This document provides an overview of Eye-Q Super Specialty Hospitals, a chain of 44 eye hospitals across India. It discusses the founder and leadership team, including their backgrounds. The mission, vision, and values of Eye-Q focus on providing the highest quality eye care and exceptional personal care to patients. The document also outlines the managerial levels within Eye-Q, from executive to cluster manager.

1. PREPARED BY :
MD ZEESHAN
RAHMANI
MHA 1st Semester 2016-
17
GENESIS INSTITUTE OF MANAGEMENT &
TECHNOLOGY
PROJECT BASED ON management
1470, Rajdanga Main Road
Kolkata-700107, West Bengal

2. Contents
1. MANAGEMENT
2. PILLARS OF MANAGEMENT
3.MANAGEMENT THEORIES
4. BASIC MANAGERIAL FUNCTION
5. CASE STUDY
6. THANK YOU

3. Management
“ Management is the process of designing &
maintaining an environment in which individuals,
working together in groups, efficiently accomplish
selected aims.”
Cont.

4. As managers, people carry out the managerial
functions of planning, organizing, staffing, leading,
& controlling.
Management applies to any kind of organization.
It applies to managers at all organizational levels.
The aim of all managers is the same: to create a
surplus.
Managing is concerned with productivity, this
implies effectiveness & efficiency.

5. PILLARS OF MANAGEMENT
Cont.

6.  Not all managers can have all skills but they can be
developed through training.
 Although all managers would benefit from some aspects
of the four pillars of management, each will be stronger in
some areas than others.
 The most successful organisation with have managers who
combine to provide all the skills above which will ‘hold
the company up’.
Management THEORIES
Cont.

7. Leadership skills are those of vision and the ability to spot
opportunities. Managers with well-developed leadership skills
have good interpersonal skills and can raise the morale and
team spirit of their staff.
1.LEADERSHIP
Cont.

9. Management skills are slightly different to leadership skills –
more conceptual and concerned with planning and
organisation. These attributes are needed in order to plan the
stops required to achieve a vision. More practical than purely
leadership skills.
2.MANAGEMENT
Cont.

10. Control skills relate to processes, procedures, efficiency and
structure. It is not about controlling people, but about
controlling the way in which the goal will be achieved. It
covers many aspects of organisational activities, for example
creating project plans, allocating tasks, delegation of activities,
evaluation, agreeing procedures and putting controls in place
to monitor success. The goal needs to be communicated and
the team coordinated in order to achieve the vision or
maximise the opportunity.
3.CONTROL
Cont.

11. Managers with good command skills have a natural authority.
They are not dictatorial or forceful, but are able to implement
effective systems; to take a vision and create a well- thought
out process to achieve the objective. Command skills are
often linked closely with leadership skills – but you need to be
able to implement a vision – not just have a great idea!
Communication is key here as the vision and ultimate goal
need to be shared
4.COMMAND

12. BASIC MANAGERIAL FUNCTIONS

13. It is the basic function of management. It deals with
chalking out a future course of action & deciding in
advance the most appropriate course of actions for
achievement of pre-determined goals. According to
KOONTZ, “Planning is deciding in advance - what to
do, when to do & how to do. It bridges the gap from
where we are & where we want to be”. A plan is a
future course of actions.
1.PLANNING

14. It is the process of bringing together physical, financial and human
resources and developing productive relationship amongst them for
achievement of organizational goals. According to Henry Fayol,
“To organize a business is to provide it with everything useful or its
functioning i.e. raw material, tools, capital and personnel’s”. To
organize a business involves determining & providing human and
non-human resources to the organizational structure. Organizing as
a process involves:
 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships
2.organizing

15. It is the function of manning the organization structure
and keeping it manned. Staffing has assumed greater
importance in the recent years due to advancement of
technology, increase in size of business, complexity of
human behavior etc. The main purpose o staffing is to
put right man on right job.
1. Manpower Planning
2. Recruitment, Selection & Placement.
3. Training & Development.
4. Remuneration.
5. Performance Appraisal.
6. Promotions & Transfer.
3.STAFFING
Cont.

16. 1.Manpower Planning
Manpower Planning which is also called as Human Resource
Planning consists of putting right number of people, right
kind of people at the right place, right time, doing the right
things for which they are suited for the achievement of goals
of the organization.
2. Recruitment, Selection & Placement.
3. Training & Development.
It is vital part of the human resource development. It is
assuming ever important role in wake of the advancement of
technology which has resulted in ever increasing competition,
rise in customer’s expectation of quality and service and a
subsequent need to lower costs.
Cont.

17. It is that part of managerial function which actuates
the organizational methods to work efficiently for
achievement of organizational purposes.
Direction is that inert-personnel aspect of
management which deals directly with influencing,
guiding, supervising, motivating sub-ordinate for the
achievement of organizational goals.
4.DIRECTING
Cont.

18. Cont.
4. Remuneration.
Employee Remuneration refers to the reward or
compensation given to the employees for their work
performances. Remuneration provides basic attraction to
a employee to perform job efficiently and effectively.
5. Performance appraisal
Performance Appraisal is the systematic evaluation of
the performance of employees and to understand the
abilities of a person for further growth and development.
6. Promotions & Transfer.

19. Contd.
Supervision- implies overseeing the work of subordinates
by their superiors. It is the act of watching & directing work
& workers.
Motivation- means inspiring, stimulating or encouraging
the sub-ordinates with zeal to work. Positive, negative,
monetary, non-monetary incentives may be used for this
purpose.
Leadership- may be defined as a process by which
manager guides and influences the work of subordinates in
desired direction.
Communications- is the process of passing information,
Direction has following elements:

20. It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals. The purpose of
controlling is to ensure that everything occurs in
conformities with the standards.
5.controlling

21. CASE STUDY ON EYE Q SUPER SPECIALITY
HOSPITAL

22. CORPORATE OFFICE
LOCATIONS

23. About
The Eye-Q hospital chain is committed to providing best quality eye care
at affordable cost across India.
We are an ISO 9001-2000 registered organization operating under the
leadership of our Founder and CMD- Dr. Ajay Sharma- one of the most
renowned eye surgeons in India, aided by a team of specialists with rich
experience in their respective specialties from top hospitals across the
country.
Established in 2007, Eye-Q is today a chain of 44 super speciality eye
hospitals with centres in Delhi-NCR, Haryana, Uttar Pradesh,
Uttarakhand , Gujarat and Maharashtra.
Recently launched in Africa with Centre in Lagos, Nigeria
It has recently extended its services in South India .

24. Dr. Ajay Sharma
Founder & CMD
Eye-Q Super Specialty hospitals

25. Business Team:
Rajat Goel, (Cofounder and CEO) MBA (IIM, Ahmedabad) 1991; 16
years of corporate experience in companies like Godrej and Bausch &
Lomb including 3 years as head of surgical business for Bausch & Lomb
for SAARC countries
Karan Bhandari, (Advisor, Strategy & Marketing) MBA (IIM
Ahmedabad) 1987; over 20 years in marketing, sales and strategic roles;
8 years with Bausch & Lomb, including a stint as Regional Marketing
Head (Asia Pacific)
T. Venkateswaran, (Consultant- IT & Process) MBA (IIM Ahmedabad)
1985; Recruitment & HR consultant for 20 years
Prakash Vasudevan (Director, Strategic Alliances): Ophthalmology over
25 years, have headed ophthalmology multinational companies like
Cont.

26. A. P. S. Bhalla, (COO) Post Graduate; 25 years of rich General
Management experience in mid and large sized MNCs from varied
industries. Apt at building and managing large and diverse teams
through creating a common culture
Subhash Bansiwal, (CHRO) MBA (IIM, Ahmedabad) 1992; 20
years of experience in managing Human Resources function in
varied sectors like Manufacturing, IT, Services including 3 years of
HR Consulting at Gallup.
Samir Bhatia, (Advisor, Learning & Development) MBA (IIM
Ahmedabad) 1991; Passionate Leadership Mentor & Coach and
Human Resources Developer
Rajesh Maheshwari (Finance Controller) Qualified CA; more
Cont...

27. Mission:
To make every patient an Ambassador for Eye-
Q through a combination of
Highest level of quality and technology in eye
care.
Exceptional personal care.
Complete integrity to the patient and his/her
needs.
Vision:
To be India's foremost chain of eye hospitals in

28. Values:
 Be honest and open in my communication and do
what I say I will do
 I accept our individual & team responsibility and
meet my commitments each & every time
 Our clinical & non clinical team is supportive of
each other’s efforts and care for each other
 Give care, compassion & respect to patients and
colleagues as I expect for myself
 Will make conscious effort to contribute in creating
a social impact
 Will embrace and drive positive change
 Proud of Eye Q

29. MANAGERIAL LEVELS

30. ORDER OF MANAGEMENT

31. MANAGEMENT LEVELS IN EYE Q
EXECUTIVE
ASSISTANT MANAGER
MANAGER
ASSISTANT CLUSTER MANAGER
CLUSTER MANAGER

32. RAJASHREE MADAM
for
This Work