1. “ Saving and Enriching Lives”
GROUP MEMBERS
 Saurav Dutta (030104066)
 Rima Khushbu Das (030104050)
 Piyush Gupta (030104071)
 Joydeep Bakshi (030104026)
 Dipayan Chakraborty (030104046)
 Avik Maity (030104006)
 Saborni Pal (030104067)
Mail ID - gbspgdm04lg3@gmail.com
Faculty Guidance: Prof. Debajyoti Majumder

2. THE FORTIS EDIFICE

3. ESTABLISHED AND
WIDE GEOGRAPHICAL PRESENCE

4. BOARD OF DIRECTORS

6. ORGANIZATIONAL
STRUCTURE

8. ORGANIZATIONAL CULTURE AND
MOTIVATION
• Culture and motivation goes hand in hand.
• Fortis as an organization truly believes in open-door culture.
They follow the organization’s DNA acronym as – “POINT”.
 P – Patient centricity.
 O – Ownership.
 I – Integrity.
 N – Innovation.
 T – Teamwork.
The organization tries to make the working culture transparent
employees are the most valuable assets of any organization

9. ORGANIZATIONAL CULTURE
AND MOTIVATION (cont’d)

10. At Fortis Healthcare Ltd. the following things are done to motivate the employees:
 Incentives
 Promotion
 Recognition
 Compensations
 Team outings
 Luxurious gifts
 Flexible timings
The above mentioned things can be related to Herzberg’s Motivation-Hygiene Theory
because it includes both the maintenance and motivation factors
ORGANIZATIONAL CULTURE
AND MOTIVATION (cont’d)

11. The organization looks primarily into the appraisal factors of the working class -
the Employee
Categories which is divided into:
 Management Employees.
 Staff Employees.
ORGANIZATIONAL CULTURE
AND MOTIVATION (cont’d)

13. Leaders of Fortis Healthcare Ltd.
LEADERSHIP

14. The leadership styles adopted at Fortis Healthcare Ltd. are mainly of two types:
 Transformational leadership
 Transactional leadership
Another leadership style is observed at Fortis Healthcare Ltd. which is compared with the
Path-Goal theory, given by House & Mitchell (1974).
According to this style, there are four types as under:-
 Supportive
 Directive
 Participative
 Achievement-oriented
LEADERSHIP (cont’d)

15. Relating the above factors with the organization, we find the
following data which are related to the leadership style:-
 Fortis Healthcare has a team of great doctors and staffs, where
the organization has continuous employee engagement
programs for quality improvements, education enhancements
and cultural activities.
 Removing road blocks through continuous engagement and
interactions.
 Attaining recognitions from world class doctors.
 The main reason to carry out this style of leadership is to
create a bond between the leader and its followers, so that
both can have an open mind conversation.
LEADERSHIP (cont’d)

17. CONFLICT MANAGEMENT
Conflict at Fortis Healthcare Ltd. happens basically on
the three primary sectors:-
 Employee and Management.
 Patient‘s family and Management.
 Local Political Parties and Management.
How the conflict is sorted out?
 The organization has a grievance cell.

18. ORGANIZATIONAL STRUCTURE
 Wide span organizational culture.
 Compromises of various levels of directors in subsequent
steps and then diverging into a wide span control under
vertical heads.
ORGANIZATIONAL CULTURE
 The culture is based on the values of the organization.
 The customer is given first preference.
 Positive, supportive and productive working environment for
all employees working in any part of the world.
FINDINGS

19. MOTIVATION
 The employees who work hard with efficiency get incentive for completing their work in time.
 If there is any business loss also, each employee gets compensation.
 Once in forth night or twice in a month there is a team outing where employees can freely interact
with their superiors and share their problems.
 Employees are promoted on the basis of their performance and the job is done maintaining full
transparency.
LEADERSHIP
 Transformational leadership is used for new employees and as soon as they are well acquainted with
the organization the leadership styles becomes transactional.
 Path-goal leadership style is used to encourage the employees, thus helping them focus with their
work.
FINDINGS (cont’d)

20. CONFLICT MANAGEMENT
It is basically divided into three primary sectors:-
 Employee and Management.
 Patient’s family and Management.
 Local Political Parties and Management.
FINDINGS (cont’d)

21. RECOMMENDATIONS
 The receptionist can be trained with global languages to deal with international
patients.
 The company‘s norm of providing 75% discount to the employees on consulting
the doctors within the premises can be further increased to 90% discount so as to
keep high motivational levels among the lower class employees.
 Cross-functioning of the departments can be done to decrease conflicts and increase
communication and work connectivity among the departments.
 Consultants of the organization can train the fresher.
 They should continue their good work quality as they have been doing so far.

22. Thank you !!!