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CHAPTER 1

INTRODUCTION

An internship is a role where a student fills in as a part-time worker to gain experience and
knowledge in a specific field of study. To expose students to the real working world, internships
have been made mandatory for students enrolled in Bangalore University's two-year MBA
(Finance & Marketing) degree.

An internship is the finest way to learn because it provides you with experience. In a similar vein,
the tasks completed throughout the internship term contribute to the development of confidence
and interpersonal and communication skills. The opportunity to work in a way akin to that of
employees is provided to interns even if they are not employees of the organizations. Interns
perform duties as assigned by the organization's personnel. However, they are not bound by any
duties and have no authority over anything.

HISTORY OF THE STUDY

India's efforts to reform indirect taxes have made significant progress with the introduction of the
Goods and Services Tax (GST). Before the GST was implemented, there were a number of
indirect taxes in existence. The state governments levied the VAT and entry tax, while the federal
government imposed the service tax and central excise charge.

There was also a cascading effect of taxes, or tax on tax, at successive stages because a credit for
taxes collected by one government could not be transferred to the payment of taxes assessed by
another. Since India's independence, there has not been a major indirect tax reform as extensive as
the Goods and Services Tax (GST). Indirect taxation will become less complex, more
straightforward, and cascading effect-free thanks to GST. It will have a significant influence on
businesses of all sizes and change the way the economy functions.

The Goods and Services Tax (GST) is a comprehensive indirect tax policy that merges state and
federal taxes into a single value-added tax, creating a single market across the nation.

Most Central and State taxes are included in the GST, which lowers the number of levies and the
cost of compliance. Thanks to GST, the expense of CST will eventually vanish.

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The purpose of the GST, according to the Statement of Objects and Reasons that is annexed to the
Constitutional Amendment Bill, is to:

a) Create a common national market;

b) Prevent the cascading impact of taxes.

The primary advantage for consumers would be a reduction in the current estimated 25% to 30%
overall tax burden on goods. GST will make Indian products more competitive in both domestic
and international markets. Studies indicate that there would be an increase in economic growth.
Finally, because this tax is transparent and self-policing, it would be easier to administer.
History states that in 2004, the Kelkar Committee first forth the idea of a national GST in India.
The group recommended the national GST. P. Chidambaram, the finance minister at the time,
made the initial statement about the GST's implementation on April 28, 2006. The national GST
was supposed to go into effect on April 1, 2010. The State VAT design was created by the
Empowered Committee of State Finance Ministers (EC), and they were asked to provide a plan
and a framework for the GST.Together Officials were organized into Working Groups to examine
several aspects of the Goods and Services Tax (GST) and generate reports, namely regarding
exclusions and thresholds, service taxation, and interstate supply taxation. States and Center
representatives were among these organizations. After internal and central government
deliberations, the European Commission (EC) released its First Discussion Paper (FDP) on GST in
November 2009. This describes the characteristics of the proposed GST and has been the basis for
the initial talks between the Centre and the States.

A clause allowing for the implementation of the Goods and Services Tax (GST) was introduced to
the Indian Constitution on September 16, 2016. The Center and the States will each be able to tax
and collect the GST on goods and services at the same time thanks to these constitutional
amendments. Acts approved by the relevant states' legislatures. The intern had the opportunity to
observe and learn about the GST Registration and Return process firsth and.A GST return is a
record that includes all the information about your purchases, sales, and the taxes you pay (input
tax) and the taxes received on sales (output tax). Following the filing of GST returns,

The resulting tax liability, or the amount you owe the government, must be paid.

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All companies that have registered for GST must file their GST Returns by the deadline. These
returns can also be filed quarterly, annually, or on a monthly basis. Furthermore, filing a GST
return after the deadline may result in unnecessary fines and other penalties.

Under the GST regime, a firm is also required to file, on average, two monthly returns, one yearly
return, and a total of 26 returns annually.

Details Required To File GST Return

Details of Expenditure,

 Total Purchase (Inter-State and Intra-State),

 Total Imports,
 Sales Return, and
 Other Purchases and Expenditures.
 Total sales (including interstate and intrastate),
 total exports,
 supplies for which no GST is paid,
 purchase returns,
 And other income is the details of income. Other Amount
 Audit and Assessment arrears
 Refunds
 Profit and Loss Statement
 Gross Profit
 Profit after tax
 Net profit

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GSTR-1 FILIMG PROCESS

Penalty for late filling of GST returns

If one does not file their GST returns in the designated amount of time, they will be assessing a
penalty that includes interest on the base amount and a late fee.

In addition, the noncompliant taxpayer is required to pay interest on the remaining sum at the rate
of 18% annually. Furthermore, the time frame that is considered for payment spans from the day
the return is submitted until the interest is settled.

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In addition, if the fees are not filed on time, there is a total fine of Rs. 200 per day, which is made
up of Rs. 100 under CGST and Rs. 100 under SGST. Additionally, businesses that have registered
for the IGST could be fined up to Rs. 5000.

HISTORY OF GST

Timeline and evolution of GST:

* 2000

It is decided to form an Empowered Committee made up of State Finance Ministers.

* 2006

On April 1, 2010, P Chidambaram, who was the finance minister at the time, announced the
introduction of the GST...

* 2009

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The first discussion paper on the GST in India was presented by the

Empowered Committee of State Finance Ministers

* 2010

The delay in implementing GST was announced by President Pranab mukherjee, who suggested
doing so in April 2011.

* 2011

In the Lok Sabha, the Constitution (115th Amendment) Bill, which focuses on the implementation
of GST in India, was presented.

The Standing Committee on Finance would thereafter review the Bill in detail after being referred
by the Lok Sabha.

* 2013

The report on the Constitution (115th Amendment) Bill is delivered by the

Standing Committee on Finance

* 2014

The Bill expires as a result of the dissolution of the Lok Sabha.

The introduction of GST was the main goal of the Lok Sabha's Constitution (122nd

Amendment) Bill

* 2015

The Lok Sabha approved the Bill, and the Rajya Sabha submitted it to a Select Committee.

The report is delivered by the Select Committee.

A report on potential GST rates is provided by the committee lead by the chief

* 2016

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The Constitution (101st Amendment Bill is notified once the Lok Sabha and

Rajya Saba both approves the bill.

Assam was the first state to approve the Bill.

The Bill receives the President's assent from Pranab Mukherjee.

After receiving approval from the Union Cabinet, the GST Council convenes for the first time in
New Delhi.

 2017

The Lok Sabha receives the introduction of the CGST Bill, IGST Bill, UTGST Bill, and GST
(Compensation to States) Bill.

The GST Acts are notified once the Bills have been approved by the Lok Saba and the Rajya
Sabha.

The official launch date of GST is July 1.

* 2018

TDS regulations are introduced together with the submission of GSTR-7 . E-way bill system
implementation for interstate movement of products.

* 2019

Restrictions on ITC availment are made applicable under Section 36(4), and the reverse charge
mechanism is made applicable.

* 2020

Adoption of electronic invoicing monthly payment schedule for quarterly returns June: Taxpayers
receive relief in light of COVID-19

* 2021

GSTR-8 and GST introduction for services provided by restaurants to e-commerce companies.

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GST on services provided by the State Government to its companies or PSUs in the form of loan
guarantees.

* 2022

Beginning in January 2022, the government would increase the goods and services tax (GST) on
finished goods like clothing, textiles, and footwear from 5% to 12%. Beginning in January 2022,
the GST rate on textiles has been increased from 5% to 12%

Changes after GST introduction

The GST is concentrated on the "supply" of goods and services, as opposed to previous levies that
also included the production process. The fact that it focuses on supply makes it a destination-
based tax.

It has taken the place of a variety of levies, including:

 Central Excise Duty,

 Additional Excise Duties,
 Special Additional Customs Duties,
 Additional Customs Duties,
 Other Cesses and Surcharges,
 etc.Taxes that have been absorbed by GST include:
 Value Added Tax (VAT) and
 Central Sales Tax (CST)
 (Except for taxes imposed by municipal entities):
 Luxury Tax; Purchase Tax;
 Entertainment Tax
 Taxes on gambling, lotteries, and ads
 The "one nation, one tax" philosophy is adhered to, which now lessens the cascading effect
of taxes.
 Each state where a company has branches or plans to make supplies outside of its home
state requires a new GST registration.
 The GST is made up of the following:

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 CGST, or Central GST.

 SGST - State GST; IGST - Integrated GST
 Section 9 (4) addresses the Reverse Charge Mechanism, a feature of the GST that requires
buyers of products from unregistered dealers to pay the tax on a reverse charge basis..
 The GST levied on the supply of services by restaurants to e-commerce operators is
covered in Section 9(5).
 In order to specify the authority and process with relation to the TDS mechanism under
GST, Sections 51 and 52 of the GST Act went into effect.
 The electronic waybill system, which is required whenever the value of the items being
transported exceeds Rs. 50,000, was implemented to trace the interstate movement of
products.
 The implementation of electronic invoices is a key step in the fight against tax evasion.
 GST is a digital tax because returns and the information they require are submitted online
through a web interface. Additionally submitted on the portal are the supporting
documents, making it simple to trace transactions

HOW GST WORK S

Let’s examine how the GST operation in India.

 Stage 1 : The Manufacturer

Assume a shirt maker spends 1000 IN + 60 IN in taxes on raw materials to produce shirts.
The maker invested 300 INR in order to duplicate the clothes. The shirt's total value rose to
$1300 (1000 + 300) as a result. If the GST rate on shirts is 5%, that comes to 65 INR. The
manufacturer may deduct this appropriate GST amount (65 INR) from the tax he paid on
the raw material, or 60 INR. The GST rate will therefore just be 5 INR (65–60). GST is a
value-added tax as a result.

 Stage 2: Distributor or Service Provider

The next stage is to deliver the goods to the distributor or service provider. The distributor
adds roughly 200 IN to the price of the same blouse, which costs 1300 IN to buy.
Therefore, the item of clothing will now be valued at 1,500 ($1,300 + $200). In accordance
with GST, he will have to pay a tax of roughly 75 INR (5%), which will be offset by the 65
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IN tax he paid on the shirt the factory made for him. Under GST, the distributor's total tax
incidence will be 75-65=10 INR.
 Stage 3: Retailer
At this second-to-last step, the wholesaler or service provider delivers the goods to the
merchant. Using the same example, the retailer adds a margin of 100 IN when purchasing
shirts. The total cost of the product will be 1600 IN (1500 + 100). He will now be required
to pay tax, which comes to 80 IN under GST, assuming a 5% GST rate. He can deduct this
tax from the 75 INR tax that the wholesaler has to pay.
Under the GST, the vendor will be liable for a 5 IN (80-75) tax incidence.
 Stage 4: End Consumer
The final customer who buys this garment is in charge of making the 1600 INR payment.
The visuals above are displayed in In what ways is GST applied in India? We could
conclude that GST is a value-added tax that provides all the benefits of an input tax credit,
with the exception of the end-user stage. Thus, the GST can be viewed as a single national
tax that benefits retailers monetarily.

TYPES OF GST
There are essentially three different types of GST according on the nature of transactions:
* State Goods and Services Tax or SGST
* Central Goods and Services Tax or CGST
* Integrated Goods and Services Tax or IGST

SGST
The final customer who buys this garment is in charge of making the 1600 INR payment.
The visuals above are displayed in what ways is GST applied in India? We could conclude
that GST is a value-added tax that provides all the benefits of an input tax credit, with the
exception of the end-user stage. Thus, the GST can be viewed as a single national tax that
benefits retailers monetarily.

CGST

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The central government levies CGST on goods and services sold inside states. Together
with SGST or UGST, the monies are levied and divided evenly between the state and the
center.
IGST
When a transaction involving goods and services is interstate in nature, an IGST is
imposed. It applies to both imports and exports. The tax's revenue-generating proceeds
were divided between the federal and state governments.

BENEFITS OF GST
The Goods and Services Tax (GST), recognised as one of the largest tax advancements in
the nation, has supplanted a range of indirect taxes imposed by the federal government and
individual states, such as excise, value-added tax (VAT), and service tax. It applies to all
domestically sold goods and services.

ADVANTAGE OF GST
* The cascading effect of the tax is eliminated by GST.
To combine all other indirect taxes, the GST, a comprehensive indirect tax, was developed.
More importantly, it will put an end to the prior cascading tax effect.
* A higher threshold for registration
Prior to this, under the VAT system, all businesses in the majority of states with a yearly
revenue of more than Rs 5 lakh were obligated to pay VAT. It should be noted that each
state had a different restriction. Service providers were also exempt from paying service
tax if they had a turnover of less than Rs 10 lakh.
* A framework for startups
Small businesses that generate between 20 and 75 lakh rupees in annual revenue can
benefit from the GST because it provides the option to lower taxes by adopting the
Composition plan. As a result of this decision, the tax and regulatory burden for many
small businesses has lowered.
* A straightforward and easy-to-use web process

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The entire GST procedure, from registration to filing returns, is handled online and is fairly
simple. Due to the fact that they are no longer required to register for multiple taxes, such
as VAT, excise, and service tax, start-ups have benefited the most from this
*Compliance rates have decreased.
A single consolidated return is all that needs to be submitted under the GST.
Because of this, fewer returns are now need to be filed. In accordance with GST, there are
about 11 returns that must be filed, of which 4 are fundamental documents that apply to all
taxable individuals. GSTR-2 and GSTR-3 will be automatically filled out but the primary
GSTR-1 must be completed by hand.Treating online retailers differently.
The act of selling goods online was unregulated prior to the advent of the GST system. The
country's VAT laws were adaptable. Examining this situation: Online sellers who deliver to
Uttar Pradesh were obliged to make a VAT declaration and mention the registration
number of the delivery truck (such as Flipkart and Amazon.
Tax authorities occasionally take things if the necessary documentation is not provided.
* Increasing the efficiency of logistics
The logistics industry in India formerly had to keep a large number of warehouses
dispersed across states in order to avoid the current CST and state entrance taxes on
interstate travel. Because these warehouses were forced to operate at a lesser capacity, their
operational costs increased.
* The unorganised sector is controlled by GST.
Prior to the implementation of the GST, it was widely noted that some industries in India,
like textile and construction, were mostly unorganised and unsupervised.
However, under GST, there are provisions for electronic filing and payment as well as for
claiming input credit only once the supplier has confirmed the payment.
These companies are now held to higher standards of accountability and regulation

DISADVANTAGES of GST
* Increased expenditures as a result of software purchases
In order to continue operating, businesses must either update their present accounting or
ERP software to one that complies with GST or purchase GST software.

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However, each option raises the cost of employee training and software purchases for the
new billing software to be used effectively.
•There are consequences for failing to comply with the GST.
Small and medium-sized enterprises (SME) may still find it difficult to comprehend the
nuances of the GST tax structure. They will have to create invoices that are GST
compliant, follow the rules for retaining digital records, and of course, submit returns on
time. Thus, the delivered GST-compliant invoice must contain all necessary information,
such as the GSTIN, the supplier's location, the HSN codes, and others.
* Operating costs will increase as a result of GST.
Companies must now retain tax professionals in order to comply with the GST because it
has already been established that the GST is changing how taxes are paid.
Costs for small businesses will steadily climb as a result of the additional expense of hiring
experts.
* The GST was put into effect in the middle of the fiscal year.
After the introduction of the GST on July 1st, 2017, businesses used the old tax system for
the first three months of the fiscal year-April, May, and June-and the GST for the next nine
months.
Businesses may find it difficult to adjust to the new tax system, and some of them are using
multiple tax systems at once, which complicates compliance issues and generates contusion
* Getting used to a completely online tax system
Businesses are switching from pen and paper invoicing and filing to online tax filing and
payment now as opposed to in the past. It can be difficult for some smaller enterprises to
adapt to this.
* SME tax obligations will increase.
Smaller businesses, especially those in the manufacturing sector, may struggle as a result
of the GST. Prior until now, only businesses with annual revenues above Rs 1.5 crore were
subject to excise duty. However, starting today, any companies with a revenue of
exceeding Rs 20 lakh will have to pay GST.

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GST RATES SLABS SIMPLIFIED

All regular taxpayers are currently subject to the following default GST rates: 0% (nil-
rated), 5%, 12%, 18%, and 28%. A few lesser-known GST rates exist, including 3% and
0.25%. Furthermore, the composition taxable individuals must pay GST at nominal or
reduced rates (e.g., 1.5%, 5%, or 6% of their revenue) on their revenue

INDUSTRY PROFILE
On November 12, 2003, Omega Healthcare Management Services Private Limited was
founded as a private, unlisted company. It is classified as a private limited company and
has its headquarters in Bangalore, Karnataka. The company's total paid-up capital and
authorized share capital total IN 7.14 billion.
For the fiscal year that ends on March 31, 2022, Omega Healthcare Management Services
36 has an operational revenue range that exceeds IN 500 cr. EBITDA increased by 16.62
percent compared to the previous year. During this period, its book net worth has likewise
increased by 35.34%. Additional performance and liquidity ratios are available here.

 Description :
The business offers administrative support for the healthcare industry. It provides
medical billing, accounts receivable management, and other services.
 Products & Services:
Medical billing, coding, accounts receivable administration, claims processing, and
services for managing the income from healthcare.
 Category: Service Provider
Omega Healthcare Management Services Private Limited is currently in an active
state
According to our data, Omega Healthcare Management Services Private Limited's most
recent recorded AGM (Annual General Meeting) took place on November 4, 2022. Our
records show that its most recent balance sheet was created for the period ending on March
31, 2022.
Anurag Singh Mehta, Avnish Mehra, and the other four are among the five directors of
Omega Healthcare Management Services Private Limited.

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CHAPTER -2
COMPANY PROFILE

HISTORY OF COMPANY

A Private Limited Indian Non-Government Company, Omega Healthcare Management

Services Private Limited was established on November 12, 2003, and is now 19 years and
5 months old. Bangalore, Karnataka, India is where it has its registered office.

The Company's status is Active, and as of March 31, 2021 (FY 2020-2021), it had
submitted its annual returns and financial statements. According to the MCA, It is a
corporation limited by shares having a 7.14 crore rupee paid-up capital as well as a 7.14
crore rupee authorised capital.

The organisation has five directors and one signatory. Prateek Agrawal, the company
secretary at Omega Healthcare Management Services Private Limited India, is one of the
key managerial personnel (KMP). Currently working together as directors are Anurag
Singh Mehta, Avnish Mehra, Sugantha Raman Kannan, and two additional members.

Healthcare analytics, medical billing, medical coding, and outsourced revenue cycle
management are Omega Healthcare's areas of expertise.
The creators' own life experiences are where Omega got its start. Both partners realised
there was a serious lack of support for medical billing businesses and healthcare payment
systems after working in the US healthcare industry for varying lengths of time. Omega
Healthcare was established by fusing their business and domain skills in the Revenue
Cycle Management sector.

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Instead of asking "What can you do for us?" when trying to streamline your financial,
administrative, or clinical communication processes, you could instead ask "What can we
do together?"
We are aware that the connections we create have an impact beyond only facilitating your
organization's success or improving the patient experience. They explain it.Because of this,
we are dedicated to developing genuine partnerships thataccomplish the objectives of each
healthcare organisation we work.

COMPANY PROFILE
The company was established in 2004 and is now 19 years old.
* 5k-10k employees in India
* 10k-50k employees worldwide
* Florida, United States, as the headquarters
* Office Locations Tiruchirappalli, Chennai, and Bengaluru/Bangalore
* Gopi Natarajan, CEO
Gopi Natarajan and Anurag Mehta are the founders.
* Type of Business
Suggest
* Type of Enterprise
Suggest
* Ownership Private
* OMEGA HEALTHCARE MANAGEMENT SERVICES PRIVATE LIMITED is the
company's
registered name.
* Business Email D
Suggest
* Business Contact No.
Suggest
* Use of social media

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COMPANY LOGO

ABOUT OMEGA HEALTH CARE PVT LTD

Omega Healthcare helps pharmaceutical companies, payers, and providers deliver better
patient care while boosting cash flow, streamlining operations, and cutting health care
costs. We provide the most comprehensive, scalable, and industry-leading outsourced
revenue cycle management services.

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solutions with our technologically advanced services and solutions, which help speed up
the processes involved in medical coding, billing, and collections.
Industry analysts rank Omega as one of the best tech-enabled revenue cycle management
business process services because it combines the world's largest medical coding staff with
in-house analytics, automation, and unique technology. More than 26,000 employees from
the US, the Philippines, and India work for the company, which was founded in 2003.
Everstone Group and Goldman Sachs Merchant Banking are its funders.

Provider Revenue Cycle Management Services:

* Services for Patient Access:

1)Scheduling, registration,.
2) determining insurance eligibility and benefits.
3)Prior Permissions.
4) Call Centre for Healthcare

* Mid-Cycle Services:
1) Clinical Documentation Improvement,
2) Chart Audit, Charge Capture,
3) Medical Records Coding,
4)Registry Services

* Services for business offices:

1 A/R Management & Collections.
2) Claims Management & Billing.
3) Payment Posting & Reconciliation.
4) Management of Denials and Appeals.
5) Recovery and Analysis of Underpayments.
6)WhiteSpace Health's Data Analytics Platform.

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* Clinical Communication Services:

1)Remote Patient Monitoring
2)Telephone & Message Triage

* Services for Payer Administration:

1) Provider & Member Communication Services
2)Risk Adjustment Coding Review Services
3)HEDIS Chart Abstraction Services

* Services for Pharma Market Access:

1) Enrollment of Members and
2) Benefit Verification
3) Prior Permissions
4) Co-pay Assistance for Patients

SPECIALTIES
Pharma Member Enrollment, Pharma Benefit Verification, Pharma Prior Auth, Pharma
Patient Financial Assistance, Risk-Adjusted Coding, HEDIS Chart Abstraction, Clinical
Communication Services, Business Office Services, Patient Access Services, Denials and
Appeals Management, Medical Billing and Coding, Revenue Cycle Services, and Data
Analytics Platform via WhiteSpace Health are just a few of the services that WhiteSpace
Health offers to its patients.

MISSION
Never sell to physicians or hospitals directly; instead, give your support to independent
revenue cycle management companies. Boost our clients' bottom lines. You are the key to
our success. We have to focus only on the healthcare verticals if we want to be the best at
what we do. Anticipate change and take action on it to become a flexible and innovative
organization. Our expansion can be planned for and predicted by using dependable
planning tools and processes.

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VISION
Our mission is to be the premier provider of outsourced services for the healthcare industry
worldwide.

ORGANIZATIONAL STRUCTURE OF THE COMPANY AND

DEPARTMENTS OF OMEGA HEALTHCARE PT LTD

An organization's organizational structure is a framework that represents how activities are

managed to achieve its goals. The organizational structure outlines the division of duties
and responsibilities. The private sector's organizational plan and structure
The current article describes a medical firm that provides laboratory diagnostic services.
The report addresses both formal and informal leadership challenges and provides the
organization with two practices that could be beneficial. Imperatori B. (2017). Motivation
and output at work are driven by organizational strategies that keep workers engaged.
Springer.

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The organizational structure of the corporation is functional in nature. The primary idea
behind this organizational structure is the division of the organization into discrete groups,
each with assigned duties. Each division is supervised by a director, who answers to the
executive director. The CEO is accountable to the latter in turn. The six departments that
comprise the corporation are listed in the organizational chart located in the appendix
section. Department heads can have responsibility over top managers, who are in charge of
regular employees. In other cases, the directors of the subdivision immediately supervise
the staff. The size of a department determines the previously mentioned variation. For
example, even though doctors oversee nurses, HR managers answer directly to the director
of the HR department.
Two benefits of this strategy are the strict division of labor and the lack of duplication of
effort. Neoclassical organisational theory fully endorses the proposed organisational
structure of the clinic. This method emphasizes the importance of people to a business's
total productivity. Unlike the traditional method, this one considers the needs and desires
of the workers; they are not viewed as replaceable components of the company's
equipment. Depending on their areas of interest and expertise, the personnel is divided into
groups.
Because they have access to senior managers and department heads, who make up the
firm's administration, employees may also have an influence on decisions made by the
company. Formal leadership is concerned with controlling the workplace and is predicated
on maintaining power. Its main objectives are to manage the workforce effectively and to
achieve the planned goals. The formal leadership at the private clinic is exemplified by the
nurses' duty to the doctors. It is necessary for nurses to provide activity reports for a
number of purposes. and request the doctors' approval. Power and relationships are
necessary for informal leadership. Informal leaders usually have a wide range of contacts
inside the company. My personal experience as a nurse suggests that experienced nurses
can occasionally assume leadership positions. They support newcomers, cultivate a climate
of trust within the team, and the doctors appreciate their counsel. Informal leadership
largely improves productivity because these people serve as the center of a team and a
mediator between supervisors and staff. Furthermore, the formal leader protects the
informal leader from misusing their authority.

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The private medical organization could implement two strategies: the development of
nurse leaders and the incorporation of social initiatives into working practises. Imperatori
(2017) Employee performance is impacted by social contacts because they boost
motivation. Social interaction can motivate employees who aren't as driven by patient care.
Beal and Riley (2019) argue that further leadership training should be provided to nurses.
After accumulating inter-professional experience, they could go on to become official
business executives or even chief medical officers. It's helpful as these nurses have
extensive experience running and overseeing clinics.
In summary, the private medical company that is being observed has a functional
organisational structure. The division of labour is justified by the neoclassical school of
thought, which highlights the value of employees as individuals. The company has both
official and informal leaders, which is why it is highly encouraged for nurses to pursue
training to become directors and clinic managers Lastly.

Provider RCM and Clinical Enablement Services

Omega Healthcare helps hospitals, health systems, and practices improve their revenue
cycle and patient experience.
Patient Access Services
Improve patient satisfaction while boosting reimbursement, cutting expenses, and boosting
efficiency.
* Prior Authorizations,
* Scheduling & Registration,
* Insurance Eligibility & Benefits Verification,
* Healthcare Call Centre
Business Office Services
Boost cash flow, improve reimbursements, and cut back on bad debt write-
offs.
* Claims Management & Billing
* Payment Posting & Reconciliation
* Underpayment Analysis & Recovery
* Denials & Appeals Management

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* A/R Management & Collections

* Data Analytics Platform via WhiteSpace Health
Mid-Revenue Cycle Services
Optimize mid-revenue cycle efficiencies, reduce rejections and denials, and increase timely
reimbursement.
* Clinical Documentation Improvement
* Charge Capture
* Chart Audit
* Medical Records Coding
* Registry Services
Clinical Enablement Services
Enhance care quality and continuity throughout the continuum while improving the patient
experience.
* Clinical Data Services,
* Telephone & Message Triage,
* Remote Patient Monitoring,
Payer Administrative Services
Omega. Healthcare helps payers reduce costs, achieve regulatory compliance, improve
provider communication, and enhance the member experience

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Risk Adjustment Coding Review (Prospective and Retrospective

Omega Healthcare is a leading provider of risk adjustment coding services to plans with
Commercial ACA, Medicaid, and Medicare Advantage lines of business.
We can quickly understand a payer's operations and collaborate with them to deliver
measurable operational efficiency via reliable and high-quality risk adjustment coding
services and solutions.
HEDIS Chart Abstraction
Our HEDIS Chart Abstraction service leverages a combination of clinical experts and tools
to accurately measure and report quality metrics that help payers improve key performance
indices. Our abstractions are completed by registered nurses to optimize health plan quality
scores and revenue while improving the quality of care.
Provider/Member Communication Services
Omega's Provider/Member Communication Services utilize a team of specialists who are
skilled at communicating with members and providers for clinically-oriented topics. We
offer temporary and permanent staff who can augment your member and provider
interaction services. We meet your desired business outcomes by leveraging our staff
augmentation, virtual nursing solutions and/or proprietary automation tools and platforms.
Claims Administration
We help payers improve financial accuracy and comply with HIPAA and CMS guidelines.
Key services include claim data capture, adjudication, and the ability to manage dual
eligibility claims. Claims audit services evaluate 100% of processed claims and predictive
algorithms flag claims based on error propensity, improving quality scores. Omega
Healthcare payer claims management services harness the power of Al and RPA
technologies to improve claims resolution rate and drive better cash flow.
Membership Management
We help payers with member satisfaction and retention. Membership management services
include member enrollment and disenrollment, Medicare advantage services, and premium
billing administration. Our services leverage an artificial intelligence-driven back office to

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help payers efficiently manage their operations, achieve higher STAR ratings and increase
member satisfaction.
Provider Data and Network Management
Our provider data and network management services include credentialing, provider
contracting, provider / facility update and maintenance, contract loading and fee schedule
maintenance, and provider outreach communication. Payers see improvements in provider
data and process reporting, resulting in reduced costs, improved quality and accuracy.
Pharma Market Access Services
Omega Healthcare helps market access organizations gain a competitive advantage through
our end-to-end pharma services that help reduce costs and drive revenue while improving
patient engagement and adherence.

Member Enrollment
Our Member Enrollment service handles the intake process to enroll patients
In specialty pharmacy programs.
Benefit Verification
Our Benefit Verification team is responsible for performing eligibility verification to
identify medical and/or pharmacy benefits for specified specialty drug therapy patient
cases.
Prior Authorization Support

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We identify the authorization requirements for patient cases and follow up with clinics,
insurance companies, and manufacturers to get the appropriate authorization in place so
patients can begin their therapy.
Patient Co-Pay Assistance
We identify out-of-pocket costs for the patient based on the Explanation of Benefits (EOB)
and help patients enroll in various affordability programs that provide co-pay, coinsurance,
and deductible assistance to mitigate out-of-pocket costs associated with high-priced
specialty pharmacy therapy.
Care Coordination Solutions
Care doesn't end when a patient leaves the hospital, provider practice, or other healthcare
settings. Our Care Coordination Solutions help organizations extend timely, effective care
and data analytics throughout the entire continuum.
The result is improved outcomes, lower costs, and greater patient satisfaction.
Care Coordination solutions include Remote Patient Monitoring and
Healthcare Contact Center. These services are provided by a team of highly skilled
clinicians, 90% of whom are registered nurses. Our team includes both native English and
Spanish speakers to deliver more effective communication and better patient
comprehension, handles 650,000+ patient support calls per month, and are trained in 80+
EMR/EHR, practice and hospital management systems.

Clinical Data Services

We help healthcare organizations capture, manage, and report on medical and oncology
data for research and bioinformatics needs.

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Real World Evidence (RWE Data Management

RWE Data Management provides end-to-end clinical data curation, medical data
abstraction, data harmonization and data visualization, clinical data analytics and EHR
consulting.

Protocol Management
Protocol monitoring, compliance, and reporting to benefit use cases such as drug
development, off-label FDA approval, and clinical research phase 1, 2, and 3 trials.
Centralized Clinical Data Governance and Automation
Custom data normalization and development of applications, databases and data models
unique to each organization's needs.
Al/ML Modeling
We develop predictive models and prognosis via Al and ML modeling services for our
clients. Whether you need assistance with clinical trial management, monitoring, auditing,
enrollment or clinical trial protocol management, our team can help.

Management of Registry Data

Our experienced registrars provide registry support and staffing, including registry data
governance, case-finding, abstracting, analysis, reporting, and submission to national
standard registries.

SWOT ANAYLSIS
Omega's SWOT analysis comprises four fundamental elements, namely Strengths,
Weaknesses, Opportunities, and Threats. Opportunities, threats, and external elements all
have an impact on Omega's SWOT analysis, while internal factors include strengths and
weaknesses.
The best course of action a business takes to get a competitive edge within the confines of
its operations is what is considered its strength.
Weaknesses are employed when a business or brand needs to be improved.

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Opportunities are localised areas where a business can raise its revenue quickly.
Environmental problems that impede corporate growth
One of the most well-known watch businesses in the world, the Swatch Group, is the
owner of Omega timepieces. Omega was established more than 160 years ago.
Louis Brandt founded the Omega watch firm in Switzerland in 1848, and it has been in
operation ever since. Just a handful of Omega's watch models include the Constellation,
Seamaster, Speedmaster, De Ville, Globemaster, Diver 300M, Aqua Terra, Planet Ocean,
Moonwatch, Dark Side of the Moon, Ladymatic, Hour Vision, Trésor, Prestige, and
Tourbillo

Strengths Identified in Omega's SWOT Analysis – Omega SWOT Analysis

Finding the crucial business areas where the company outperforms rivals and enjoys a
competitive advantage in the market is made easier with the help of strengths. Strengths are
typically a company's defining competencies.
* High Ouality:
Since the company's beginning, Omega watches have built a reputation for producing high-
quality, durable timepieces.
* Brand Recognition:
Omega Watches and brand recognition go hand in hand. The company's reputation is
enhanced and it gets recognised as a premium brand when Omega watches are utilised as
the official timekeeper for international sporting events like tennis and golf.
* Technological advancements:
The newest technology, referred to as co-axial technology, is used in Omega watches.
Because the technology utilised to create Omega watches has been recognised as the best
in the world for watches, Omega has gained the award for world-class watches.
* Brand Ambassadors:
Omega watches have been associated with important, top-tier individuals, further
solidifying the brand's image.

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* Well Established Brand:

The Swatch company, another well-known and reputable brand in the watch industry, owns
Omega watches.
Weaknesses in the SWOT Analysis of Omega - Omega SWOT Analysis

Weaknesses makes it possible to identify the subjects that can have an immediate or long-
term effect on the business. Therefore, businesses need to prepare for market risks.
Competition, or an increase in market rivals offering the same value, poses a risk to the
company because it immediately affects clientele and revenue.

* Intense Competition:
As a result of smartwatches and other recent market entrants' intense competition.

* Weakening Global Economies:

The brand is marketed as a luxury watch, but as the economy
deteriorates, client disposable income is affected, which lowers firm overall sales

* Counterfeit Products:
Due to their low price, counterfeit watches tarnish the reputation of Omega watches and
harm that reputation.
Opportunities in the SWOT Analysis of Omega - Omega SWOT Analysis

Opportunities aid in figuring out what extra a company may accomplish with its present
expertise and resources. It helps the company choose areas where it can grow and take the
lead in order to diversify the business and increase the clientele.

New Markets:
A substantial number of prospective clients for the brand exist in new markets where
Omega watches may desire to grow. The absence of Omega watches might be used by the
brand to enter the market and capitalise on current brand aficionados' desire.

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* Move Production Units:

Omega watches can move their manufacturing to countries with lower labour costs,
lowering the ultimate cost of the clocks. The target market for the brand will likewise shift
as a result of this. As a result, the brand will have multiple opportunities from a single
strategic decision

* New product Line:

In order to grow its customer base by focusing on a different market niche,

Omega Watches may launch a new line of timepieces.
Selling Platforms:
Omega watches may leverage cutting-edge, modern selling platforms like online retailers.

Threats in Omega's SWOT Analysis - SWOT Analysis of Omega

Lack of Resources and Skilled Labour

Due to a lack of necessary resources or expertise, this part of the organisation is

experiencing issues. To keep ahead of the competition, businesses must expand in these
areas. Even while there will be flaws, they shouldn't be so severe that the company is
forced to leave the market. Weak Market Differentiation:
Although Omega watches is a well-known brand internationally, it is unclear where Omega
watches fall on perceptual maps.

Very Strong Competition

Omega watches have a fairly small market share when compared to their rivals.
High cost of production:
The brand will soon find it challenging to compete on price with other brands on the
market due to the extremely high cost of manufacturing the watch. Since the manufacturing

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is done in Switzerland, where labour costs are higher than they are elsewhere in the globe,
the cost of labour is ultimately passed on to the consumer

Critical success factors

•Over the past few years, the US healthcare sector has been a hot topic. A key success
component in the healthcare industry is directional stability. No one is sure what is
happening because there are so many different plans.
* The presence of qualified associate talent in the sector.
* The availability of skilled English speakers.
* India has a huge gap in mid-level management. There are numerous brand-new small
businesses in our industry, and we have a learning and development staff that is dedicated
to creating the next generation of managers. We always worry that these businesses are not
concerned with compliance and data protection. This might cause problems for the entire
sector.

Future plans

We are confident that six crucial factors

 Data sharing,
 interoperability,
 fair access are all important.
 Behavioural modification,
 consumer empowerment,
 scientific advancement
will work in concert to change the current healthcare system from one that is centred on
treatment-based reactionary care to one that is based on preventive and well-being in the
future of health

Strong Education Initiatives:

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1. reimbursement for EUs and professional growth

2. Free code guides, regular webinars, access to learning labs, and refresher training
3. Opportunities for Growth
4. dependable benefits programme
5. Although we're always willing to consider new talent, we will never need money or
favours as a condition of employment. Be wary of anyone requesting such things
while pretending to work at Omega Healthcare.

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