38049077 stress management project

8/12/2019 38049077 Stress Management Project

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CONTENTS

Chapter-1 : Introduction 6-28 Introduction of Stress

Organizational Stress

Sources of Stress

Consequences of Stress

Management of Stress

Chapter-2 : Organization Profile 29-42

Chapter-3 : Data Analysis &Interpretation 43-60

Chapter- : !indings and "uggestionsConclusions 61-63

Chapter-# : $uestionnaire%iliography 64-68

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NTRODUCT ONStress has been called the invisible. It is a disease that ma affect

ou! our organization! and an of the "eo"le in it! so ou cannot afford to

ignore it.

EVOLUATION OF STRESS:#he $arden of %den began as a tranquil stress environment. &o'ever

'hen (dam 'as given the tantalizing chance to eat the forbidden fruit! he

'as trust into man)ind*s first stressful situation. (dam 'as offered a choice

and! as 'e )no'! decision+ma)ing is the breeding ground for conflict!frustration and distress.

DEFINITION:Stressin individual is defined as any interference that disturbsa persons healthy mental and physical well being. It occurs whenthe body is required to perform beyond its normal range ofcapabilities.

Stress is the way that you react physically, mentally andemotionally to various conditions, changes and demands in your life.High levels of stress can affect your physical and mental well beingand performance.

The results of stress are harmful to individuals, families,society and organizations, which can suffer from organizationstress. Ivancevich and Matteson define stress as individual withthe environment.

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Behr and Newman define job stress as a condition arisingfrom the interaction of people and their jobs and characterized bychanges within people that force them to deviate from their normalfunctioning.

Stress is a dynamic condition, which an individual isconfronted with an opportunity, constraint or demand related towhat he or she desires and for which the outcome is perceived to beboth uncertain and important. Stress is associated with constraintsand demands. The former prevent you from doing what you desire,the latter refers to the loss of something desired.

Stress is highest for those individuals who perceive that they areuncertain as to whether they will win or lose and lowest for thoseindividuals who think that winning or losing is certainty.

Canadian physician Hans Selye (1907-1982) in his book thestress of life 1956 popularized the idea of stress. According to Selye,the General Adaptation Syndrome consists of three phases.

Ce level begins to decline irreversibly. The organism collapses .

Alarm Reaction: #he first is the alarm "hases. &ere the individual

mobilizes to meet the threat. #he alarm reaction has t'o "hases. #he first

"hases includes in initial stoc) shoc) "hase in 'hich defensive mechanism

become active. (larm reaction is characterized b autonomous e-citabilit

adrenaline discharges increase heart rate! ulceration. /e"ending on the

nature 0 intensit of the threat and the condition of the organization the


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"eriod of resistance varies and the severit of sm"toms ma differ from

mild invigoration to disease of ada"tation.

Resistance: #he second is the "hase of resistance. #he individual

attem"ts to resist or co"e 'ith the threat. Ma-imum ada"tation occurs during

this stage. #he bodil signs characteristic of the alarm reaction disa""ear. It

the stress "ersist! or the defensive reaction "roves ineffective! it ma

over'helm the bod resources. /e"leted of energ! the bod enters the

"hase of third.

Exhaustion: (da"tation energ is e-hausted. Sings of the alarm

reaction rea""ear! and the resistance level begins to define irreversibl. #he

organism colla"ses.

eston3ee has attem"ted 4 identified three im"ortant sectors of life in'hich Stress originates. #hese are

5ob and the organization

#he social sector

Intra"schic sector

5ob and organization! refers to the totalit of the 'or) environment

6tas)! atmos"here! colleagues! com"ensation! "olicies! etc.7. #he social

sector refers to the other such factors. #he Intra"schic sector encom"assesthose things! 'hich are intimate! and "ersona! li)e tem"erament! values!

abilities and health. It is contended that stress can originate in an of these

sectors or in combinations thereof.

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In the figure belo' it can be seen that the magnitude of stress

emanating from the stress to learner limit of the individual to handle these

stress. #his indicates a balanced state.

ORGANIZATION-INDIVIDUAL NORMAL INTERACTIONPATTERN

S.T.L STRESS TOLERANCE LEVEL

In the figure 'e find that 3ob and organization loads have increased

and have made a dent in the "ersonalit. In this stage! 'e find minor surface

changes ta)ing "lace! 'hich are quite manageable.

MINIOR SURFACE CHANGES

(da"tation attem"ta7 %-tra effort

b7 %-cessive concern of tas)

c7 9orries

d7 (n-iet

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In the stage three and the figure belo'! 'e find that 3ob and

organizational loads have become unmanageable and interact 'ith

intra"schic loads. #his is the stage at 'hich he negative

consequences of the stress become a""arent. Most of the stress related

diseases emerge at this "oint. 9hen the situation "ersists 'e move

into the ne-t stage in 'hich 'e start o"erating beond the stress

tolerance limit.

MAJOR SURFACE DISFIGURATION;rantic co"ing

1. %-tra ordinar effort

2. 9orr and an-iet about the self

,. Onset of "hsiological sm"toms. (ggressive tendencies

Several t"es of brea)do'ns and crac)s are observable in this stage

i.e.! fourth stage. If unchec)ed the situation ma culminate into the last and

most intense "hase 'herein com"lete disintegration of "ersonalit ta)es

"lace. (t this stage! the individual requires "ro"er "schological and

medical care. #he figure belo' de"icts the fourth and fifth stage.

STRESSORS OR LOADS


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BREAKDOWNS AND CRACKS: FAILURE IN COPING

(. 9or) related sm"toms

=ac) of concentration(ffected clarit of thin)ing 0 decision > ma)ing

;requent absenteeism

(ffected team 'or)

(ggressive behavior

?. hsiological sm"toms

&eadache 4 Migraine

Insomnia

=ac) of a""etite

/igestive disordersSe-ual disorders

#em"eramental changes.

eston3ee has also develo"ed a model to e-"lain ho' 'e co"e 'ith

stress reactions. It is called the ?O@AC% model because the behavioral

decom"osition ta)ing "lace due to stress tense to get reflected in

inter"ersonal reactions. #he reactions are received 0 analzed b the

environment! 'hich in turn! bounce bac) signals to the individuals to bring

about a change either at the orgasmic level or at the res"onse level.

THE BOUNCE MODELSTRESSORS

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BORNOUT STRESS SYNDROME (BOSS):-?oss can lead to at least four t"es of stress related consequences such

as! de"letion of energ reverses! lo'ered resistance to illness! increased

dissatisfaction and "essimism and increased absenteeism and inefficienc at

'or).

eningle and s"radle have identified five distinct stages of ?OSS.

HONEYMOON STAGE:-#his stage can be describe as accounting for the eu"horic feeling of

encounter 'ith the ne' 3ob such as e-citement! enthusiasm! challenge and

"ride. /sfunctional features emerge in t'o 'as first the energ reverses

are graduall de"leted in co"ing 'ith the demands of a challenging

environment. Second! habits and strategies for co"ing 'ith stress are formed

in this stage 'hich is often not useful in co"ing 'ith later challenges.

FUEL SHORTAGE STAGE:-#his stage can be identified as com"osed of the value feelings of loss!

fatigue and confusion arising from the individual*s overdra's on reverses of

ada"tation energ. Other sm"toms are dissatisfaction! inefficienc! andfatigue and slee" disturbances leading to esca"e activate such as increased

eating! drin)ing 0 smo)ing.

CRISIS STAGE:-

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9hen these feelings and "hsiological sm"toms "ersist over "eriod

of time! the individual enters the stage of crisis. (t this stage he develo"s

esca"e mentalit and feels o""ressed. &eightened "essimism! self+

doubling tendencies! "e"tic ulcers! tension headaches! chronic bac)aches!

blood "ressure.

HITTING THE ALL STAGE:-#his stage of ?OSS is characterized b total e-haustion of one*s

ada"tation energ! 'hich ma mar) the end of one*s "rofessional career.

9hile recover from this stage elude ma be resourceful to tide over the

crises.

'(P)" O! "'*)"":-

It the stress for the da to da ada"tabilit of man to his

environment and results in the maintenance of internal stead

state 6homeostasis7 it is )no' as neustress. ;or e-am"le! one

"roduces neustress in order to breath! 'or).

Stress is through of in negative terms. It is thought to be caused

b something bad 6for e-am"le the boss gives a formal

re"rimand for "oor "erformance7. It the stress res"onse isunfavorable and "otentiall disease "roducing! this is )no'n as

distress. Constant 'orr in a susce"tible individual can lead to

ulcers.

If the stress res"onse is favorable and results is favorable and results

in im"rovement in "hsical and 4 or mental functioning! it is called estruses.

#his is the "ositive! "leasant side of stress caused b stress caused b good

things. ;or e-am"les an em"loee is offered a 3ob "romotion at another I.

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DEF N NG STRESS AT WORKChange in 'or)ing "ractices! such as the introduction of ne'

technolog or the alternation of ne' technolog or the alternative of targets!

m cause stress! or stress ma be built into an organizations* structure.

Organizational stress can be measured b absenteeism and qualit or 'or).

ORGANI!ATIONAL STRESS:-Stress affects as 'ell as the individual 'ithin them. (n organization

'ith a high level of absenteeism! ra"id staff turnover! deteriorating industrial

and customer relations! a 'orsening safet record! or "oor qualit control is

suffering from organizational stress.

FOLLOWING THE PAT OF STRESS THROUGH IN ORGANIZATION:-

#he belo' chart sho's one e-am"le of the structure of a de"artment

in an organization! indicating t"ical causes of stress that ma effect stress at

certain levels in the structure! and "articular.

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Causes that are affecting individuals. Stress is contagious anone 'ho is not

"erforming 'ell due to increases the amount of "ressure on their colleagues!

su"eriors! and subordinates.

#he cause ma range from unclear or overla""ing 3ob descri"tions! tolac) of communication! to "oor 'or)ing conditions! including sic) building

sndrome.

"OTENTIAL SOURCES OF STRESS:#here are three categories of "otential stressorsF

%nvironmental factor

Organization factor

Individual factors

)n+iron,ental factors:5ust as environmental uncertaint influences the design of an

organization. Changes in business ccle create economic uncertainties.

Political uncertainties:

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If the "olitical sstem in a countr is im"lemented in an orderl

manner! there 'ould not be an t"e of stress.

'echnological uncertainties:Ae' innovations can ma)e an em"loee*s s)ills and e-"eriences

obsolete in a ver short "eriod of time. #echnological uncertaint therefore

is a third t"e of environmental factor that can cause stress. Com"uters!

robotics! automation and other forms of technological innovations are threat

to man "eo"le and cause them stress.

Organization factors:#here are no storages of factors 'ithin the organization that can cause

stress "ressures to avoid error or com"lete tas)s in a limited time "eriod!

'or) overload are fe' e-am"les.

#as) demands are factors related to a "erson*s 3ob. #he include thedesign of the individual*s 3ob 'or)ing conditions! and the "hsical 'or)

laout.

Gole demands relate to "ressures "laced on a "erson as a function of

the "articular role he or she "las in the organization. Gole overhead is

e-"erienced 'hen the em"loees is e-"ected to do more than time "ermits.

Gole ambiguit is created 'hen role e-"ectations are not clearl

understood and em"loee is not sure 'hat he 4 she is to do.

Inter"ersonal demands are "ressures created b other em"loees. =ac)

of social su""ort from colleagues and "oor.

Inter"ersonal relationshi"s can cause considerable stress! es"eciall

among em"loed 'ith a high social need.

Organizational structure defines the level of differentiation in the

organization! the degree of rules and regulations! and 'here decisions are

made. %-cessive rules and lac) of "artici"ation in decision that affect anem"loee are e-am"les of structural variables that might be "otential

sources of stress.

Potential sources Conseuences

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Organizational leadershi" re"resents the managerial stle of the

organizations senior e-ecutive. Some e-ecutive officers create a culture

characterized b tension! fear! and an-iet. #he establish unrealistic

"ressures to "erform in the short+run im"ose e-cessivel tight controls and

routinel fire em"loees 'ho don*t measure u". #his creates a fear in their

hearts! 'hich lead to stress.

Organizations go through a ccle. #he are established the gro'!

become mature! and eventuall decline. (n organization*s life stage + i.e.

9here it is in four stage ccle+creates different "roblems and "ressures for

em"loees. #he establishment and decline stage are "articularl stressful.

Indi+idual factors:#he t"ical individual onl 'or)s about E hrs a 'ee). #he

e-"erience and "roblems that "eo"le encounter in those other 12B non+'or)hrs each 'ee) can s"ell over to the 3ob.

!a,ily prole,s:Aational surves consistentl sho' that "eo"le hold famil and

disci"line! troubles 'ith children are e-am"les of relationshi" "roblems that

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create stress for em"loee and that aren*t at the front door 'hen the arrive

at 'or).

)cono,ic prole,s:%conomic "roblems created b individuals overe-tending their

financial resources are another set of "ersonal troubles that can create stress

for em"loees and distract their attention from their 'or).

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CAUSES OF STRESSSociet the 'or)ing 'orld and dail life have changed almost beond

recognition in the "ast 8E ears. #hese changes have contributed to a ma3or

increase in stress.

Stress is caused from both outside 0 inside the organization 0 fromgrou"s that em"loees are influenced b 0 from em"loees themselves.

"tressors:#he agents or demands that evo)e the "otential res"onse are referred

to as stressors. (ccording to Sele a stressors is 9hatever "roduces stress

'ith or 'ithout functioning hormonal or nervous sstems.

)tra organizational stressors:%-tra organizational stressors have a tremendous im"act on 3ob stress.

#a)ing an o"en sstem "ers"ective of an organization! it is clear that 3ob

stress is not 3ust limited to things that ha""en inside the organization! during

'or)ing hours. %-tra organizational stressors include things such as social 4technological change! the famil! relocation! economic 0 financial

conditions! race 0 class! residential or communit conditions.

Organizational stressors:?esides the "otential stressors that occur outside the organization!

there are also those associated 'ith the organization itself. (lthough the

organization is made u" of grou"s 0 individuals! there are also more macro+

level dimensions unique to the organization that contains "otential stressors.

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MACRO-LE#EL ORGANI!ATIONAL STRESSORS:POLICIES

@nfair! arbitrar "erformance revie's.

Gotating 'or)s shifts.

Infle-ible rules.

@nrealistic 3ob descri"tions.STRUCTURES

Centralization =ac) of "artici"ation in decision ma)ing.

=ittle o""ortunit for advancement.

( great amount of formalization. !O"

Interde"endence of de"artments. STRESS

=ine+Staff conflicts.PHYSICAL CONDITIONS

Cro'ding 0 lac) of "rivac.

(ir "ollution. Safet hazards.

Inadequate lighting.

%-cessive! heat or cold.PROCESS

oor communication.

oor 4 inadequate feedbac) about "erformance.

Inaccurate 4 ambiguous measurement of "erformance.

@nfair control sstems.

Inadequate information.

GROUP STRESSORS:

#he grou" can also be a "otential source of stress. $rou" stressors can

be categorized into three areas.

1. Lac !" #$!%&' c!()'*+),)'':-Cohesiveness or togetherness is a ver im"ortant to em"loees!

es"eciall at the lo'er levels of the organizations. If the em"loee is

denied the o""ortunit for this cohesiveness because of the tas)

design! because the su"ervisor does things to "rohibit or limit it! orbecause the other members of the grou" shut the "erson out! this can

be ver stress "roducing.

. Lac !" '!c*a '%&&!$/:-%m"loees are greatl affected b the su""ort of one or more member

of a cohesive grou". ? sharing their "roblems 0 3os 'ith others!

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the are much better off. It this t"e of social su""ort is lac)ing for an

individual! it can be ver stressful.

0. I,/$a-I,*+*%a2 *,/)$&)$'!,a 3 *,/)$-#$!%& c!,"*c/:-Conflict is ver closel conce"tuall or hostile acts bet'een

associated 'ith in com"atible or hostile acts bet'een intra+individual

dimensions! such as "ersonal goals or motivational needs 4 values!

bet'een individuals 'ithin a grou"! 0 bet'een grou"s.

INDI#IDUAL STRESSORS:In a sense! the other stressors 6%-tra organizational! organizational! 0

$rou" stressors7 all eventuall get do'n to the individual level. ;or

e-am"le! role conflict! ambiguit! self+efficac 0 "schological hardiness

ma all affect the level of stress someone e-"eriences.

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CONSEQUENCES OF STRESS#he effect of stress is closel lin)ed to individual "ersonalit. #he

same level of stress affects different "eo"le in different 'as 0 each "ersonhas different 'as of co"ing. Gecognizing these "ersonalit t"es means

that more focused hel" can be given.

Stress sho's itself number of 'as. ;or instance! individual 'ho is

e-"eriencing high level of stress ma develo" high blood "ressure! ulcers!

irritabilit! difficult in ma)ing routine decisions! loss of a""etite! accident

"roneness! and the li)e. #hese can be subsumed under three categoriesF

Individual consequences

Organizational consequence

?urnout

In#i$i#ual conseuences:

Individual consequences of stress are those! 'hich affect the

individual directl. /ue to this the organization ma suffer directl or

indirectl! but it is the individual 'ho has to "as for it. Individual

consequences of stress are broadl divided into behavioral! "schological

and medical.

?ehavioral consequences of stress are res"onses that ma harm the

"erson under stress or others. ?ehaviorall related stress sm"toms

include changes in "roductivit! turnover! as 'ell as changes in eating

habits! increased smo)ing or consum"tion of alcohol! "aid s"eech! and

slee" disorders.

schological consequences of stress re"lace to an individual mental

health and 'ell+being from or felling de"ressed. 5ob related stress

could cause dissatisfaction! infact it has most "schological effect on

the individual and lead to tension! an-iet irritabilit! and boredom.

Medical consequences of stress affect a "erson*s 'ell being.

(ccording to a research conducted! it revealed that stress could create

changes in metabolism! increase heart and breathing rates! increases

blood "ressure bring out headaches and induce heart attac)s.

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Or%ani&ational conseuences:

Organizational consequences of stress have direct affect on the

organizations. #hese include decline in "erformance! 'ithdra'al and

negative changes in attitude.

/ecline in "erformance can translate into "oor qualit 'or) or a dro"

in "roductivit. romotions and other organizational benefits get

affected due to this.

9ithdra'al behavior also can result from stress. Significant form of

'ithdra'al behavior is absenteeism.

One main affect of em"loee stress is directl related to attitudes. 5obsatisfaction! morale and organizational commitment can all suffer!

along 'ith motivation to "erform at higher levels.

"urnout:'

( final consequence of stress has im"lementation for both "eo"le and

organizations. ?urnout is a general feeling of e-haustion that develo"s 'hen

an individual simultaneousl e-"eriences too much "ressure and fe' sources

of satisfaction.

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Managing stress in the work pa!e%ver res"onds to stress in a different 'a! it is onl b understanding

the nature of individual res"onses that ou can start fighting stress ourself

and others.

Geduction or elimination of stress is necessar for "schological and

"hsical 'ell being of an individual. %fficienc in stress management

enables the individual to deal or co"e 'ith the stressful situations instead of

avoidance. Strategies li)e tie management! bod+mind and mind+bod

rela-ation e-ercise! see)ing social su""ort hel" individual im"rove their

"hsical and mental resources to deal 'ith stress successfull.

("art from hel"ing em"loees ado"t certain co"ing strategies to deal'ith stress "roviding them 'ith the service of counselor is also useful.

Man strategies have been develo"ed to hel" manage stress in the

'or) "lace. Some are strategies for individuals! and other is geared to'ard

organizations.

In#i$i#ual co(in% strate%ies:

Man strategies for hel"ing individuals manage stress have been

"ro"osed.

Individual co"ing strategies are used 'hen an em"loee under stress

e-hibits undesirable behavior on the 3obs such as "erformance! strained

relationshi" 'ith co+'or)ers! absenteeism alcoholism and the li)e.

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%m"loees under stress require hel" in overcoming its negative effects. #he

strategies used areF

Exercise:'

One method b 'hich individual can manage their stress is through

e-ercise. eo"le 'ho e-ercise regularl are )no'n to less li)el to have

heart attac)s than inactive "eo"le are. Gesearch also has suggested that

"eo"le 'ho e-ercise regularl feel less tension and stress are more conflict

and slo' greater o"timism.

Relaxation:'

( related method individual can manage stress is rela-ation. Co"ing

'ith stress require ada"tation. ro"er rela-ation is an effective 'a to ado"t.

Gela-ation can ta)e man forms. One 'a to rela- is to ta)e regular

vacations "eo"le can also rela- 'hile on the 3ob 6i.e. ta)e regular brea)s

during their normal 'or)da7. ( "o"ular 'a of resting is to sit quietl 'ithclosed ees for ten minutes ever afternoon.

Time mana%ement:'

#ime management is an often recommended method for managing

stress! the idea is that man dail "ressures can be eased or eliminated if a

"erson does a better 3ob of managing time. One "o"ular a""roach to time

management is to ma)e a list! ever morning or the thins to be done that

da. #hen ou grou" the items on the list into three categoriesF critical

activities that must be "erformed! im"ortant activities that should be

"erformed! and o"timal or trivial things that can be delegated or "ost"oned!

then of more of the im"ortant things done ever da.

ROLE )ANA*E)ENT:'Some 'hat related to time management in 'hich the individual

activel 'or)s to avoid overload! ambiguit and conflict.

SUPPORT *ROUPS:'#his method of managing stress is to develo" and maintain su""ort

grou". ( su""ort grou" is sim"l a grou" of famil member or friends 'ith'hom a "erson can s"end time. Su""ortive famil and friends can hel"

"eo"le deal 'ith normal stress on an ongoing basis. Su""ort grou"s can be

"articularl useful during times of crisis.

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"E+AVIORAL SELF'CONTROL:'In ultimate analsis! effective management if stress "resu""oses

e-ercise of self+control on the "art of an em"loee. ? consciousl

analzing the cause and consequences of their o'n behavior! the em"loeescan achieve self+control. #he can further develo" a'areness of their o'n

limits of tolerance and learn to antici"ate their o'n res"onses to various

stressful situations. #he strateg involves increasing an individuals control

over the situations rather than being solel controlled b them.

CO*NITIVE T+ERAP,:'#he cognitive thera" techniques such as %lli*s rational emotive

model and Meichenbaum*s cognitive strateg fir modification have been

used as an individual strateg for reducing 3ob stress.

COUNSELIN*:

ersonal counseling hel" em"loees understand and a""reciate a

diverse 'or)force! the holistic a""roach ado"ted b the counselor gives him

a com"rehensive vie' of the em"loee as client and enable him to deal the

issues of 'or) related "roblems in a larger conte-t 'ith his a'areness of the

inter+relationshi" among "roblems in ad3ustment 'ith self! other and

environment and that a 'or) concern 'ill effect "ersonal life and vice+versa!

the em"loee 'ould receive hel" regarding the "roblem in all life.

One of the advantage of the individual interventions is the individual

can use these s)ills to im"rove the qualit of life in offer domains li)e

famil! social su""ort and self! thus reducing the negative carr of

e-"eriences in these domains into the 'or) life 'hich might effect his

occu"ation mental health.

OR*ANI-ATIONAL STRATE*IES:'#he most effective 'a of managing stress calls for ado"ting stressors

and "revent occurrence of "otential stressors.*#'o basic organizational strategies for hel"ing em"loees manage

stress are institutional "rograms and collateral "rograms.

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9or) /esign Stress Management "rograms9or) schedules &ealth "romotions "rograms

Culture Other "rograms

Su"ervision

Institutional (ro%rams:'

Institutional "rograms for managing stress are underta)en to

established organizational mechanism for e-am"le! a "ro"erl designed 3ob

and 'ord schedules can hel" ease stress. Shift 'or) in "articular can

constantl have to ad3ust their slee" and rela-ation "atterns. #hus! the design

of 'or) schedules should be a focused of organizational efforts to reduce

stress.

#he organization*s culture can also used to hel" to manage stress. #he

organization should strive to foster a culture that reinforces a health mi- of

'or) and non'or)ing activities.

;inall! su"ervision can "la an im"ortant institutional role in

overload. In managing stress. ( su"ervisor is a "otential manager source of

overload. If made a'are of their "otential for assigning stressful amounts of

'or)! su"ervisors can do a better 3ob )ee"ing 'or)loads reasonable.

COLLATERAL PRO*RA)S:

In addition to their institutional efforts aimed at reducing stress! man

organizations are turning to collateral "rograms. ( collateral stress "rogram

in an organizational "rogram s"ecificall created to hel" em"loees deal

'ith stress. #he organizations have ado"ted stress management "rograms!

health "romotion "rograms and other )inds of "rograms for this "ur"ose.

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COM"AN# "ROF $E2:


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%nerg is im"ortant "arameter in the overall economic develo"ment

activit of an countr. It has become snonmous 'ith "rogress in all

fields of activities. Its standard of living in the 'ords of /($=I is as

follo's it is said that the difference bet'een a starving Indian "easant and a

"ros"erous (merican farmer is that behind his elbo' the India farmer hasalmost nothing 'hile his (merican counter"art has thousands of hours

"o'er. #his! it is energ! 'hich is the dividing line bet'een an substance

econom and a highl develo"ed econom. India is "oor and (merican is

rich because (merica consumes nearl 8E times as much energ as is

consumed b India. %nerg is at the heart of the modern industrial societ. It

could also be effective 'ea"on in the battle against ob3ect "overt.

#here is a close correlation bet'een energ consum"tion and level of

economic develo"ment. %nerg means ca"acit of doing 'or). #here are

various sources of energ but in India the im"ortant sources are coal!

hdroelectricit. Oil and natural gas! nuclear fuels fire 'ood and animal

'astes. /es"ites the develo"ment of various sources in the energ sector!

the fact still remains that lo' last energ sources li)e fire 'ood! cattle drug

and vegetable 'astes account for as much at 8 "ercent of energ

consum"tion in the countr.

o'er develo"ment in India began in 1BD< 'hen a 2EEH9 hdro

station 'as first commissioned at /ar3eeling! in 1BDD a first steam station'as set u" in Calcutta 'ith a total of 1EE)'. #here after! a series of hdroand steam "o'er station 'ere commissioned. ?ut the "o'er develo"ment

'as not in a sstematic and "lanned manner in the countr. #herefore! in

order to achieve the ob3ective of "romoting the co+ordination develo"ment

and rationalization of generation! transmission and distribution of electricit

on a regional basis throughout the countr in the most efficient and

economic 'a the state electricit board 6S%?s7 'as constituted in the

various states of the countr under the "rovisions of the electricit 6su""l7

act 1DB. #hese S%?s! 'ere to en3o the mono"ol in res"ect of generation!

transmission and distribution of electricit in the countr. (fter constitution

of S%?s! there 'as "henomenal im"rovement in the develo"ment of

installed ca"acit and "o'er generation. #he efficienc of 'or)ing of "o'er

"lant and their maintenance have been unsatisfactor as a result of 'hich the

"o'er generating ca"acit alread created could not have been full utilized.

o'er is the single factor! 'hich changed the 'a of living. #he

Aational #hermal o'er Cor"oration =imited! established on Aovember


28/65

in 1D


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LOCATION:#he 21EE M9 Gamagundam Su"er #hermal ro3ect is located in

Harimnagar /istrict of (ndhra radesh to the South of river $odavari. #he

"ro3ect is lin)ed to the south $odavari Coal field or the Singareni Collieries.

NTPC ACTIVITIES:1. lanning 0 Investigation of ne' sites! "re"aration of feasibilit

"ros"ect re"ort 0 the designing as 'ell as engineering of "o'er

station.

2. A#C also manages the


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#o e-"and the consultanc o"erations 0 to "artici"ate in ventures

abroad.

CORPORATE OBJECTIVES:

#o add generating ca"acit 'ith in "rescribed time 0 cost.

#o e-"and the constanc o"erations 0 to "artici"ate ventures aboard.

#o maintain the financial soundness of the com"an b m aging the

financial o"erations in accordance 'ith good commercial utilit.

#o o"erate and maintain "o'er stations at high availabilit ensuring

minimum Cost of generation.

#o develo" 6G0/7 for achieving im"roved "lant reliabilit.

#o develo" a""ro"riate commercial "olic leading to remunerative

tariffs 0 minimum receivables.

Im"lement strategic diversification in the areas of G0M. &dro. =A$

and Aon conventional and eco+friendl fuels and e-"lore ne' areasli)e transmission information technolog etc.

romote consultanc.

Ma)e "rudent acquisitions. Continuousl develo" com"etent human

resources to match 'orld standards.

?e a res"onsible cor"orate citizen 'ith thrust on environment

"rotection rehabilitation and ash utilization.

VISION OF NTPC: TO BE ONE OF THE WORLD'S LARGEST AND BEST POWERUTILITIES. POWER INDIA'S GROWTHCORE VALUES 5COMIT6

Customer focus.

Organizational "ride.

Mutual Ges"ect and #rust.

Initiative and s"eed total qualit.

#otal Kualit.

MISSION OF NTPC:Ma)e available reliable! qualit "o'er in increasingl large quantities

at a""ro"riate tariffs! and ensure timel realization of revenues. S"eedil

"lan and im"lement "o'er "ro3ects! 'ith contem"orar technologies.

,E


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DISTRI"UTION OF PO.ER OF NTPC RA)A*UNDA)

S/No State Distri0ute# Percenta%e

Ca(acit1 2).3 243

1. (ndhra radesh 8BE 2


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STATION HIGH LIGHTS:

Gecord haulage of coal in single da of Gamagundam bagged golden shied for the financial ears2EEE+E1! 2EE1+E2! 2EE2+E, and 2EE,+E for outstanding "erformance

in "o'er generation.

I,'/a) ca&ac*/7 !" NTPC P$!8)c/':

Pro5ects No/ o6 Pro5ects Commissione# Ca(acit1

2).3A#C O9A%/ 1, 1D!DBE

CO(= E< ,!D88

$(S4=IK.;@%=

OA%/ ?N 5Cs

CO(= , ,1

*RAND

TOTAL

78 79/79

Ca(acit1 (o;er (lant un#er !V ;ith SAIL

,2


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C!a 9a') &$!8)c/':

Sl/No/ Coal "ase# State Commissione# Ca(acit1

1. Singrauli @ttar radesh 2!EEE

2. Hobra Chhattisgarh 2!1EE

,. Gamagundam (ndhra radesh 2!:EE

. ;ara))a 9est ?engal 1!:EE

8. idhachal Madha radesh 1!:EE

:. Gihand @ttar radesh 2!2EE


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Sterling Performance of 2005-06:-1. #he com"an ta)es a ne' name A#C =imited aligned to its ne'

business "lans.

2. #he com"an mar)et ca"italization 511 crosses Gs. One trillion 6Gs.

1!EE!EEE crore7 and is one of the to" three largest Indian com"anies interms of mar)et ca".

,. ( highest ever generation of 1

added during the far com"an to 2!2D M9 6including ca"acit of

5oint venture com"anies7.

11. Construction 'or)s on D


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1:. Ca"ital e-"enditure incurred in 2EE8+E: on ca"ital scheme 'as Gs.


36/65

#he basic divisions! 'hich are accountable to CM/! (reF

1. #echnical and %ngineering division.

2. Cor"orate Commercial division.

,. O"eration Services division.

. Cor"orate ;inance division.

8. Cor"orate &uman resources division.

:. Cor"orate ro3ects /ivision.


37/65

COMPAN4 AT GLANCE

Installed Ca"acit F 2:EEM9

@nit Sizes F ,T2EEM9

T8EEM9

@nits Commissioned F @nit+ I October! 1DB,

@nit+ II Ma! 1DB

@nit+ III /ecember! 1DB

@nit+ I 5une! 1DBB

@nit+ March! 1DBD

@nit+ I October! 1DBD

@nit+ II Aovember 2EEE

#ransmission Sstem F 2EE c)s +EEH

Source of Coal F South $odavari Coal fields

of Singareni Colleries

9ater Sources F Sri Gam Sagar ro3ect?eneficiar States F (ndhra radesh! #amil Aadu!

Harnata)a! Herala! $oa and

ondicherr.

(""roved investment F Gs. ,B


38/65

RESEARCH METHODOLOGY

/iscuss the research design! research "roblems! im"ortant of the

stud! sco"e and significance of the stud! source of data! questionnaire!

sam"le design statisticall techniques used! and ob3ective of the stud and

limitations of the stud.

RESEARCH DESIGN:( research design is an arrangement of conditions for collection and

analsis of data in a manner that aims to combine relevance to the research.

ur"ose 'ith econom in "rocedure. It is the conce"tual structure

'ithin 'hich research is conducted and it constitutes the blue"rint for the

collection! measurement and analsis of data. It includes an outline of 'hat

the researcher 'ill do from 'ithin the h"othesis and its o"erationalim"lications to the final analsis of data.

#he research design used for the stud is descri"tive design.

/escri"tive research design includes surves and fact finding enquires of

different )inds. #he ma3or "ur"ose of descri"tive research is descri"tion of

the state of affairs! as it e-ists at "resent.

SOURCE OF DATA:#he relevant data has been collected from the "rimar sources and

secondar sources. #he "rimar data is collected b a questionnaire from the

em"loees. ;or this "ur"ose of data collection! the questionnaire 'as

circulated among the em"loees to collect information. #he secondar data

is collected b ne's "a"er com"an 3ournals! magazines 'ebsites etc.

UESTIONNAIRE ADMINISTRATION:#he questionnaire 'as "re"ared after counseling 'ith the officer.

%m"loee relations of the &G de"artment of A#C. #he researcher "re"ared

a set of questionnaire. ( four "oint scale strongl agree to strongl

disagree 'as used for this "ur"ose.

SAMPLE DESIGN:( sam"le of 18E res"ondents 'as ta)en using random sam"ling. #he

researcher contacted the e-ecutive "ersonall and brief summar of the

nature of the stud and details in the questionnaire 'ere narrated to them.

,B


39/65


40/65


41/65

O(tions Res(onse 2 4 3

er often D

often 2:

Garel 2B

er rarel 28

Aever 12

0

$

10

1$

20

2$

30

#%&'

O()%*

O()%* R+&%,' #%&'

&+&%,'

N%-%&

R%./*.%

Inter(retation:

(s is evident from the chart! ma3orit of the res"ondents 682L7 rarel

and ver rarel sas that the are bus at 'or) "lace.

7/ ,ou thin (h1sical en$ironment (ro0lem in the ;or (lace cause

Stress 2 Tem(erature= li%htin%= %ases= #ust 3


1


42/65

Strongl agree 2:

(gree ,:

Cannot sa 1:

/isagree 1:

Strongl disagree :

0

$10

1$

20

2$

30

3$

40

S)&*,'

+&%%

A&%% C+**)

.+'

D.+&%% S)&*,'

.+&%% R%./*.

Inter(retation:

O"inion of stud reveal that! ma3orit of the res"ondents 6:2L7 agree

'ith "hsical environment 6#em"erature! =ighting! $ases and /ust7 causes

Stress.

8/ ,ou 6eel time (ressure to com(lete ;or


Strongl agree 1E

2


43/65

(gree 1

Cannot sa 1,

/isagree 2B

Strongl disagree B

0

$

10

1$

20

2$

30

3$

40

4$

S)&*,'

+&%%

A&%% C+**)

.+'

D.+&%% S)&*,'

.+&%% R%./*.

Inter(retation:

#he finall et im"ortantl! the question as)ed about the

em"loees! ma3orit of the em"loees 681L7 of the A#C agree and

strongl agree 'ith above statement.

9/ Do 1ou 6eel lac o6 co'o(eration in o66ice


er often D

,


44/65

often 2:

Garel 1:

er rarel 1

38049077 stress management project

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