1. Apollo Hospitals
Apollo Hospitals is a major hospital chain based in Chennai, India. It was founded by Dr Prathap C.
Reddy in 1983. Apollo is a private healthcare provider in Asia with hospitals in India, Sri Lanka,
Bangladesh, Ghana, Nigeria, Republic of Mauritius, Qatar, Oman and Kuwait. Apollo hospitals plan add
2,955 beds across India in the next three years. Several of the group's hospitals have been among the first
in India to receive a form of international healthcare accreditation, in their case by the America-based
Joint Commission International (JCI). The Hyderabad hospital, headed by Dr. K. Hari Prasad, (CEO –
Central, Apollo Hospitals Group) was the first in the world, outside the US, to receive JCI's Disease- or
Condition-Specific Care (DCSC) Certification in addition to general accreditation when it received this
for its acute stroke treatment in 2006. However, they have not as yet acquired international accreditation
from any hospital accreditation group from outside of the USA.
The group has developed services in telemedicine, after starting a pilot project in 2000 in Dr Pratap C.
Reddy's own home village. It is now the largest telemedicine provider in India with 71 centres.
The success of Apollo Hospitals has made it the topic for Harvard Business School case study.
Apollo also launched Asia's first operational health city at Hyderabad in 2007. Apollo Health City,
headed by Dr. K. Hari Prasad – CEO(Central). Apollo Health City consists of a medical college, multiple
super-speciality hospitals, a gym and various other health services.
Management Control System
Audit committee meeting is conducted six times in a year
Review the internal control measures and provide an update to the Board
Look into the control and security of the company’s critical medical machines
Look after the deviations from the Code of Business Principles
Reduction in specific energy and water consumption levels
recycling and reusing
by the use of alternative sources like

2. INFOSYS
Infosys Limited was started in 1981 by seven people with US$ 250. Today, they are a global leader in the
"next generation" of IT and consulting with revenues of US$ 6.604 billion (LTM Q2-FY12). Infosys
defines designs and delivers technology-enabled business solutions for Global 2000 companies. Infosys
also provides a complete range of services by leveraging our domain and business expertise and strategic
alliances with leading technology providers. Their offerings span business and technology consulting,
services, systems, product engineering, custom software development, maintenance, re-engineering,
independent testing and validation services, IT infrastructure services and business process outsourcing.
Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry
leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the
location where the best talent is available, where it makes the best economic sense, with the least
amount of acceptable risk. Infosys has a global footprint with 64 offices and 65 development centers in
US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands,
Poland, Canada and many other countries. Infosys and its subsidiaries have 141,822 employees as on
September 30, 2011. Infosys takes pride in building strategic long-term client relationships. 98.5% of our
revenues come from existing customers (Q2 FY 12).
ORGANIZATION STRUCTURE
Infosys in the beginning
Infosys was a start-up founded by 7 individuals. Early days were a constant struggle due to the dynamic
environment. Companies focus was on delivering a single product based on single technology in a single
marketplace. Low degree of Formalization, low complexity and high centralization were few of the
characteristic.
Period from 1989 - 2002
In 1989, company lost some key accounts this lead to a drastic change in the overall strategy. The period
after liberalization led to massive growth. The company started catering to different market segments and
different clients. Company had to adhere to a new set of guidelines and streamline process due to the IPO
in 1992. The company structure was split up into functional units and the Project Matrix Structure was
employed within the production unit. These changes lead to increasing complexity, moderate
formalization and moderate degree of centralization.
2003 Onwards
Company had become too big to carry on without modifying the existing structure so the concept of
decentralization was brought in. The company was divided into IBU’s (India Business Units), each IBU
concentrated on a particular sector and this made the company more customers focused. Managers of each
IBU were empowered to take decisions to further the IBU’s prospects and within each IBU the project
matrix structure was carried forward. Decentralized system with an ability to take quick decisions was
build. In 2007, the IBU concept was further refined to take into account geographic growth and
opportunities. The company has adopted a free form organization devoid of hierarchies. Everyone is
known as associates irrespective of his position in the company. This system not only helps in creating
the feeling of equality but also helps in developing project leaders.

3. MANAGEMENT CULTURE
Culture represents collective norms and behaviors of a group of people be it any region, country or an
organization. Organizational or management cultures are the characteristics that are based on morals,
values, traditions and personnel behavior. It is generally set by the higher management in an organization
and most of the times it acts as a control mechanism.
The various dimensions of Management culture are as follows:
 Process vs. Result- whether the company focuses more on the manner in which work is done or
the outcome.
 Job vs. Employee- whether the company focuses more on the work to be done or on its
employee’s wellbeing.
 Open vs. Closed- whether anyone can fit into the organization or only special few people can join.
 Loose vs. Tight Control- management casual or serious.
 Normative or Pragmatic- whether ideologically driven or market driven.
According to Mr. Narayan Murthy “It is our vision at Infosys, to create world-class leaders who will be at
the forefront of business and technology in today's competitive marketplace. This has been at the
forefront of their management culture.
Infosys is often voted as one of the top employers of India for its management culture and employee
friendly practices which often act as their control system as well.
Infosys’s stresses that its operations are driven by key values that s called as C-LIFE.
CONTROL PROCESS
Reducing cost of compliance using Continuous Controls Monitoring (CCM)
Increased globalization, complexity in business environments and higher emphasis on corporate
governance drive the need for compliance. Compliance can be external, i.e., imposed by legislation, or
internal, which is driven by organizational policies and procedures. Progressive and matured
organizations such as Infosys consider compliance as an enabler to meet business objectives. Their focus
goes beyond the requirement of law and use compliance as means to increase process efficiency and
stakeholder confidence.
Continuous Controls Monitoring (CCM) assumes a periodic review of controls. It is important to note that
for risk and compliance, CCM involves near real-time review, which can be performed only if testing is
automated. Hence, automation of testing is the key to Continuous Controls Monitoring.
Initially, compliance was virtually non-existent since there were only few frameworks available. Internal
control did not involve testing and assessment and internal audit was largely concerned as group reporting
to Chief Financial Officers (CFO) and not the audit committee. The Sarbanes Oxley Act, 2004 was the

4. landmark legislation for compliance despite which companies faced lack of defined processes for
compliance. However, as compliance evolved, organizations realized that automation, i.e., control
execution and compliance program management, was key to reduced cost of compliance.
CCM helps reduce the cost of compliance through:
 REDUCED EFFORT: Automated testing of controls reduces effort for review
 REDUCED AUDIT COST: Auditors place greater reliance on automated testing and reduce effort
on substantive testing
 INCREASED FREQUENCY OF AUDIT: CCM enables more frequent audit with reduced cost
 MULTICOMPLIANCE CAPABILITY: CCM supports compliance with multiple regulations
thereby ensuring controls are tested only once
 REMOTE MONITORING: CCM enables testing of controls from remote location, enabling
monitoring controls in a cost-effective manner
 PROACTIVE MONITORING: Near realtime testing prevents fraud and revenue leakage
 CORPORATE GOVERNANCE: CCM’s near real-time monitoring prevents control failures and
enables corrective action to ensure a secure organizational image.
Implementing CCM follows a process similar to software implementation. Effective planning is important
to maximize value of investments by ensuring standardization, optimization and automation.
Automation is the key for successful CCM implementation. Unless the controls are automated, it is
difficult to test using a tool. The design of CCM is primarily dependent on reporting requirements,
compliance with regulations and internal policies, key controls to be monitored, etc. Automated testing
can be monitored, assessed and reported from remote locations.
INFOSYS’ GLOBAL DELIVERY MODEL
The salient features of GDM are outlined below:
The large scale software development projects were divided into 3 categories:
 The first category included tasks that were to be carried out at the location of the client.
 The second category included tasks that needed to be carried out closer to the client.
 The third category consisted of tasks that could be done in remote locations, where
processdriven technology centers with highly skilled manpower were easily available.
 The project work was carried out with teams located at different locations across the world
working round-the-clock on the project.
 Infosys used two types of Global Development Centers (GDCs) – Proximity Development
Centers (PDCs) and Offshore Development Centers (ODCs) to carry out the activities related to
software development.

5.  The major components of GDM included – knowledge capture, daily handoffs, quality control,
continuous improvement, mobilizing and demobilizing staff as required, recruiting and training
the right kind of people, billing for cross-border teams and connectivity of the locations.
 Infosys developed People Knowledge Map which had contact information of the individuals who
were expert in specific areas so that people working on a particular project could contact them in
need.
 Infosys benchmarked its IT services against international quality standards like ISO 9000, CMM
and the Malcolm Baldrige framework.
 Infosys used the services of several service providers along with a mix of satellite and fiber optic
links with facilities for alternate routing. Video conferencing was used for executive level
discussions and training.
 As a part of expansion, Infosys launched GDM Plus, an enhanced service delivery model, a
combination of more services and excellence in execution. GDM Plus was Infosys’ strategic
response to changing market conditions and the competitive landscape to deliver high volumes to
customers. Execution excellence was to be achieved through business solutions, technology,
domain expertise, quality, operational efficiency and people development.
ADVANTAGES FROM GDM
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Rapid growth in revenues
Lower risks
Talented workforce
Best results
Flexibility
Round the clock productivity
Faster response
Shorter lead time
Cost benefits

6. Tata Consultancy Service
Tata Consultancy Services Limited (TCS) is an Indian multinational information technology (IT)
services, business solutions and consulting company headquartered in Mumbai, Maharashtra. TCS
operates in 44 countries and has 199 branches across the world. It is a subsidiary of the Tata Group and is
listed on the Bombay Stock Exchange and the National Stock Exchange of India. Its main function is to
provide IT services. TCS is the largest Indian company by market capitalization and is the largest Indiabased IT services company by 2013 revenues. TCS has been recognized by Forbes as one of the World's
Most Innovative Companies. TCS ranked 40th overall, making it not only the highest ranked IT services
company to make the list, but also the top Indian company.
History
1968 to 2000
Tata Consultancy Services Ltd (TCS) was founded in 1968 as a division of Tata Sons Limited by J.R.D
Tata. Its early contracts included providing punched card services to sister company TISCO (now Tata
Steel), working on an Inter-Branch Reconciliation System for the Central Bank of India, and providing
bureau services to Unit Trust of India.
In 1975, TCS conducted its first campus interviews, held at IISc, Bangalore. The recruits comprised 12
Indian Institutes of Technology graduates and three IISc graduates, who became the first TCS employees
to enter a formal graduate trainee programme.
In 1979, TCS delivered an electronic depository and trading system called SECOM for the Swiss
company SIS SegaInterSettle. TCS followed this up with System X for the Canadian Depository System
and automating the Johannesburg Stock Exchange.TCS associated with a Swiss partner, TKS Teknosoft,
which it later acquired.
In 1981, TCS established India's first dedicated software research and development centre, the Tata
Research Development and Design Centre (TRDDC) in Pune.
In 1985 TCS established India's first client-dedicated offshore development centre, set up for clients
Tandem.
In the early 1990s the Indian IT outsourcing industry grew rapidly due to the Y2K bug and the launch of a
unified European currency, Euro. TCS created the factory model for Y2K conversion and developed
software tools which automated the conversion process and enabled third-party developer and client
implementation.

7. 2000 to present
By 2004, TCS's e-business activities were generating over US$500 million in annual revenues.
On 25 August 2004, TCS became a publicly listed company.
In 2005, TCS became the first India-based IT services company to enter the bioinformatics market.
In 2006, TCS designed an ERP system for the Indian Railway Catering and Tourism Corporation.
In 2008, TCS undertook an internal restructuring exercise which aimed to increase the company's agility.
TCS entered the small and medium enterprises market for the first time in 2011, with cloud-based
offerings. On the last trading day of 2011, TCS overtook RIL to achieve the highest market capitalisation
of any India-based company.
In the 2011/12 fiscal year, TCS achieved annual revenues of over US$10 billion for the first time.
In May 2013, TCS bagged a Six-Year contract from Department of Posts worth over INR 1100 crores.
AUDIT COMMITTEE
 Reviewing the quarterly financial statements before submission to the Board
 Reviewing with the management, external auditor and internal auditor, adequacy of internal
control systems and recommending improvements to the management.
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Recommending the appointment/removal of the statutory auditor, cost auditor, fixing audit fees.
Reviewing the Company’s financial and risk management policies.
Reviewing the financial statements and investments made by subsidiary companies.
Look into the reasons for any substantial defaults in payment to the depositors, debenture
holders, shareholders and creditors.
 Review the effectiveness of the system for monitoring compliance with laws and regulations and
the results of management's investigation
 Look into the reasons for substantial defaults in the payments to the depositors, debenture
holders, shareholders and creditors.
 Review the process of communicating the Tata Code of Conduct to employees