcare revolution in the
country. Suman scan center today has made every aspect of their lofty mission a reality. Along
the way the journey has touched and enriched 39 million lives that came from 120 countries.
Suman scan center Hospitals was the forerunner of integrated healthcare in Asia, as
well as globally. Today, the group's futuristic vision has ensured that it has been in a position
of strength at every touch point of the healthcare delivery chain. Its presence encompasses over
10,000 beds across 51 hospitals, more than 1500 pharmacies, over 100 primary care &
diagnostic clinics, 115 telemedicine units across 9 countries, health insurance services, global
projects consultancy, 15 academic institutions and a Research Foundation with a focus on
global clinical trials, epidemiological studies, stem-cell and genetic research.
Over the past three decades Suman scan center Hospitals' transformative journey has forged a
legacy of excellence in Indian healthcare. The Group has continuously set the agenda and led
by example in the blossoming private healthcare space.
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One of Suman scan center's significant contributions has been the adoption of clinical
excellence as an industry standard. Suman scan center pioneered the concept - the group was
the first to invest in the pre-requisites that led to international quality accreditation like the JCI
and also developed centres of excellence in Cardiac Sciences, Orthopaedics, Neurosciences,
Emergency Care, Cancer and Organ Transplantation. Along with excellence the Suman scan
center philosophy rests on the pillars of technological superiority, a warm patent- centric
approach, a clear and distinct cost advantage and an edge in forward-looking research. Suman
scan center's spectacular success rests on sustained commitment and investments in each of
these pillars.
The Group continues to break new ground in adopting new technology. From
leveraging new age mobility, to getting futuristic equipment Suman scan center has always
been ahead of the curve. Currently, the group believes in the tremendous potential of robotics
and is investing heavily in making it a real and robust option for all. Suman scan center
pioneered Tender Loving Care (TLC) and it continues to be the magic that inspires hope,
warmth and a sense of ease in the patients.
Suman scan center started out with the promise of bringing quality healthcare to India at a price
point that Indians could afford. The cost of treatment in Suman scan center was a tenth of the
price in the western world. Today as the group charts out its roadmap to take healthcare to a
billion, the focus on driving a strong value proposition remains constant.
Suman scan center's remarkable story has captured India's attention. For its service to the
nation, the Group was felicitated with the honour of a commemorative postage stamp bearing
its name. For his untiring pursuit of excellence in healthcare, Dr. Prathap C Reddy, was
bestowed with the second highest civilian award, the ‘Padma Vibhushan’, by the Government
of India.
Recently Suman scan center Hospitals celebrated its 30th year. The Group, led by Dr. Prathap
Reddy, reaffirmed its goals and redefined their focus. With ambitious projects like Suman scan
center Reach Hospitals, a strong focus on preventive healthcare and an unabated commitment
to nurture excellence and expertise in healthcare, Suman scan center Hospitals envisions for a
new horizon - a future where the nation is healthy, where its people are fighting fit, and India
emerges as the preferred global healthcare destination.
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MALKAJGIRI BRANCH PROFILE:
The Suman scan center speciality hospital Jayanagar has started on 25th Mar 2001
inaugurated by Suman joint managing Director .
The hospital having 45 beds hospital and 10 emergencies beds and fully fledge operations
theters.
The hospital has 3 major surgical departments:-
1. Orthopedic
2. Pulmonology
3. Neurology.
The hospital has having following functional departments:-
 Finance Department
 Human Resource Department
 Marketing/Healthcare Services Department
 IT Department.
 Medical Records Department(MRD)
 Pharmacy Department.
 Nursing Department.
 CSSD
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 Stores Department
 Housekeeping department
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 Food and beverages

 Bio medical
 Security
Suman scan center Hospitals Group is one of the largest healthcare groups in Asia. Referred to
as the 'Architects of Healthcare in India', the Suman scan center Hospitals group, with the help
of latest technology and exceptionally committed medical practitioners, provide outstanding
healthcare facilities to people from all walks of life.
In keeping with our vision of "Touching a Billion Lives"; we offer you the latest Suman scan
center Specialty Hospital at Jayanagar, Bangalore. This new hospital works in conjunction with
our flagship hospital on Bannerghatta Road. The Suman scan center Specialty Hospital,
Jayanagar is a referral trauma & poly-trauma centre that specializes in Orthopaedics (Joint
Replacements, Sports Medicine & Trauma), Neurosciences (Brain & Spine care) and Critical
Care (Pulmonology, Interventional Pulmonology.)
At Suman scan center Specialty Hospital, Jayanagar we unite exceptional clinical care and
superior technology. We are dedicated to providing you with the best medical facilities and
reach out to you in every possible way.
Only at
Suman scan
center Values:
The confluence of seven values results in a ray that represents Suman scan center's leadership
in Indian Healthcare. A ray that is the beacon for millions looking for a cure… looking for
hope.
Ownership:
We value integrity and the promotion of the just use of resources entrusted to us for the
enhancement of human life.
Quality:
Always pursuing Quality, our Hospital envisions more efficient, equitable care at all levels of
a patient's experience. Through a consensus-based process, clinical quality and efficiency
measures meets the needs and expectations of the general public, government, providers and
practitioners.
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Compassion:
We value a quality of presence and caring that accepts people as they are and fosters healing
and wholeness.
Innovation:
We embrace change and work to improve all we do in a fiscally responsible manner.
Patient Centric:
In all our endeavours, we are guided by the needs of the patient, creating a partnership that is
effective and personal across the continuum of care. We put our patients first as we seek to
exceed the expectations of our customers with superior service, outstanding clinical care and
unsurpassed responsiveness.
Teamwork:
System effectiveness is built on the collective strength and cultural diversity of everyone,
working with open communication and mutual respect.
Respect for all:
We use 'Namaste' as the salutation when meeting patients, guests, employees in person or
telephonically. We greet each individual, those we serve and those with whom we work, with
the highest professionalism and dignity
Suman scan center Anthem:
A truly inspiring anthem commemorating our 25th year came to sparkling life on 5th Feb 2008,
as it was launched with a vibrant live rendition by its composers – Shankar, Ehsaan and Loy.
Composed in 4 languages, English, Hindi, Tamil and Telugu, it truly captures the spirit of
Suman scan center Hospitals.
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2.1 GROWTH OF THE ORGANISATION

Since its inception, Suman scan center Hospitals has seen three decades and each has brought
with it, its own share of cherished memories.
 Suman scan center Specialty Hospitals, Chennai successfully conducted exultant Micro
vascular free tissue transfer and Aesthetic surgeries on more than 1000 patients.
 Full Field Digital Mammography with Tom synthesis (3D) system, first-of-its-kind in
South Asia was launched at Suman scan center Speciality Hospital, Hyderabad .
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2.2 VISION & MISSION:-

Vision:
Suman scan center's vision for the next phase of development is to 'Touch a
Billion Lives'. Mission:
"Our mission is to bring healthcare of International standards within the reach of every
individual. We are committed to the achievement and maintenance of excellence in education,
research and healthcare for the benefit of humanity".
2.3 PRODUCTS, SERVICES & FACILITIES:-
A) PRODUCTS:-
 Suman scan center Hospitals:
Suman scan center Hospitals Enterprise Limited has over 8500 beds across 51 hospitals in India, rest
of Asia and Africa. The hospitals are multi specialty tertiary care facilities with centres-of-excellence
in medical disciplines including Cardiology, Cardio-Thoracic Surgery, Gastroenterology,
Orthopaedics & Joint Replacement Surgery, Neurology, Critical Care Medicine, Nephrology,
Oncology, Hand & Micro Surgery and Reproductive Medicine.
 Reach Hospitals
Suman scan center Hospitals is proud to present its latest visionary development - Suman scan
center Reach Hospitals: An endeavour to bring world-class healthcare to smaller urban centres
and rural India; A concrete effort towards building a healthier nation, starting from the grass-
roots.
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 Suman scan center Pharmacy
Suman scan center Pharmacy, a division of Suman scan center Hospitals Enterprise
Ltd., is India's first and largest branded pharmacy network, with over 1500 pharmacies
across 20 states. Accredited with International Quality Certifications, Suman scan
center Pharmacy offers genuine medicines round-the-clock, through the network of 24
hour pharmacies. Suman scan center Pharmacy also provides customer care at any time
of the day.
 Nurse Station:
Nurse Station TM is a unique initiative where an Suman scan center nurse is stationed at
Suman scan center Pharmacies to assist with minor treatments and health emergencies.
The objective of the Nurse Station TM is to provide quick treatment in the most convenient
way. The service is especially meant for the elderly who find it inconvenient to wait for
long hours at clinics and hospitals for minor treatments, and frequent checkups. It is also
of great help to patients who find it difficult to move out of their house and travel large
distances for treatment, like pregnant women, bedridden patients and patients recuperating
after a surgery. The service also monitors the status of people with chronic problems such
as blood pressure, diabetes etc.
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 Suman scan center Hospitals Education and Research Foundation:
The Suman scan center Hospitals Group has laid a lot of importance on education and research.
AHERF has been set up with the prime objective of establishing, maintaining and supporting
educational and research activities. Several institutions have been set up at various Suman scan
center locations to fulfil these objectives.
 Health Knowledge City:

As healthcare requirements escalate, the demand on resources will only increase.
New initiatives like Suman scan center Reach Hospitals and other concerted efforts to
increase the healthcare cover in India will mean that the current resource pool will have to
be augmented tremendously. To add to this, rising global demand will only increase the
strain on trained resources. Keeping this in mind, Suman scan center Hospitals is planning
its advanced Knowledge City in Aragonda, Andhra Pradesh. state-of-the-art centre is
designed to train 2000 learners at one time, and will offer courses for Medical Staff, Nursing
Staff, Paramedical Staff, Executives and Support Staff. This integrated facility, will have
simulation labs, classrooms, a hospital, a medical college, residential facilities, and will be
looking at developing 25,000 skilled healthcare worker per year.
B) SERVICES:-
CORE SPECIALITIES:
1. Bones and Joints

2. Brain and Spine
3. Emergency 24×7
4. Pulmonology and Critical Care
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SUMAN SCAN CENTER DIGNOSTICS:
1. Radiology Services
2. Laboratory Services
3. Blood Bank
SUMAN SCAN CENTER

CLINIC:
1. Endocrine and Bone Health

2. ENT
3. Heart Care
4. General Medicine
5. Gastroentology
6. Minimal Access Surgery
7. Cancer
8. Cosmetology
9. Nephrology and Urology.
C) FACILITIES:-
 Parking
 Internet
 Laundry Services
 Telecommunication Services
 Interpretation Services
 Bank & ATM
 Money Transfer & Currency Exchange
 Intercontinental Food
 Cafeteria
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2.4 COMPETITORS:
a) FORTIS HOSPITAL
Fortis Hospital (formerly Wockhardt Hospitals) Bangalore is a part of the 40 hospitals chain of
Fortis Healthcare. The Fortis Hospitals network consists of 11 hospitals focusing on the high
end tertiary care around the specialties of cardiac care – adult and paediatric cardiology and
cardiac surgery, complex brain & spine surgeries, orthopaedics and joint replacement surgery
and minimal access surgery.
b) MANIPAL HOSPITAL
Manipal Hospital in Bangalore is considered to be India’s first hospital to be ISO 9001:2000

certified for Clinical, Nursing, Diagnostics and Allied Areas. Also, the hospital is the winner
of the Golden Peacock National Quality Award 2005 in the service category. Manipal Hospitals
is an integrated hospital service system that provides healthcare from the smallest to the most
complex medical problems.
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c) SAGAR HOSPITAL
The Sagar Hospitals is a landmark healthcare services institution that enjoys a unique reputation
of being a popular destination for both Indian and international patients seeking treatment at an
affordable cost. The Sagar Hospitals has lent its unique dimension of human touch to the
complex science of healthcare. The Sagar Hospitals` mission is to maintain a high degree of
quality and care to any patient seeking medical aid is sacrosanct to its highly acclaimed and
equipped team.
Bangalore, now boasts of Sagar Hospital’s two tertiary care multi-specialty hospitals with 665
beds and four clinics and the professionalism of its consultants and surgeons that compares
well with their international peers.
d) MALLYA HOSPITAL
Mallya hospital is located in the heart of the Bangalore city. Mallya Hospital has grown over
the years with substantial increase in bed strength, infrastructure and an assurance of quality
patient care with human touch using state-of-the art technology with quality health care under
one roof. Mallya hospital has to its credit as the first Multispecialty hospital in the country to
receive the coveted ISO-9002 certification award which has been recently upgraded to ISO
9001:2008. Further, it has also been awarded the prestigious NABH (National Accreditation
Board for Hospitals & care providers) certification on 18th July 2011.
Other competitors are Narayana Hrudayalaya, Jayadeva Hospital, etc.
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2.5 ORGANISATION STRUCTURE:
FINANCE NURSING
TEAM TEAM
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EXECUTIVE LEADERSHIP
Suman scan center Groups:-

Dr.
Bangalore Suman scan center Hospitals Management:-

ZONAL DIRECTORS:-
Hyderabad Suman scan center Speciality Hospital Management:-

DEPARTMENT HEAD-DESIGNATION BRANCH INCHARGE
Clinical
Operations
Human Resource
Department
Finance &Accounts
Marketing/Health
Services
Nursing
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3. DEPARTMENTAL STUDY
In order to function efficiently and effectively every organization has a functional department.
It’s important to divide departments so that the work is divided into units and departments. This
division of work is helping in bringing specialization in various activities of concern and helps
in putting right men on right job which can be done by selecting people for various departments
according to their qualifications, skill and experience. This is helping in defining the jobs
properly which clarifies the role of every person.
Suman scan center Hospitals has the following departments:
 Finance Department
 Human Resource Department
 Marketing Department/Healthcare Service Department
 IT Department.
 Medical Records Department
 Nursing Department.
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3.1. FINANCE DEPARTMENT

Finance is regarded as the life blood of a business enterprise. This is because in the modern
money oriented economy. Finance is the one of the basic foundation of all kind of activity. It
is the master key which provides access to the entire source for being employed in
manufacturing and merchandizing activities. It has rightly been said that the business needs
money to make more money. However it is also true that money begets more money, only
when it is properly managed. Hence, efficient management of every business enterprise is
closely linked with efficient management of its finance.
Meaning of Business Finance:
In general finance may be defined as the provision of money at the time it is wanted. However,
as a management function it has a special meaning. Finance function may be defined as the
procurement of funds and their effective utilization. Some of the authoritative definitions are
as follows:
“Business finance is that business activity which is concerned with the acquisition and
conservation of capital funds in meeting financial needs and overall objectives of far business
enterprise.”
“Business finance can broadly be defined as the activity concerned with planning, rising,
controlling and administrating of the funds used in the business.”
DEPARTMENT STRUCTURE:-
DGM
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Finance Functions at Suman scan center Hospitals:

There exists an inseparable relationship between finance and other functional Departments
such as marketing, HR, IT etc. Almost all kinds of business activities, directly or indirectly
involve the acquisition and use of funds. The finance function of raising and using
money although has a significant effect on other functions, yet it needs not necessarily limit or
constraint the general running of the business.
The functions are:
 Proper use and allocation of funds.
 Taking sound financial decisions.
 Improving profitability through proper financial controls.
Finance functions are performed simultaneously and in the normal course of the Business and
they need skilful planning, control and execution
Hospital Information System (HIS):

In Suman scan center Hospitals Ltd, financial control is carried out by the back on the monthly
and year basis. Accounting Revenue, Purchase Bills, etc. The Organization controls finance by
“Hospital Information System” (HIS) which is made by Wipro.
Billing:
The billing department has three different sections:
1. Inpatient Billing.
2. Outpatient Billing (Consultation)
3. Outpatient Billing (X-rays, tests, etc.)
1 Inpatient Billing
At the time of Discharge the patient activity chart is sent to Inpatient pharmacy, food and
dietary departments to note the medicine and food expenses. There are two ways of paying the
bill that is, in the form of cash or credit. If the patient doesn’t have health Insurance then, the
bill is paid on cash basis. If the patient has health insurance, the bill is faxed or sent to the
Page 27
Insurance Company for the necessary approval. Approval of medical expenses incurred by
the patient and the same is collected with the credit period of 30 days.
2 Outpatient Billing ( Consultation )
Any outpatient has to pay the fixed amount of consultation charges every time they consult
doctors. The billing is done for the same.
3 Outpatient Billing (X-ray, tests, etc)
This section of billing prepares a final bill based on different tests such as x-rays, scanning,
etc. the patient has undergone and the amount is collected in cash for the same.
The Performa statement containing various heads under which transactions takes place in
Suman scan center hospital are shown below to in the below table.
Expenditure. Income.
Purchase Account Direct Incomes
Direct Expenses Inpatient Income
Indirect expenses Outpatient Income
Employees cost. Lab Income.
Finance Charges Consultation Income.
Sales and Marketing Cost. Other Incomes
Pharmacy
. Rent Income.
Canteen
National Insurance.
Total Expenses Total Income.
Expenses under Purchase Accounts include Consumables of various departments, this

expense includes
 Ambulance charges
 Bio-medical waste and Corporation tax
 Food and Beverages
 Lab test charges, etc.
Page 28
Employees cost include
 Boarding and Lodging
 Hostel charges, PF contributions
 Training expenses, salaries and wages, etc.
Finance charges include bank charges, Credit charges , Interest on loans, administration
cost includes Electricity charges, Internet charges, Legal expenses, Office expense, sales
and marketing, advertisements, publicity-Camp, sales promotion, etc.
SOURCES AND APPLICATIONS OF FUNDS:-
2.1.1 FORMAT OF BALANCE SHEET
Table 2.1: Balance Sheet of Suman center
LIABILITIES
1.Share Capital
Equity Share Capital
2. Reserves & surpluses

Capital Reserve
General Reserve
Security Premium Account
Capital Redemption Reserve
3. Secured Loans
Debentures
Loan from Bank
Long Term Loan
Other Secured Loans
4.Unsecured Loans
Fixed Deposit
Short Term Loans
Other Loans
5.Current Liabilities & Provisions

A) Current Liabilities
Bills Payable
Sundry Creditors
Bank Overdraft
Other Liabilities (if any)
B) Provisions
Provision for Tax
Proposed Dividend
Other Provision
TOTAL
ASSETS
1.Fixed Assets
Goodwill
Land
Building
Leaseholds
Plant & Machinery
Furniture
Trade marks
Patents
Vehicle
2.Investment
3.Current Assets, Loan and Advances
A) Current Assets
Sundry Debtors
Bills Receivables
Closing Stock
Interest on Investment
Cash at Bank
Cash on Hand
Securities Deposit
Fixed Deposit with Banks
B) Loans and Advances

Prepaid Expenses
Tax Paid in Advance
Advances Paid
4.Miscellaneous Expenditure
Preliminary Expenses
Revenue Expenditures
Discount Allowed
5. Profit & Loss account
TOTAL
2.1.2 CONTENTS OF BALANCE SHEET
(A) Assets
In business and accounting, assets are economic resources owned by business or company. Any
property or object of value that one possesses, usually considered as applicable to the payment of
one's debts is considered an asset. Simplistically stated, assets are things of value that can be readily
converted into cash.
The balance sheet of a firm records the monetary value of the assets owned by the firm. It is
money and other valuables belonging to an individual or business.
Types of Assets
There is two major type of assets:
· Tangible assets
· Intangible assets
Tangible Assets
Tangible assets are those have a physical substance, such as equipment and real estate.
Intangible Assets
Intangible assets lack physical substance and usually are very hard to evaluate. Assets which do
not possess any material value.
They include patents, copyrights, franchises, goodwill, trademarks, trade names, etc.
Types of Tangible Assets
1. Fixed Assets.
2. Current Assets.
1. Fixed Assets
This group includes land, buildings, machinery, vehicles, furniture, tools, and certain
wasting resources e.g., timberland and minerals.
It is also referred to as PPE (property, plant, and equipment), these are purchased for
continued and long-term use in earning profit in a business.
2. Current Assets
Current assets are cash and other assets expected to be converted to cash, sold, or
consumed either in a year or in the operating cycle. These assets are continually turned
over in the course of a business during normal business activity. There are 5 major
items included into current assets:
 Cash and Cash Equivalents
It is the most liquid asset, which includes currency, deposit accounts, and negotiable
instruments (e.g., money orders, cheque, bank drafts).
 Short-term Investments
It includes securities bought and held for sale in the near future to generate income on short
term price differences (trading securities).
 Receivables
It is usually reported as net of allowance for uncollectable accounts.
 Inventory
The raw materials, work- in-process goods and completely finished goods that are
considered to be the portion of a business's assets that is ready or will be ready for sale.
 Prepaid Expenses
These are expenses paid in cash and recorded as assets before they are used or consumed (a
common example is insurance). The phrase net current assets (also called working capital)
are often used and refer to the total of current assets less the total of current liabilities.
I. Gross Block
Gross block is the sum total of all assets of the company valued at their cost of acquisition. This is
inclusive of the depreciation that is to be charged on each asset. Net block is the gross block less
accumulated depreciation on assets. Net block is actually what the asset are worth to the company.
II. Capital Work in Progress
Work that has not been completed but has already incurred a capital investment from the
company. This is usually recorded as an asset on the balance sheet. Work in progress indicates
any good that is not considered to be a final product, but must still be accounted for because
funds have been invested toward its production.
A liability is a debt assumed by a business entity as a result of its borrowing activities or other
fiscal obligations (such as funding pension plans for its employees). Liabilities are debts and
obligations of the business they represent creditors claim on business assets.
Types of Liabilities
Current Liabilities
Current liabilities are short-term financial obligations that are paid off within one year or one
current operating cycle. These liabilities are reasonably expected to be liquidated within a year. It
includes:
 Accrued expenses as wages, taxes, and interest payments not yet paid
 Accounts payable
 Short-term notes
 Cash dividends and
 Revenues collected in advance of actual delivery of goods or services.
Long-Term Liabilities
Liabilities that are not paid off within a year, or within a business's operating cycle, are known as
long-term or non-current liabilities. Such liabilities often involve large sums of money necessary
to undertake opening of a business, major expansion of a business, replace assets, ormake a
purchase of significant assets. These liabilities are reasonably expected not to be liquidated within
a year. It includes:
 Notes payable- debt issued to a single investor.

 Bonds payable – debt issued to general public or group of investors.
 Mortgages payable.
 Capital lease obligations – contract to pay rent for the use of plant, property or
equipments.
 deferred income taxes payable, and

 Pensions and other post-retirement benefits.
Contingent Liabilities
A third kind of liability accrued by companies is known as a contingent liability. The term refers
to instances in which a company reports that there is a possible liability for an event, transaction, or
incident that has already taken place; the company, however, does not yet know whether a financial
drain on its resources will result. It also is often uncertain of the size of the financial obligation or
the exact time that the obligation might have to be paid.
Fixed Liability
The liability which is to be paid of at the time of dissolution of firm is called fixed liability.
Examples are Capital, Reserve and Surplus.
Secured Loans
A secured loan is a loan in which the borrower pledges some asset (e.g. a car or property) as
collateral for the loan, which then becomes a secured debt owed to the creditor who gives the loan.
Unsecured Loans
An unsecured loan is a loan that is not backed by collateral. It is also known as signature loan and
personal loan. Unsecured loans are based solely upon the borrower's credit rating. An unsecured
loan is considered much cheaper and carries less risk to the borrower. However, when an unsecured
loan is granted, it does not necessarily have to be based on a credit score.
2.2 PROFIT & LOSS STATEMENT
Income statement, also called profit and loss statement (P&L) and Statement of Operations is
financial statement that summarizes the revenues, costs and expenses incurred d uring a specific
period of time - usually a fiscal quarter or year. These records provide information that shows the
ability of a company to generate profit by increasing revenue and reducing costs. The purpose of
the income statement is to show managers and investors whether the company made or lost money
during the period being reported.
A typical format of the Profit & Loss Statement has been given in Table 2.2.
2.2.1 FORMAT OF PROFIT & LOSS STATEMENT
Profit & Loss Statement
PARTICULARS Amount PARTICULARS Amount

Gross Profit(Transferred) Gross Profit(Transferred)
Office and Administration Exp: Interest received
Salaries Rent received
Rent Discount received
Postage & telegrams Dividend received
Office electric charges Bad debts recovered
Telephone charges Provision for discount on creditors
Printing and stationary Provision for discount on creditors
Selling and Distribution
Expenses:
Carriage outward
Advertisement
Salesmen's salaries
Commission
Insurance
Traveling expense
Bad debts
Packing expense
2.2.2 CONTENTS OF PROFIT & LOSS STATEMENT
Financial and Other Expenses:

Depreciation
Repair
Audit fee
Interest paid
Commission paid
Bank charges
Legal charges
Profit before Interest Net loss
Less- Net Interest
Profit before Tax

Less- Tax Payable
Profit after Tax
Less- Dividend
Retained Profit
a. Revenue - Cash Inflows or other enhancements of assets of an entity during a period from
delivering or producing goods, rendering services, or other activities that constitute the
entity's ongoing major operations.
b. Expenses - Cash outflows or other using- up of assets or incurrence of liabilities during a
period from delivering or producing goods, rendering services, or carrying out o ther
activities that constitute the entity's ongoing major operations.
c. Turnover
The main source of income for a company is its turnover, primarily comprised of sales of
its products and services to third-party customers.
(f) Other Operating Expenses
These are not directly related to the production process, but contributing to the activity of the
company, there are further costs that are termed ‘other operating expenses’. These comprises of
costs like:
 Distribution costs and selling costs,

 Administration costs, and
 Research and development costs (unless they relate to specific projects and the costs may
be deferred to future periods).
(g) Other Operating Income
Other operating income includes all other revenues that have not been included in other parts of the
profit and loss account. It does not include sales of goods or services, reported turnover, or any sort
of interest receivable, reported within the net interest category.
(h) Gross Margin (or Gross Profit)
The difference between turnover, or sales, and COS is gross profit or gross margin. It needs to be
positive and large enough to at least cover all other expenses.
(i) Operating Profit (OP)
The operating profit is the net of all operating revenues and costs, regardless of the financial
structure of the company and whatever exceptional events occurred during the period that resulted
in exceptional costs. The profit earned from a firm's normal core business operations. It is also
known as Earnings before Interest and Tax (EBIT).
Operating Profit = Turnover - COS - other Operating Expenses + Other Operating Income
(j) Profit before Tax (PBT)
A profitability measure that looks at a company's profits before the company has to pay corporate
income tax. This measure deducts all expenses from revenue including interest expenses and
operating expenses, but it leaves out the payment of tax.
(k) Profit after Tax (PAT)
PAT, or net profit, is the profit on ordinary activities after tax. The final charge that a company
has to suffer, provided it has made sufficient profits, is therefore corporate taxation.
PAT = PBT - Corporation Tax
(l) Retained Profit
The retained profit for the year is what is left on the profit and loss account after deducting
dividends for the year. The balance on the profit and loss account forms part of the capital (or
equity, or shareholders’ funds) of the company.
2.3 FINANCIAL RATIOS

2.3.1 OBJECTIVES OF CALCULATION OF RATIO ANALYSIS
The importance of ratio analysis lies in the fact that it presents data on a comparative basis and
enables the drawing of inferences regarding the performance of the firm. Ratio analysis helps in
concluding the following aspects:
To know about Liquidity Position:
Ratio analysis helps in determining the liquidity position of the firm. A firm can be said to have the
ability to meet its current obligations when they become due. It is measured with the help of liquidity
ratios.
To Know about Long- Term Solvency:
Ratio analysis helps in assessing the long term financial viability of a firm. Long- term solvency
measured by leverage/capital structure and profitability ratios.
To Know about Operating Efficiency:
Ratio analysis determines the degree of efficiency of management and utilization of assets. It is
measured by the activity ratios.
To know about Over-All Profitability:
The management of the firm is concerned about the overall profitability of the firm which ensures
a reasonable return to its owners and optimum utilization of its assets. This is possible if an
integrated view is taken and all the ratios are considered together.
To Know About Inter- firm Comparison:
Ratio analysis helps in comparing the various aspects of one firm with the other.
CHAPTER- 03
FINANCIAL RATIO ANALYSIS
Financial reporting 2018 From To Date
1st quarter April June On or before August 14, 2018
2nd quarter July September On or before November 14,

2018
3rd quarter October December On or before February 14, 2019
4th quarter January March On or before May 30, 2019

Annual general meeting April 2018 March On or before September 30,
2019 2019
I. Market price data:

High and low prices of Equity shares in the financial year 2017-18 were as follows:
Month Bombay Stock Exchange

High (`) Low (`)
April 2017 318.6 276
May 2017 315.95 280
June 2017 314.9 281
July 2017 404.95 298
August 2017 444.2 308.75
September 2017 444.2 444.2
October 2017 703.75 466.4
November 2017 757.75 651.1
December 2017 715 636
January 2018 850.1 684.9
February 2018 790 580.45
March 2018 639.45 551
Page 44
BALANCE SHEET AS AT MARCH 31, 2018
Particulars Note No. As at As at As at

31 March 2018 31 March 2017 1 April 2016
I. ASSETS 5 3,215.86 3,282.07 3,390.62
(1) Non-current assets
(a) Property, plant and equipment 342.76 121.63 76.2
(b) Capital work-in-progress 6
(c) Intangible assets (including goodwill)
(d) Financial assets 343.52 38.97 12.33
(i) Loans
(e) Non-current income tax assets (net) 7 1,018.14 833.81 739.46
(f) Deferred tax assets (Net)
8.1 165.83 293.27 434.93
(g) Other non-current assets
Total Non - current Assets 9.1 656.97 660.07 549.62
(2) Current assets
(a) Inventories 10 54.36 9.84 40.43
(b) Financial assets
5,797.44 5,239.66 5,243.59
(i) Trade receivables
(ii) Cash and cash equivalents 11 733.55 612.54 986.6
(iii) Other Bank balances
(iv) Loans 12 707.1 662.8 758.65
(v) Other Financial Assets
(c) Other current assets Total current assets 13(a) 182.85 228.38 186.33
TOTAL ASSETS 13(b) 55.86 56.51 55.9
II. EQUITY AND LIABILITIES
(1) Equity 7 - 6.74 55.5
(a) Equity Share capital
(b) Other equity 14 205.07 100.35 97.89
Total Equity
10 415.62 327.62 354.06
(2) Non-current liabilities
(a) Financial Liabilities 2,300.05 1,994.94 2,494.93
(i) Borrowings
(b) Provisions 8,097.49 7,234.60 7,738.52
(c) Other non-current liabilities
15 470 470
Total Non - Current Liabilities
(3) Current liabilities 16 3,035.91 2,470.31 1,808.38
(a) Financial Liabilities
(i) Borrowings 17 3,505.91 2,940.31 2,278.38
(ii) Trade payables
(iii) Other financial liabilities 1,291.22 1,754.24
(b) Provisions 18 100.3 84.56 30.12
(c) Other current liabilities Total Current
Liabilities Total Liabilities 19 241.69 173.65 112.5
TOTAL EQUITY AND LIABILITIES
20 875.53 1,549.43 1,896.86
323.11 628.7
21 1,754.35 1,383.75 1,825.98
22 1,212.62 777.85 818.47
18 93.12 89.73 64.02
Page 45
19 155.56 170.42 226.11
3,716.05 2,744.86 3,563.28
4,591.58 4,294.29 5,460.14
8,097.49 7,234.60 7,738.52
STATEMENT OF PROFIT AND LOSS FOR THE YEAR ENDED MARCH 31, 2018
Particulars Note For the Year Ended 31 For the Year

No. March 2018 Ended 31 March
2017
I Revenue from Operations II Other Income 23 15,332.13 14,854.19
III Total Income (I+II) 24
IV Expenses 230 165.35
Purchases of Stock-in-trade 15,562.13 15,019.54
Changes in inventory of stock-in-trade Employee benefit
expense 25 1,896.47 1,751.75
Finance costs 26
Depreciation and amortisation expense Other expenses 27 -81.82 72.52
Total expenses (IV) 28
3,198.03 3,249.33
V Profit before tax (III-IV) 5
VI Tax expense 29 259.04 333.3
(a) Current tax (including prior years)
(b) Deferred tax 978.18 874.18
7,976.14 7,640.98
VII Profit for the Year (V-VI) 8.2 14,226.04 13,922.06
VIII Other Comprehensive Income 9.2
Items that will not be reclassified to profit or loss 1,336.09 1,097.48
(a) Remeasurements of the defined benefit liabilities /
(asset) 644.35 460
(b) Income tax relating to items that will not be reclassified 14.22 -96.35
to profit or loss
Total other comprehensive (loss) / income for the year IX 658.57 363.65
Total comprehensive income for the year (VII+VIII)
Earnings per equity share (Face value of ` 10/- each) 677.52 733.83
(a) Basic (in `)
-38.19 -40.75
(b) Diluted (in `)
11.12 14.1
37
-27.07 -26.65
650.45 707.18
14.42 15.61
14.42 15.61
Page 46
STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED MARCH 31, 2018
Particulars As at As at As at
31 March 2018 31 March 2017 1 April 2016
Balance as at beginning of the Year 470 470 470
Changes in equity share capital during the year - - -
Balance at the end of reporting period 470 470 470
CASH FLOW STATEMENT AS ON MARCH 31, 2018
Particulars Note Year ended 31 Year ended

No. March 2018 31 March
2017
A. Cash flows from operating activities Profit after tax for the year 677.52 733.83
Adjustments for:
Income taxes (current and deferred taxes) Depreciation and 8, 9 658.57 363.65
Amortisation Expenses 5 978.18 874.18
Finance Costs / Interest Expense on financial liabilities at amortised
cost Interest Income on Deposits with Banks 28 259.04 333.3
Loss from Sale of Fixed Assets / Assets discarded (Net) Allowance for
Expected Credit Losses 24 -71.32 -55.99
Provision for Contingencies
29 - 41.5
Operating Profit before Working Capital and Other changes
Movements in working capital: (Increase)/decrease in inventories 29 96.8 -84.1
(Increase) / Decrease in trade receivables
(Increase) / Decrease in Other Non current and Current Financial assets 29 - 20.81
and Non current and Current assets
Increase / (Decrease) in Trade Payables, Other Current and Non- 2,598.79 2,227.18
current liabilities and Provisions 11 -121.01 374.06
Changes in Working Capital and Other changes
12 -141.1 179.95
Income taxes (paid) - net of refunds
Net cash generated by operating activities 7, 10, -367.39 -32.05
B. Cash flows from investing activities 14
Capital Expenditiure on Property, Plant and Equipment Proceeds from 18, 19, 404.72 -418.17
Sale of Property, Plant and Equipment
Increase in Bank balances not considered as Cash and cash 21, 22
equivalents Interest Received on Fixed Deposit -224.78 103.79
Net cash (used in) investing activities
2,374.01 2,330.97
8 -516.91 -318.34
1,857.10 2,012.63
5, 6 -1,143.60 -852.52
Page 47
5, 6 - 3.25
13 (b) 0.65 -0.61
14, 24 68.4 53.23
-1,074.55 -796.65
CASH FLOW STATEMENT AS ON MARCH 31, 2018
Particulars Note Year ended 31 March Year ended 31

No. 2018 March 2017
C. Cash flows from financing activities
Long-term borrowing taken 17, 22 56.2 200
Long-term borrowing (repaid) 17, 22 -711.37 -685.08
Short-term borrowings taken/(repaid) (net) 20 177.29 -305.59
Dividend paid (including tax thereon) 22 -83.68 -43.92
Finance costs paid on borrowings 28, 22 -266.52 -339.34
Net cash (used in) financing activities -828.08 -1,173.93
Net (decrease) / increase in cash and cash equivalents -45.53 42.05
[A+B+C]
Cash and cash equivalents at the beginning of the year 13(a) 228.38 186.33
Cash and cash equivalents at the end of the year 13(a) 182.85 228.38
BAlANCE SHEET AS AT MARcH 31, 2017
Particulars Note As at March As at March

No. 31, 2017 31, 2016
Amount In ` Amount In `
Lakhs Lakhs
A EQUITY AND LIABILITIES 3 470 470
1 Shareholders’ Funds 4
(a) Share Capital 2,529.32 1,872.11
(b) Reserves and Surplus 2,999.32 2,342.11
5
2 Non-Current Liabilities 6 1,308.77 1,778.35
(a) Long-Term Borrowings
(b) Other Long-Term Liabilities 258.21 142.62
7 1,566.98 1,920.97
3 Current Liabilities 8
(a) Short-Term Borrowings 323.11 628.7
(b) Trade Payables
(i) Total outstanding dues of micro enterprises and - -
small enterprises 9 1,383.75 1,825.99
(ii) Total outstanding dues of creditors other than 10
micro enterprises and small enterprises 948.27 1,044.58
Page 48
(c) Other Current Liabilities 89.73 109.27
(d) Short-Term Provisions
2,744.86 3,608.54
TOTAL B ASSETS 7,311.16 7,871.62
1 Non-Current Assets 11.A
(a) Property, Plant and Equipment 11.B 3,282.07 3,390.62
(i) Tangible Assets
(ii) Intangible Assets 38.97 12.33
(iii) Capital Work-In-Progress 12 121.63 76.2
13
(b) Deferred Tax Assets (Net) 3,442.67 3,479.15
(c) Long-Term Loans and Advances
14 628.85 491.96
2 Current Assets 15 1,394.67 1,524.88
(a) Inventories 16
(b) Trade Receivables 17 5,466.19 5,495.99
(c) Cash and Bank Balances 18
(d) Short-Term Loans and Advances 612.54 986.6
(e) Other Current Assets
729.77 907.02
TOTAL 284.89 242.23
122.77 142.74
95 97.04
1,844.97 2,375.63
7,311.16 7,871.62
STATEMENT Of PROfIT AND lOSS fOR THE YEAR ENDED MARcH 31 ,2017
Particulars Note For the Year For the Year Ended
No. Ended March 31, 2016 Amount `
March 31, 2017 In Lakhs
Amount ` In Lakhs
A INCOME
(a) Revenue from Operations 19 14,854.19 13,655.89
(b) Other Income 20 31.65 27.83
TOTAL (A) 14,885.84 13,683.72
B EXPENSES
(a) Purchases of Stock-in-Trade 21 1,751.75 1,778.04
(b) Changes in Inventories of Stock-in-Trade 22 72.52 18.96
(c) Employee Benefits Expense 23 3,164.80 2,926.14
(d) Finance Costs 24 326.74 374.36
(e) Depreciation and Amortisation Expense 11 874.18 852.62
(f) Other Expenses 25 7,715.53 7,239.32
(g) Prior Period Items (Net) 26 - 542.43
TOTAL (B) 13,905.52 13,731.87
Page 49
Profit / (Loss) Before Tax (A) - (B) 980.32 -48.15
Tax Expenses / (Credit):
(a) Current Tax 460 200.5
(b) Deferred Tax -136.89 -252.32
Net Tax Expense / (Credit) 323.11 -51.82
Profit for the Year 657.21 3.67
Earnings per Equity Share of ` 10 each (face 39
value)
(a) Basic 13.98 0.08
(b) Diluted 13.98 0.08
Cash flOw STATEMENT fOR THE YEAR ENDED MARcH 31, 2017
Particulars For the Year Ended For the Year Ended

March 31, 2017 March 31, 2016
Amount in ` Lakhs Amount in ` Lakhs
A. CASH FLOW FROM OPERATING ACTIVITIES
Profit Before Tax / (Loss) 980.32 -48.15
Adjustments for:
Depreciation and Amortisation Expense 874.18 1,138.11
Finance Costs 326.74 374.36
Interest Income on Deposits with Banks -3.69 -4.05
Profit on Sale of Property, Plant and Equipment -0.74 -3.26
Provision for Doubtful Trade Receivables - Written -2.7 -7.09
Back
Provision for Contingencies 20.81 9.62
Loss on discarded Property, Plant and Equipment 42.24 -
Operating Profit before Changes in Working Capital / 2,237.16 1,459.54
Other Changes
Changes in Working Capital:
Adjustments for (increase) / decrease in operating
assets:
Inventories 374.06 51.87
Trade Receivables 179.95 -294.85
Long-Term Loans and Advances -31.96 24.95
Short-Term Loans and Advances 19.97 -77.47
Other Current Assets -18.49 298.01
Adjustments for increase / (decrease) in operating
liabilities:
Page 50
Other Long Term Liabilities 115.59 142.62
Trade Payables -442.24 257.15
Other Current Liabilities -55.68 107.38
Short-Term Provisions 4.9 37.57
Cash Flow From Operations 2,383.26 2,006.77
Direct Taxes Paid -318.34 -270.73
Net Cash Flow From Operations (A) 2,064.92 1,736.04
B. CASH FLOW FROM INVESTING ACTIVITIES
Capital Expenditiure on Property, Plant and -852.51 -1,667.51
Equipment
Proceeds from Sale of Property, Plant and 3.25 7.23
Equipment
Interest Received on Bank Deposits 0.93 1.25
Balances with Banks not Considered as Cash / -0.61 -12.32
Cash Equivalents (Refer Note (i) below)
Net Cash Flow Used in Investing Activities (B) -848.94 -1,671.35
STATEMENT OF PROFIT AND LOSS FOR THE YEAR ENDED MARCH 31, 2016
For the year

ended March For the year ended March 31,
Particulars 31, 2016 2016
A INCOME 19 13,655.89 11,815.19
(a) Revenue from Operations
(b) Other Income 20 27.83 22.31
TOTAL (A) 13,683.72 11,837.50
B EXPENSES 21 1,778.04 1,607.14
(a) Purchases of Stock-in-Trade
(b) Changes in Inventories of Stock-in-Trade 22 18.96 -13.96
(c) Employee Benefits Expense 23 2,926.14 2,318.10
(d) Finance Costs 24 374.36 320.85
(e) Depreciation and Amortisation Expense 11 852.62 615.6
(f) Other Expenses 25 7,239.32 6,357.96
(g) Prior Period Items (Net) 26 542.43 95.55
TOTAL (B) 13,731.87 11,301.24
(Loss) / Profit Before Tax (A) - (B) -48.15 536.26
Tax Expenses / (Credit): 200.5 230.33
(a) Current Tax
Page 51
(b) Deferred Tax -252.32 -263.87
Net Tax Expense / (Credit) -51.82 -33.54
Profit for the Year 3.67 569.8
Earnings per Equity Share of Rs. 10 each (face 40 0.08 12.12
value)
(a) Basic
(b) Diluted 0.08 12.12
STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED MARCH 31, 2016
For the
year
ended
For the year ended March March 31,
Particulars 31, 2016 2016
(Loss) / Profit Before Tax (48.15) 536.26
Adjustments for:
Depreciation and Amortisation Expense 1,138.11 615.60
Finance Costs 374.36 320.85
Interest Income on Deposits with Banks -4.05 -6.22
Dividend Income - -0.38
Profit on Sale of Assets -3.26 -2.21
Provision for Doubtful Trade Receivables -7.09 70.97
Provision for Contingencies 9.62 -
Operating Profit before Changes in Working Capital / Other 1,459.54 1,534.87
Changes
Changes in Working Capital:
Adjustments for (increase) / decrease in operating assets: 51.87 -258.29
Inventories
Trade Receivables -294.85 -89.77
Long-Term Loans and Advances 24.95 337.47
Short-Term Loans and Advances -77.47 66.14
Other Current Assets 298.01 60.65
Adjustments for increase / (decrease) in operating liabilities:
Other Long Term Liabilities 142.62 -
Trade Payables 257.15 453.74
Other Current Liabilities 107.38 -537.68
Short-Term Provisions 37.57 36.35
Cash Flow From Operations 2,006.77 1603.48
Direct Taxes Paid -270.73 -231.07
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Net Cash Flow From Operations (A) 1,736.04 1372.41
B. CASH FLOW FROM INVESTING ACTIVITIES
Capital Expenditiure on Fixed Assets -1,667.51 -1,081.42
Proceeds from Sale of Fixed Assets 7.23 15.98
Interest Received on Bank Deposits 1.25 4.7
Dividend Received - 0.38
Proceeds from Sale of Investments - 3.19
Cash flOw STATEMENT fOR THE YEAR ENDED MARcH 31, 2016
For the year ended For the year ended

Particulars March 31, 2016 March 31, 2016
C. CASH FLOW FROM FINANCING ACTIVITIES
Long Term Borrowings Taken 1,116.50 0
Long Term Borrowings Repaid -506.19 -7.36
Short Term Borrowings Repaid (Net) -201.89 -66.18
Dividend Paid (including tax thereon) -67.61 -66.96
Finance Costs Paid -364.63 -323.95
Net Cash Flow Used in Financing Activities (C) -23.82 -464.45
NET INCREASE / (DECREASE) IN CASH AND 40.87 -99.74
CASH EQUIVALENTS (A) + (B) + (C)
Cash and Cash Equivalents at the Beginning of 145.46 245.2
the Year
CASH AND CASH EQUIVALENTS AT THE 186.33 145.46
END OF THE YEAR
Notes:
(i) The reconciliation to the Cash and Bank
Balances as given in Note 16 is as follows:
Cash and Bank Balances as per Note 16 242.23 189.04
Less: Lien Marked Deposits 47 34.75
Less: Earmarked Bank Balances (Unpaid 8.9 8.83
dividend Accounts)
Cash and Cash Equivalents as at the End of 186.33 145.46
the Year
3.2 HUMAN RESOURCE DEPARTMENT:

According to Edward Flippo, “Human Resource management is the organizing, directing and
controlling of the procurement, development, compensation, integration, maintenance and
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separation of human resources to the end that individual, organizational and societal objectives
are accomplished.” Human resource management is a management function that helps
manages, recruits, select, train and develops members for an organizations.
Suman scan center Hospitals is a vibrant Company with over 300 employees. It is a rare mixture
of cultures. Suman scan center Hospitals is today in the eminent position of the India's Top-
most best Hospitals powered by its most important resource - "people”.
Suman scan center Hospital’s "People Philosophy” is driven by the Suman scan center
Hospitals Human Resources General Manager which says:
 Attract good people.
 Retain the better people.
 Advance the best people.
Structure of the department:
Deputy General
Manager - HR
HR
INCHARGE
Executive
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Suman scan center Hospitals offers:

Suman scan center hospitals give an opportunity to work with one of the India’s best Hospitals.
 Career growth based on performance.
 Attractive, Market based Pay that is linked to performance.
 Structured career leadership program for high performers to manage their careers.
 Need based and value added training program to prepare employees for future growth.
Suman scan center Hospitals recruits personnel mainly in the areas:
 Doctors (All specialties).
 Nurses.
 Security guards, peons, helpers, receptionists, etc
 Billing manager, financial controller, finance manager, Financial analyst
 Computer Science Engineers
 Suman scan center Hospitals also takes in candidates for Front office staff,
Maintenance Department, etc.
No Discrimination Policy
Suman scan center Hospitals is an equal opportunity employer which employs personnel
irrespective of class, creed, family background, religion and sex.
Recruitment:
“It is the process of searching for and obtaining application for job among them the right
people can be selected.” The process of recruitment is as follows:
1. Pre- recruitment Process
In pre-recruitment, HR manager brings indents from all other department and analysis it. If a
vacancy is filled up by giving additional responsibility to the co-worker/employees of the
department, than there is need of recruiting procedures.
2. Planning Recruitment
Suman scan center Hospitals has decided a job specification & job description for each position
in the organizations. Different qualification & experience is required for each job. If any
vacancy generates among one of the department, than it should be fulfilled with regard to job
specification & job description, which is being formulated by organization.
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3. Searching : (a)Source Activation- Human resource manager verified that there is any
vacancy exist or will exist, but here no actual recruiting take place until manager gives
permission.
(b) Selling- Selling the organization means both message & media should be well selected.
The organization gives its advertisement in its local newspaper for welcoming of more & more
applicant.
4. Screening
The purpose of screening is to remove from the recruitment process at an early stage, those
applicants who are unqualified for the jobs. The screening can save a great deal of time and
money. The HR executives scrutinize and short list all application and shortlist applicant list is
sent to HR manager. Then, only eligible application are called for interview
4. Evaluation & Control
Evaluation and control is necessary to carry out recruitment process at low cost. Suman scan
center hospitals control its cost by way of:
 By avoiding recruiting unsuitable candidates for the selection process.
 The Organization has a systematic and well planned recruiting procedure so there
is no overtime cost.
Recruitment in Suman scan center Hospitals can take place in any of the following ways:
 Advertisement
 Walk-ins
 On the campus recruitment
 Employment Exchange
 Casually Called
 Recommendation of Managers and Executives
Advertisement:
In this source cost per person is low so the firm gives an advertisement in newspaper, in
magazine to recruit employees for managerial jobs.
Employment Exchange:
Government of India has established employment exchange. So, public and firms also some
takes advantages of it.
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Recommendation:
When there is need, company recruits the person who is recommended by manager or
executives. Suman scan center Hospitals uses the recommendation of managers and executives
for the recruitment.
Selection: Suman scan center hospitals uses the below procedure for selection.
1. Preliminary interview.
2. Application Form: Detail about age, education etc.
3. Employment Test and Interview.
4. Physical Fitness: Medical Examination.
5. Final Selection
After the selection of candidate he has been given temporary period for 12 months. He work
effectively and efficiency than he becomes a permanent employee.
Induction:
When a new person is appointed in the firm, they know little about his Industry, his staff, his
heads, his workers. So he needs to be given info about his work, about his head. This process
is called Induction. This is the process to give information to fresh candidates about the firm.
When a fresh candidate knows about his department, he does not feel burden at the time of
starting of his job.
Training and development:
Training is a short term process utilizing a systematic and organized by which non- managerial
personal learn technical and soft skills.
In-service educational programme for nurses and Continuous Medical Education for Doctors
(CME) is done for doctors. These programmes are mainly focused to focus soft skills. An
employee maybe sponsored for full or part time training programmes outside the organization.
Annual training plans are drawn up based on Organization’s initiatives development priorities.
Training plans are regularly reviewed. Effectiveness is measured using specified qualitative
indicators. At the beginning of the year, ambitious plans are set in terms of numbers of man
days per employee. We know that there are so many method of training which can be described
as follows:
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 On-the job method

 Job rotation method
 Training by experienced person
 Apprenticeship
 Conference method
Also, Training need analysis is done for the existing employees to see if they are weak in soft
skills, being regularly absented.
Performance Appraisal:
The management will appraise and maintain performance record of employees periodically and
or as and when required.
 Normally, Performance appraisal is before conformation and thereafter before granting
annual increments.
 The method used for performance appraisal is solely decided by the management
presently Suman scan center hospitals are using Bell curve i.e., 180°apprisal. And the
conclusion of such appraisal will be final and will be binding upon concerned.
 All Promotions, demotion, transfer; annual increments will also be done on the basis of
performance appraisal ratings and other factors of suitability relevant for a particular
position of job.
Promotion and Transfer:
According to Dale Yoder; “Promotion is a movement to a position in which responsibilities
and presumable prestige are increased.”
When any vacancy created due to reason of any retirement or termination the vacant post is
filled up.” From the next category persons taking into consideration their seniority services of
a capable person is not available in second category than post is filled up by advertisement.
In Suman scan center Hospitals they give promotion on the basis of merits, vacancy and the
capacity of employee. They give promotion on the basis of previous history and better
performance of the candidates.
The prompted employee will be on for a period as specified in the promotion letter. If the
performance of employee is found satisfactory or above during the end of probation period, the
employee will become permanent employee in the promoted position.
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Yoder and associates have defined transfer as “ a lateral shift causing movement of individuals
from one positions of another usually without involving and market change in duties,
responsibilities, skills needed or compensation. A transfer is horizontal or lateral movement of
an employee. Transfer is interdependent. Transfer is done to train the employee in all aspects
on their field. These are no written ground rules or policy for the transfer.
In Suman scan center Hospitals an employee is transferred on the basis of merits, vacancy and
the capacity of employee mainly in the administrative departments.
Superannuation:
In Suman scan center Hospitals, every employee shall compulsorily retire on the date when the
employee attains the age of 58 years or earlier if the employee becomes medically unfit. The
management in its discretion can re-employ the medically fit employee on some Terms and
conditions agreed.
Leave: Official permission to be absent from work or duty, as that granted to corporate
personnel or any other employee is called leave and the period of time granted by such
permission is called leave of absence.
To ensure smooth uninterrupted operations of the organization regular attendance for work is
a vital factor. This requires that employee plan their leave. Leave rules will be different for
different employees.
Types of leave:
 Casual leave, Sick leave, Earned leave, Maternity leave, other leave.
In Suman scan center Hospitals, Leave application should be submitted to HR executive at least
a day before and with their Department head’s approval.
Dismissal:
An employee is liable to be dismissed for misconduct after being given maximum three
warnings depending on the degree of misconduct.
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3.3 MEDICAL RECORDS DEPARTMENT:

Medical Records is defined as a clinical, scientific administrative and legal document relating
to patient care in which are recorded sufficient data written in sequence of events to satisfy the
diagnosis and warrant treatment and end result. All the sufficient clinical information
pertaining to the patient must be incorporated in to the patient medical record. The content of
medical record must be sufficiently detailed & organized to enable the medical care team
responsible for the patient to provide continuity of care, to determine at any time the status of
patient and to review the diagnostic and therapeutic procedure performed and the patients
expenses to treatment.
Contents of MR:
It can be classified under the following categories:
1. Patient:- Sociological
2. Clinical: - all information regarding the disease, diagnosis and treatment procedure and all
events of patient during his stay in hospital.
3. Medico legal:- patients consent for surgery/treatment
4. Internal & external correspondence & communication regarding patients: - patients
correspondence, referrals to other extremes experts, consultant & their opinion, LIC related.
Flow of information from MRD:
Hospital Administration General public
Govt. Govt. agencies
MRD
External Consultant
Paramedics
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MRD in Suman scan center Hospital:
This decentralized MRD caters to all out patient and in patient in the hospital having 4trained
staff. It plays an important role in hospital management. It is the back bone of the hospital. The
MRD works 8am to 8pm.
Structure of the MRD:
Functions:
 Primary function is to ready availability of MR
 Its responsible for creation, care, collect, code, storage, issue and retrieval of health
information
 To file and keep records as well as Maintaining confidentiality of records
 To co-operate with the health care professionals in order to obtain comprehensive
patient records
 To assemble the MR in accordance with prescribed order
 To retrieve the MR to meet the need of patient, doctors and studies.
 To control the movement of patient files
 To maintain different registers for information retrieval from MRD
 To inform communicable diseases and vital statistics to government authority
 To give adequate information to the insurance
 To inform long stay record to medical superintendent
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3.4 NURSING DEPARTMENT

Nurses do more than care for individuals. They have always have been at the forefront of
change in health care and public health.
Nurses advocate for health promotion, educate patients and the public on the prevention of
illness and injury, provide care and assist in cure, participate in rehabilitation, and provide
support. No other health care professional has such a broad and far-reaching role.
Many lives have been saved because an attentive nurse picked upon early warning signs of an
upcoming crisis like cardiac arrest or respiratory failure.
Nursing care at Suman scan center hospital:

At Suman scan center hospital, the responsibilities of staff nurses reach out far and wide
across the medical discipline.
Structure of Nursing Department:
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139 Nurses are working in this department. There are 3 shifts from 8 am to 2 pm, 2 to 8pm and
one night shift from 8 pm to 8 am. Night shift Nurses will get a break of one hour in the middle
of their schedule and 6 days in a month a nurse will get night duty.
The ratio of patient nurse ratio is as follows:
 Semi-Private ward: 1:4.
 Post-Operation ward: 1:3.
 ICU (ventilation): 1:1.
 ICU (non-ventilation): 1:2.
In every floor there are counters for nurses and each nurse will be guided by their supervisor.
For the nurses to be efficient, In-service educational programmes are conducted regularly.
And nurses have to give pre and post tests. Performance appraisal is done yearly for the
regular nurses and half-yearly for the fresher nurses.
Also, Nurses are sent to Camps organized by the marketing department of the hospitals and
some nurses are also sent to corporate business houses. In Suman scan center Hospital attention
is given towards the welfare of the nurses by providing them regular training programmes.
They support them by giving those Transportation facilities, security, etc.
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CHAPTER 4
SWOT ANALYSIS
ROLE OF SWOT ANALYSIS IN HEALTHCARE INDUSTRY:-
For strategic planning, deciding the marketing strategies and analyzing the gaps, doing a
SWOT Analysis is very important. SWOT analysis includes a thoughtful listing of one’s
strengths, weakness, opportunities and threats.
It is advised that companies do this analysis at least once in a year. It is a lengthy exercise that
requires time and one needs to evaluate every aspect thoroughly. Inclusions from the latest year
and the success and failures should also be considered. It can be used by all in the healthcare
industry like, doctors, hospitals, healthcare or pharmaceutical companies, pharmacies etc.
In SWOT Analysis, Strengths and weaknesses are considered as internal factors, which can be
controlled, while opportunities and weakness are not in control.
 STRENGTH
 WEAKNESS
 OPPORTUNITY
 THREATS.
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 STRENGTHS:
The Suman scan center Specialty Hospitals is well known for its provision of quality medical
care. During the year the hospital has strived to attract more members of staff especially nursing
staff.
 Brand name- Suman scan center Specialty Hospitals has a good brand name and is
renowned and familiar hospital in the cities which they operate.
 Efficient and well known doctors and surgeons are the biggest strength of the hospital.
 Multi specialty is one of the biggest strengths with Suman scan center hospital
providing More than 50 medical specialties.
 Suman scan center Specialty hospital has good infrastructure and state of art medical
equipments which provide a world class services to the patients.
 Situated in people dense residential area of Jaya Nagar and Bannerghatta Road.
 Innovation: New areas such as Preventive medical services, telemedicine and Health
Insurance.
 Equipped with well maintained Pharmacy.
 WEAKNESSES:
The weaknesses are very few which detract from its ability to attain the core goal. But now it’s
trying to improve upon by taking various steps like community initiatives to serve the poor
people and also to get government support for their overall development.
 As the cost of the service provided is slightly high, hence it focuses mainly on a specific
class of people. The people with lower income may not be able to afford quality
treatment from the hospital.
 Understaffed Departments and high workload on hospital staffs.
 Overlapping duties of nursing staffs.
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 High level of job stress among hospital nurses related to understaffed.
 OPPORTUNITIES:
 Easy staff access, recruitment from their own colleges and institutions.
 Strong relationships and form of collaboration with other Governmental hospitals and
health departments.
 Location of hospital serves large population, more available connections, and
resources.
 Increased demand for healthcare services, as the hospital is situated in the potential
location. Located in the people dense residential area of Jaya Nagar and BG Road.
 Booming medical tourism: Increasing number of medical tourists.
 People are spending more on healthcare today than ever before and preferring private
services to government ones.
 Preventive medicine getting popular.
 Easy of the public transportation to the hospital.
 THREATS:
 Stiff competition by other leaders in the industry mainly Fortis, Colombia Asia,
Manipal Hospitals, Who are the major competitors.
 Foreign competitors entering the market.
 The inability to attract and retain nursing staff due to lower salaries.
 High nurse salaries in other countries.
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CHAPTER 5
Mc. Kinsey 7’s Framework
According to Mc Kinsey a company strategy is only one of the seven elements of the successful
practices. The 7’s frame work first appeared in “the art of Japanese management” by Richard
Pascal and Anthony Athos in 1981. They had been looking at how Japanese Industry had been
so successful, at around the same time that Tom Peters and Robert Waterman were exploring
what made a company excellent. The 7s model was born at a meeting in 1978. There are seven
basic dimensions, which represent the core of managerial activities. These are the levers which
executives use to influence complex and large organizations. Obviously there was a concerted
effort on the part of the originators of the model to coin the managerial variables with cords
beginning with the letter ‘S’ so as to increase the communication power of the model. Strategy,
Structure and systems are considered as the hard elements whereas shared values, skills, style
and staff are the soft elements.
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5.1 STRATEGY:
The strategies are developed analyzing the internal and external environment. Consequently
the values, preferences, attitude towards risk have been carefully examined while formulating
strategies. Business strategy is the choice of direction and action that the company adapts to
achieve its objectives and goals in a competitive situation. Strategies that Suman scan center
Hospitals used to serve their customers are:
 Preventive healthcare
 Medical excellence with a human touch
 Generating awareness
5.2 STRUCTURE:
Organization structure is a system of relationship that governs the activities of the people who
are dependent upon each other for achieving the common objectives. For the purpose of easy
and effective administration all the activities of Suman scan center Hospitals have been broadly
assigned to the following parts: Chairman and vice- chairman. The chairman is the supreme
authority to take decisions with the consent of the vice chairman. Under the control of vice
chairman there are Sr. Vice president, associate vice president, financial controller, associate
VP
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(marketing) and General Manager (HR). Under them there are the medical director, deputy
medical director, and various departmental heads.
5.3 SYSTEMS:
The system refers to formal and informal procedures that govern everyday activity, covering
everything from management information systems to the systems at the point of contact with
the customer.
Recruitment: It is the process of searching for prospective applicants and simulating them to
apply for job in an organization. The recruitment system flow as per the process given below:
 Review of the Requirement
 Preparation of the Position Profile i.e. Resource Requisition Justification
 Sourcing (i.e. advertisement, referrals, recruitment consultants, web posting
etc)
 Screening
 Functional Assessment
 HR Assessment
 Offer
Other systems:
 Appointment register
 Initial assessment forms
 Investigation log register
 Consultation register
 Report dispatch register
Training and Development system:
 Reference Check
 Pre -Employment Medical Check
 Offer Confirmation
 Travel & Stay
5.4 SHARED VALUES:
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It refers to the fundamental values that are widely shared in the organization and serve as
guiding principle that are important. These values have great meaning because they focus
attention and provide a broader sense of purpose. Values of Suman scan center Hospitals are:
 Quality patient care: Delivering quality patient care is the core of our
activities.
 Customer Focus: Our focus is to serve our customers to their satisfaction.
 Teamwork: We have a multi disciplinary unified approach in developing
healthcare solutions.
 Embracing change: We insist on change to help us succeed in our
Endeavour.
 Operational Efficiency: We strive for efficient and effective delivery of
services.
 Respect for individual: We recognize and value individuals, and protect their
interest.
 Research leadership: We continuously seek new ways to demonstrate our
leadership role in research
 Teaching excellence: We seed to uphold the highest standards in training the
healthcare professionals.
5.5 SKILLS:
Skills refer to the capabilities and competencies that exist within the company. A skill captures
a company’s crucial attributes or capabilities. Suman scan center Hospitals has good skilled
labour force and well equipped latest facilities and technologies.
Some of the skills that the employees should restrain are leadership, talented, sincere, generous,
attentive, resourceful, hospitable, alert, efficient, patient infallible and observant.
5.6 STYLE:
Style refers to the employees shared and common way of thinking and behaving – written
norms of behaviour and thought. Suman scan center hospitals have a paternalistic form of
management style. However, decisions take into account the best interests of the employees as
well as business. The leader explains most decisions to the employees and ensures that their
social
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and leisure needs are always met. This can help balance out the lack of worker motivation due
the autocratic management style. Communication is again generally downwards but feedback
to the management is encouraged to maintain morale.
5.7 STAFF:
The organization has developed and always looked into its people, their background and
competencies. Staff also includes the organization approaches recruitment, selection and
specialization. The employees are recruited from all over World. It includes both technical and
non technical employees. Manpower is the main strength of any organization. Suman scan
center hospitals have highly skilled and well experienced employees who are capable of doing
the task efficiently.
CHAPTER 6
SPECIFIC MANAGEMENT PROBLEM:
Through Suman scan center hospitals are the leaders in the hospitals industry they come
across certain problem
In managing and retaining nursing staff and the doctor’s team .some of the problems
identified in the organization:
 Shortage in nursing staff.

 Difficulty in managing the doctor’s team
 Poor internal capacity.
SOLUTION:
1). It is very much necessary for every hospital to maintain a required level of nursing staff to
perform various nursing activities. Nurses are as important as doctors in a hospital who
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perform fifty percent of the doctor’s work. As nurses are highly paid in other countries most of
the nurses flee to work there as they are highly paid. Therefore in order to maintain the required
level nursing staff the organization see to it that are properly compensated and develop a good
communication with them in order to retain them.
2). Doctors are the never centre of every hospital. There exists no hospital without a doctor.
Qualified and well trained doctors are to be retained. The organization should try to retain the
doctors in the hospitals by compensating them properly and providing them various fringe
benefits which make them feel towards the organization and work in the organization.
3). the organization has a good name in the society. It is ranked as one of the top hospitals in
India. The patient input is high because of their quality and excellence treatment. But their
internal capacity is less i.e, 145 beds. Sometimes the customers have to search for other
hospitals because of no vacancies. Therefore the organization should concentrate on this issue
and try to improve their internal capacity.
CHAPTER 7
FINDINGS, SUGGESTIONS, CONCLUSIONS & LEARNING

EXPERIENCE
7.1 FINDINGS:
 The hospital maintains clean and hygienic environment in the hospital premises
 The hospital uses accelerated hydrogen peroxide on daily basis to clean the floor.
 It provides emergency facilities and services to the patients 24×7
 All the employees in the hospital work as a team to the upliftment of the organization.
 There is a good patient input and organization maintains a very good relationship ship
with their clients which indirectly contribute the growth of the company.
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 Hospital is equipped with fully automated machineries and techniques for various
treatments.
 The hospital has good ambience with hygienic work environment.
 The organization offers tremendous opportunity for growth spanning multiple
functions, business and also international exposure.
 Employees in the organization are recognized as heart and essence of the
organization. They are regarded as central resource of the organization.
7.2 SUGGESTIONS:-
 As the customer input is high the organization needs to increase its internal capacity,
mainly bed capacity.
 Staff shortage in hospitals is one of the most critical issues therefore the organization
should maintain its staff level by providing various welfare schemes.
 The organization should provide some attractive schemes to regular patients in order
to maintain customer loyalty.
 The organization should make the sitting arrangements in canteen, requires still more
number of chairs to sit for employees.
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SUMAN SCAN CENTER HOSPITALS is the jewel in the crown of Suman scan center group
it is known for rendering the best quality service both health and educations sector. It is known
as one of the leading hospitals industries especially in India .the quality in service indicates
growth and standard of the organization.
The organization’s management is expected to keep vigil to ensure that the quality in treatment
is maintained at appropriate level and the customers are satisfied at every foot step of the
organization
Further it is highlighted that the organization has to be responsible to the changing technical,
Economical and financial scenario. However certain regions need measures to a greater extent
to increase profitability.
7.3 MY LEARNING EXPERIENCE:-
 Regarding getting permission from the companies:
As one of my friend told that in Suman scan center hospitals they are giving permission for
Internship so I visited the Suman scan center speciality hospital Jayanagar and met the Asst.HR
then they said to get permission from the Suman scan center hospital Bangalore main branch
at Bannerghatta road opposite IIM Bangalore There I met the Mr.Bosco they asked about us
and what are the information required. After they said to wait and later they told about my
internship at Suman scan center to the DGM later they given permission to do the internship at
branch.
 About working in the organization
I had a memorable experience from joining the internship programme at Suman scan center
hospitals. In addition to daily work I had great opportunity to meet different people working
over there.
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Besides, I made a lot of friends during the course of internship. They were all professional,
sincere and taught me patiently. I would never forget our pleasant time.
In these four weeks, I have established a good relationship with the employees in the
organization .through the programme, I broadened my views and improved my communication
skills. Besides, I found that having flexible mind and attitude which is very important in the
business world .It was much different from the study .As part of my study
I visited different departments in the organization to make a detailed study. Finally, I would
like to give sincere thanks again to everyone in the organization who extended their support in
training me to complete this programme. I believe that such experiences and skills are Valuable
to my future career.
 About co-operations extended by management & employees:
The management and the employees at Suman scan center hospitals were very co-operative
and helpful. They provided each and every details required by me for the project. The trainers
in each of the department helped me with getting the required information and also explained
me the working of each of the department in details and they also helped me to know how the
theoretical concepts that I have learnt in my academics was useful in implementing with the
practical situations in the organization.
 About what I learnt in their internship training:
It helped me to know the overall functioning of departments in the organization. How the
employees are motivated &trained in the organization towards achieving their goals set by the
organization.
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It also helped me to know the co-ordination between the different levels in the organizations,
and also helped me to know the leadership skills and also to be as an initiator during the
different situation. It gave me a practical exposure to the various functional areas of which I
only had a theoretical knowledge so far.
 About my plan for future:
Through my summer internship programme I had good experience Suman scan center hospitals.
This helped me gain self-confidence and improve my skill, through this I would be able to
Implement my skill and knowledge in the organisation where I would be given a chance to be
An employee of the organisation & I build in confidence where I can do my best to the
organization which I am a part of. Now if a job is offered to me by Suman scan center hospitals
or any other hospitals I am in a position to handle it and I will take up the offer as an opportunity
to me.
CHAPTER 8
ANNEXURE AND BIBILOGRAPHY
ANNEXURE
AWARDS & ACCOLADES:-

Excellence, literally meaning unparalleled superiority, is the quintessence of Suman scan center
Hospitals. This is reflected in many areas - be it infrastructure, technology or services or in the
caliber and brilliance of our medical fraternity. Presented below are some of our achievements:-
BEST HOSPITAL IN INDIA-SURVEY 2012 BY WEEK MAGAZINE:-

 Suman scan center Hospitals Hyderabad rated as the best private multi specialty hospital in India.
 Suman scan center Children's hospital Chennai ranked as the best private Paediatric
hospital in India.
 Billion Hearts Beating (BHB) Campaign is a proud winner in the Corporate Social
Responsibility practice category, at the 5th Indy's Awards 2011.
BIBILOGRAPHY
Reference Books:-
K.S.ASWATHAPPA. (1996) Human Resource Management, Himalaya Publishers, 5th

Edition.
PHILIP KOTLER. (2006) Marketing Management, Pearson’s Education 12th edition.
SHASHI.K.GUPTA. (2008) Financial Management, Kalyani Publishers Second revised

edition.
ORGANIZATION DOCUMENTS:-
1 SUMAN SCAN CENTER JOURNALS : 2019
2 FREE MEDICAL JOURNALS : 2019
3. SUMAN SCAN CENTER BROACHERS : 2019
Page 78
Websites:-
http://www.Suman scan
centerhospitalsbangalore.com https://www.Suman
scan centerhospitals.com
http://en.wikipedia.org/wiki/Suman scan
center_Hospitals https://www.Suman scan
centerspecialtyhospital.com
http://en.wikipedia.org/wiki/Health_care_industry
http://www.ibef.org/industry/healthcare-india.aspx
http://www.moneycontrol.com/financials/Suman scan centerhospitalsenterprises/balance-sheet/AHE.
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An Organisation Of Suman Scan & Diagnostic Center

This report provides an introduction to health care organization, practice

Suman Group one of the largest integrated healthcare groups in the

Suman scan center Hospitals was the forerunner of integrated

1.2 OBJECTIVES OF THE STUDY

The overall objectives of the study:-

 To study the organization structure.

1.3 HEALTH CARE INDUSTRY

The sector comprises hospital and allied sectors that include:

1.3.1 Healthcare Industry in India:

1.3.2 INDUSTRY STRUCTURE:

1.3.3 INDUSTRY VOLUME:

1.3.4 CURRENT SCENARIO:

2.1 COMPANY PROFILE:

HEAD QUARTERS HYDERABAD, INDIA

WEBSITES www.Suman scan

MALKAJGIRI BRANCH PROFILE:

The hospital has 3 major surgical departments:-

The hospital has having following functional departments:-

 Food and beverages

2.1 GROWTH OF THE ORGANISATION

2.2 VISION & MISSION:-

2.3 PRODUCTS, SERVICES & FACILITIES:-

 Suman scan center Pharmacy

 Suman scan center Hospitals Education and Research Foundation:

 Health Knowledge City:

1. Bones and Joints

SUMAN SCAN CENTER DIGNOSTICS:

SUMAN SCAN CENTER

1. Endocrine and Bone Health

Manipal Hospital in Bangalore is considered to be India’s first hospital to be ISO 9001:2000

Other competitors are Narayana Hrudayalaya, Jayadeva Hospital, etc.

2.5 ORGANISATION STRUCTURE:

Suman scan center Groups:-

Bangalore Suman scan center Hospitals Management:-

Hyderabad Suman scan center Speciality Hospital Management:-

3.1. FINANCE DEPARTMENT

Finance Functions at Suman scan center Hospitals:

Hospital Information System (HIS):

Total Expenses Total Income.

Expenses under Purchase Accounts include Consumables of various departments, this

SOURCES AND APPLICATIONS OF FUNDS:-

2.1.1 FORMAT OF BALANCE SHEET

Table 2.1: Balance Sheet of Suman center

2. Reserves & surpluses

5.Current Liabilities & Provisions

B) Loans and Advances

5. Profit & Loss account

2.1.2 CONTENTS OF BALANCE SHEET

There is two major type of assets:

Types of Tangible Assets

II. Capital Work in Progress

 Notes payable- debt issued to a single investor.

 deferred income taxes payable, and

2.2 PROFIT & LOSS STATEMENT

2.2.1 FORMAT OF PROFIT & LOSS STATEMENT

Profit & Loss Statement

PARTICULARS Amount PARTICULARS Amount

Financial and Other Expenses:

Profit before Tax

(f) Other Operating Expenses

 Distribution costs and selling costs,

(g) Other Operating Income

(i) Operating Profit (OP)