A STUDY ON STRESS MANAGEMENT AT

RASHTRIYA ISPAT NIGAM LIMITED

VISHAKAPATNAM
A project report Submitted in Partial Fulfillment of
The Required for the Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
PURNIMA TADI
(H.T.No.20854100050)
HRM & MARKETING

Under the Guidance of

Mrs A.VIJAYA BHARGAVI., M.B.A..
Faculty in Management Studies

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

ADITYA INSTITUTE OF P.G STUDIES
(Approved by AICTE, Affiliated to AU, & Accredited by NBA)
Aditya Nagar, ADB Road, SURAMPALEM-533437
2008-10

ADITYA INSTITUTE OF P.G.STUDIES

DEPARTMENT OF BUSINESS MANAGEMENT
(Approved By AICTE, Affiliated To AU, &Accredited By
NBA)
Aditya Nagar, ADB Road, SURAMPALEM-533437

CERTIFICATE
This is to certify that the project entitled STRESS MANAGEMENT is the
bonafide work done by Miss. PURNIMA TADI during the period 2008-10 in partial
fulfillment of the requirement for the award of the Degree of MASTER OF BUSINESS
ADMINISTRATION IN ADITYA INSTITUTE OF P.G. STUDIES affiliated to AU.

PROJECT GUIDE:

Mrs. A.VIJAYA BHARGAVI

HEAD OF THE DEPARTMENT

Mr. J.NAGENDRA KUMAR

DECLARATION OF THE STUDENT

I hereby declare that the project report entitled A STUDY ON STRESS

MANAGEMENT submitted for the degree of Master of Business Administration is my original
work and has not formed the basis for the award of any degree, diploma, associate ship, fellowship
(or) similar other titles. It has not been submitted to any other University or Institution for the
award of M.B.A.

Place : SURAMPALEM
Date:

(PURNIMA TADI)
Regd. No. 20854100050

ACKNOWLEDGEMENTS
I should take the responsibility to acknowledge the following distinguished
personalities who graciously allowed me to carry out this project work successively.
I am also thankful to all other members of the staff for their kind
cooperation in this behalf. Mainly I am very much thankful to Mr. J.NAGENDRA
KUMAR, M.B.A, and Head of the department of management studies.
I am highly thankful to my guide Mrs. A.VIJAYA BHARGAVI madam,
M.B.A, Faculty in management studies for her valuable advices and encouragement
throughout the course.
I express my deep sense of gratitude to Mr. KOSIREDDY RAJA (HRD
dept) for his kind help and valuable suggestions in preparing this project and also to office
staff members.
I also express my sincere thanks to my friends and classmates for their
advice and suggestions in giving a proper shape to study.

(PURNIMA TADI)

CONTENTS

CHAPTER I
INTRODUCTION
I.1

Need for the study

I.2

Scope of the Study

I.3

Objectives of the study

I.4

Methodology of the study

I.5

Limitations of the study

CHAPTER II

Page no
1-6

7-17

INDUSTRY PROFILE

CHAPTER III

18-42

COMPANY PROFILE

CHAPTER IV

43-61

THEORETICAL FRAME WORK

CHAPTER V

62-76

DATA ANALYSIS AND INTERPRETATION

CHAPTER VI
6.1

FINDINGS

6.2

SUGGESTIONS

6.3

CONCLUSION

ANNEXURE
QUESTIONNAIRE
BIBLOGRAPHY

77-80

CHAPTER-I

INTRODUCTION

NEED FOR THE STUDY

SCOPE OF THE STUDY

OBJECTIVES OF THE STUDY

METHODOLOGY OF THE STUDY

LIMITATIONS OF THE STUDY

INTRODUCTION

The growth of any organization depends on the overall performance such as

production, marketing, finance and human resource management of the organization. In
any organization human resources are the key element. Hence utilization & maintenance of
H.R. plays a vital role in management. Providing good compensation is not only sufficient
to any employee to get better productivity, but also creating enthusiasm is also a major
one. In this way of enhancing employee skills management should concentrate on stress
levels of employees. Because a person who feel free from stress can only make his entire
effort in the success way of organization. Hence every organization should give
importance to the management of stress of employees.

In this hi-tech era, we have regularly cope with uncountable things. Our day starts
with planning the things to be managed followed by implementation of the plan. Hence in
the process of achieving the targets, we encounter various issues or situations and how we
handle these issues or situations will decide as to how comfortable our life can be. In other
words if the situation is not handled in a positive and practical manner, it may only result
in avoidable pressure on us which in management parlance is known as STRESS

Need For The Study

1. Stress management is very essential in the functioning of all the areas in any
organization to have a smooth flow in the operations at work place.
2. Stress management has a great significance in professional life as well as personal
life.
3. It should be maintain to make the employees effective and efficient in their role.
4. Maintenance of stress had a great importance in achieving organizational goals
through which achievement of individual goals.
5. By managing stress any employee/employer can maintain good & cardial relations
with others.
6. It is helpful in reducing the turnover of employees.

Scope Of The Study

Stress, which is very common & also complex in ones individual life, there is a
wider scope of stress to study. Stress is everywhere in life. It starts from the day starts and
from a common layman to eminent personalities in the world. It had its affect on every
individual irrespective of his/her age or their occupation.
Hence I have selected a limited sample of 100 people who involve both executive & nonexecutive cadre at RINL to study the Impact of stress on work life as well as personal life
depending on various factors. I have conducted my study on particularly the finance
department and the purchase department where mainly high levels of stress is being
concentrated in the administrative department at RINL

OBJECTIVES OF THE STUDY

i. To know various causes of stress.

ii. To know the impact of work stress on personal life.
iii. To identify the coping strategies of stress.
iv. To identify the impact of stress on performance.
v. To know which age group of employees getting more stress.
vi. To know whether the stress is varying with varying gender.
vii. To know which level people are under more stress.

METHODOLOGY OF THE STUDY

Methodology is a systemic procedure of collecting information in order to
analyze and verify a phenomenon. The collection of information will be done by two
principles of sources viz.,
1. Primary data
2. Secondary data

Primary data:
It is the information collected directly without any references. In this Study it is to
gathered through interviews with concerned officers and staff, Either individually or
collectively. Some of the information were verified and Supplemented through personal
observation

The data collection includes:

Conducting personal interviews with the concerned officers of different
departments of RINL.

Secondary data:
The Secondary data was collected from different books about stress management
and from internet in various websites.

LIMITATIONS OF STUDY
Though the project would be completed successfully a few limitations are
expected.
As RINL is multi product manufacturing unit the cycle time of each
product varies and it could be a problem to study the stress management in a limited
duration of 2 months. And analysis of sub topics is limited to some extensions.
Since the procedures and policies of the company do not allow disclosing
of all information the project has to be completed with great effort to get an insight into
STRESS Management in RINL.
.

CHAPTER-II

STEEL INDUSTRY PROFILE

STEEL INDUSTRY
Steel is a versatile, constantly developing material that underpins all manufacturing
activity. If a product is not made from steel, then it is certainly made using steel at some
point in the manufacturing process.

OVERVIEW OF IRON AND STEEL INDUSTRY

HISTORICAL PERSPECTIVE
The finished steel production in India has grown from a mere 1.1 million tonnes in
1951 to 29.27 million tonnes in 2000-2001. During the first two decades of planned
economic development, i.e. 1950-60 and 1960-70, the average annual growth rate of steel
production exceeded 8%. However, this growth rate could not be maintained in the
following decades. During 1970-80, the growth rate in steel production came down to
5.7% per annum and picked up marginally to 6.4% per annum during 1980-90, which
increased to 6.65% per annum during 1990-2000. Though India started steel production in
1911, steel exports from India began only in 1964. Exports in the first five years were
mainly due to recession in the domestic iron and steel market. Once domestic demand
revived, exports declined. India once again started exporting steel only in 1975 touching a
figure of 1 million tones of pig iron export and 1.4 million tonnes of steel export in 197677. Thereafter, exports again declined to pick up only in 1991-92, when the main
producers exported 3.87 lakhs tonnes, which rose to 2.79 million tonnes in 1995-96. The
steel exports in 1999-2000 were 2.36 million tonnes and in 2000-01 it was 2.57 million

tonnes. The growth in the steel sector in the earlier decades since Independence was
mainly in the public sector units set up during this period. The situation has changed
dramatically in the decade 1990-2000 with most of the growth originating in the private
sector. The share of public sector and private sector in the production of steel during 199091 was 46% and 54% respectively, while during 2000-01 the same was 32% and 68%
respectively. This change was brought about by deregulation and decontrol of the Indian
iron and steel sector in 1991. A number of policy measures have been taken since 1991 for
the growth and development of the Indian iron & steel sector. Some of the important steps
are
Removal of iron & steel industry from the list of industries reserved for the public
sector and also exemption from the provisions of compulsory licensing under the Industries
(Development & Regulation) Act, 1951, deregulation of price and distribution of iron &
steel, inclusion of iron and steel industry in the list of high priority industries for automatic
approval for foreign equity investments up to 74%, lowering of import duty on capital
goods and raw materials etc.

IMPORT AND EXPORT OF IRON AND STEEL

India was importing about 10 to 15 lakes tones of steel, annually. Due to a rise in
domestic demand, the import of saleable steel in 1996-97 reached a level of 1.80 million
tones. The incidence of import was mainly in hot rolled coils, cold rolled coils and semis.
Import of carbon steel during 2000-01 was about 1.41 million tones, which was about 12%
less than the import in 1999-2000. The total imports of carbon steel during six years up to
2001-02 are given in enclosed chart.
The Industry has been able to maintain its net exporter status from the last two
years in the trading of finished steel. In fact exports of non-flat products recorded a growth
rate of 5.7% over 2000-01. The quantity of carbon steel exported from the year 1996-97 is
as given in enclosed chart.
Earlier, exports consisted mainly of plates, structural, bars and rods, whereas now
additional items like semis, hot rolled coils, cold rolled coils, co lour coated sheets, GP/GC
sheets and pig iron are also being exported. In future, it is expected that the quantum of
exports of more value added items would further increase.

MEASURES ON IMPORTS
Of the Government notification to 3 major ports Calcutta, Mumbai and Chennai to
monitor the flow of foreign steel into the country. The customs duty on second and
defective HR Coils has been raised to the bound rate of 40 per cent. Anti dumping duty has
been levied on import of HR coils from Russia and Ukraine. Iron & Steel are freely

importable as per the Exam Policy. India has been annually importing around 1.5 Million
Tones of steel. Imports have largely dropped, partly an indication of greater selfsufficiency and partly the ability to control inflow of seconds and defectives. To check
unbridled imports of cheap/seconds & defective steel, several measures have been put in
place, like; The Government has fixed floor prices for seven items of finished steel viz. HR
coils, HR sheets, CR coils, Tinplates.
The other notable measure in this regard is that imports of certain types of steel have
been subject to mandatory compliance of quality standards as specified by the Bureau of
Indian Standards (BIS). Adherence to BIS norms imply supplying information like name
and address of the importer, generic or common name of the commodity, net quantity in
terms of standard units of weights and measures, month and year of packaging and
maximum retail sale price. Moreover all manufacturers/exporters of the listed products
shall be required to register themselves with the BIS.
Further protection in this regard has been the issuance

MEASURES FOR EXPORT OF IRON & STEEL

Iron & Steel are freely exportable and India is a net exporter of steel. Advance
Licensing Scheme allows duty free import of raw materials for exports. Duty Exemption
Pass Book Scheme also facilitates exports. Indian steel exports have been subject to antidumping/anti-subsidy duties actions by the stronger economies over the last few years.
These include:

10

Anti dumping duty on cuttosize plate exports from Bliley Steel Plant of SAIL
with a total duty of 72.48 per cent, and an anti subsidy component of 14.82 percent. India
however, has been exempted from the safeguard duties under Section 201 of the US Trade
Laws on almost all steel products except carbon flanges. This is on account of the
countrys status as a developing nation. EU has also taken AD/CVD actions on import of
HR coils. However, a Suspension Agreement with exporters like SAIL allows the company
to sell at a price not lower than the agreed one. The EU has also imposed safeguard duties
for India; such measures apply on electrical steel sheets and stainless steel wire rods.
Canada has covered pipes, hot rolled, cold rolled and galvanized products in the
AD/CVD actions. China has recently imposed a safeguard duty on the import of steel,
which ranges from 7-26%. The country-wise details are yet to be worked out. The rising
trend in Indian steel exports that was being witnessed in the last couple of years was halted
due to these anti dumping actions initiated by the advanced, developed nations of the
world, which led to the loss of major markets for the Indian steel exporters. Despite the
initial setbacks Indian exports have recovered - largely due to the ability to find out
alternative export markets where selling steel has been profitable. Steel Exporters Forum
has been recently set up to boost steel exports.
An Anti dumping Directorate has been set up under the Ministry of Commerce &
Industry with adequate power to fight trade actions while remaining within the WTO
framework.

11

DUTIES & LEVIES ON IRON & STEEL

Custom Duties
Peak rate of Custom Duty has been reduced sharply during last 5 years. In the
Union Budget 2002-03 it has been further reduced to 30%. This has forced domestic
industry to become internationally competitive. Custom Duty on seconds and defectives
has been raised to the bound rate of 40%. Custom Duty has been reduced on a wide range
of inputs, which would bring down the cost of production for the domestic steel industry.
Custom Duty on Met Coke has been reduced to 5% for integrated steel plants using blast
furnace, pig iron units and steel plants using Cortex technology.

Excise Duty
Excise Duty on iron & steel has not been reduced in successive budgets. At present
excise duty on all iron and steel products is 16% ad valor called Cent High excise duty has
made domestic industry unviable.
Levies on Iron & Steel
SDF- (Steel Development Fund)
This was a levy started for funding modernization, expansion and development of steel
sector. The Fund, inter-alia, supports:

12

Capital expenditure for modernization, rehabilitation, diversification, renewal &

replacement of Integrated Steel Plants.

Research & Development

Rebates to SSI Corporations

Expenditure on ERU of JPC

Fund was abolished on 21.4.94. Cabinet decided that Corpus could be recycled

for loans to Main producers. Interest on loans to Main Producers be set aside for promotion
of R&D. An Empowered Committee has been recently set up to guide the R&D effort in
this sector.

EGEAF
This was a levy started for reimbursing the price differential cost of inputs used for
engineering exporters. Fund was discontinued on 19.2.96.

Opportunities for growth of Iron and Steel

The New Industrial Policy Regime
The New Industrial policy has opened up the iron and steel sector for private
investment by
a. Removing it from the list of industries reserved for public sector and

13

b. Exempting it from compulsory licensing. Imports of foreign technology as

well as foreign direct investment are freely permitted up to certain limits
under an automatic route. Ministry of Steel plays the role of facilitator,
providing broad directions and assistance to new and existing steel plants, in
the liberalized scenario.

THE GROWTH PROFILE AFTER LIBERALISATION

The liberalization of industrial policy and other initiatives taken by the Government
have given a definite impetus for entry, participation and growth of the private sector in the
steel industry. While the existing units are being modernized/expanded, a large number of
new/Greenfield steel plants have also come up in different parts of the country based on
modern, cost effective, state of-the-art technologies.
Increasing role of private sector in total production can be seen from the fact that its
share has increased from 51.4% in 1991-92 to approximately 67% in 1998-99. This trend is
likely to continue. At present, total (crude) steel making capacity is over 34 million tones
and India, the 8th largest producer of steel in the world, has to its credit, the capability to
produce a variety of grades and that too, of international quality standards. As per the
ratings of the prestigious "World Steel Dynamics", Indian HR Products are classified in the
Tier II category quality products a major reason behind their acceptance in the world
market.

14
EU, Japan have qualified for the top slot, while countries like South Korea, USA
share the same class as India. In pig iron also, the growth has been substantial. Prior to
1991, there was only one unit in the secondary sector. Post liberalization, the Aegis have
sanctioned 21 new projects with a total capacity of approx 3.9 million tones. Of these, 16
units have already been commissioned. The production of pig iron has also increased from
1.6 million tones in 1991-92 to 3.94 million tones in 2001-02. The share of
Private/secondary sector has increased over time and is currently around 74% of total
production. Considering the facts of current low levels of per-capita consumption in India,
the huge potential for its increase and the estimated GDP growth, the steel industry is
likely to have substantial growth in the medium to long term perspective.

14

GLOBAL SCENARIO
The steel industry in the world, which was characterized as a sunset industry two
decades ago, is experiencing a vast change in scenario. The fast developing Chinese steel
industry has far outstripped the world steel giants. United States, Russia and Japan, which
were leading steel producers, are no more in a position to claim that position.
China, producing less than a million tones of steel prior to revolution in 1949,
has now become the largest steel producer in the world. During 2005 the global steel
production stood at 1132 million tones, showing a rise of 6 per cent over the last year. The
countries in South America, CIS (former Soviet Union) Europe and North America have
actually shown negative growth. The Asian continent for the first time produced more
crude steel than the rest of the world combined. Major shift has taken place because during
2005 with China producing 349 million tones of steel, accounting for 32 per cent of the
world steel production. During 2005, Chinese steel production increased by 69 million
tones i.e. by 25 per cent. Chinese steel output was more than three times that of Japan and
four times of USA during 2005.
Per capita consumption of steel in the world was estimated to be 170 kg during the
year 2005. However in India it stood at only 35 kg during the same year. Indian steel
production was 38 million tones, which accounted for only 3.4 per cent of the world steel
output. In view of the fact that Indian population is 16 per cent of the global population,
the production of steel is much lower in India. Although India is the second largest
populated country in the world, it ranks eighth in steel production.

15
Steel Authority of India Ltd (SAIL) is ranking 17th among the worlds largest steel
producing companies.
With stiff competition in the global market, the formation of giant companies
to reduce cost and add to profitability has become the regular feature in the industry.
Merger and acquisitions have become the order of the day. The recent attempt of the
Metal Steel to acquire Areole, a Luxemburg based European company, if succeeds,
will make Metal Steel produce over 110 million tones of steel per year, i.e. about 10 per
cent of the global steel output.

WORLD BANK ADVICE :

Though India has objective conditions to become one of the major steel producers,
in the world it continues to lag behind. Despite the fact that India has huge reserves of
good quality iron ore and sufficient quantity of manganese, dolomite and coal, it is not
producing higher quantity of steel. India produces more than 100 million tones of iron ore,
of which only one third is utilized indigenously while two thirds is exported at a throw
away price.In 1980, the World Bank in its report advised the government of India not to go
for any Greenfield public sector steel plant. Inspire of Indira Gandhi laying the foundation
stone for public sector steel plant at Daitari and Vijay nagger in 1973, the government of
India made no investments.
On the one hand adequate additional investments were not made by the government
in SAIL and on the other hand the government scrapped the industrial policy resolution of
1956 which provided development of core sector of economy only in public sector.

16
The government permitted private sector steel plants. As a result of this decision,
Essar, Mittal, Jindals, Tata groups have taken steps to start more steel plants in the private
sector. Recently, the government of Orissa even went to the extent of allowing South
Korean company, POSCO, to take control over the iron ore resources of the state and
export it for their requirement to South Korea. All this in the name of investing in its steel
plant in Orissa.
The market share of public sector SAIL has now come down to around 34 per cent
which is likely to decline further if the government of Indias policy of strengthening
private sector continues. Disinvestments of SAIL have resulted in 14.18 per cent equity of
SAIL going in to the hands of private sector companies as well as domestic financial
institutions. Further disinvestments have been stopped for the time being only due to the
pressure of the Left parties on the UPA government against disinvestments in Navaratna
PSUs.
After the acceptance of the policy of financial globalization and WTO conditional
ties by the government of India, the import duty on steel has been brought down gradually
up to 5 per cent. Further, the excise duty on Indian steel was increased which made
imported steel cheaper and domestic steel costlier in India. This has put the steel industry
in great difficulties and SAIL, which was making profits earlier, had to incur losses to the
tune of Rs 1700 core in a year. The private sector companies like Essar, Mittal and Jindal
could manage to survive only due to extremely low rate of wages paid to the workers,
majority of whom were under contractors.

17

CHAPTER-III

COMPANY PROFILE OF RINL

COMPANY PROFILE OF RINL

Introduction
Steel occupies the foremost place among the materials in use today and pervades all
walks of life. All the key discoveries of the human genesis, for instance, steam engine,
railway, means of communication, automobile, aero plane and computers are in one way or
other, fastened together with steel and with its sagacious and multifarious application steel
is a versatile material with multitude of useful properties, making its indispensable for
furthering and achieving continual growth of the economy be it construction,
manufacturing, infrastructure or consumables. The level of steel consumption has long
been regarded as an index on industrialization and economic maturity attained by a
country. At the time of independence India had only three integrated Steel Plants-Iron $
Steel Company at Burnpur, Tata Iron And Steel Company at Jamshedpur, Iron $ Steel
Company in the erstwhile princely state of my sore. Keeping in view the importance of
steel, the following integrated steel plants with foreign collaborations were set up in the
public sector in the post-independence era.

18

INTEGRATED STEEL PLANTS IN INDIA.

NAME OF STEEL PLANT

COLLABORATION

Durgapur Steel Plant

British

Bhilai Steel Plant

Erstwhile USSR

Bokaro Steel Plant

Erstwhile USSR

Rourkela Steel Plant

German

Background
To meet the growing domestic needs of steel Government of India decided to set
up an integrated steel plant at Vishakapatnam. An agreement was signed with erstwhile
USSR in 1979 for cooperation in setting up 3.4 MT integrated steel plant at
Vishakapatnam. The foundation stone for the plant was laid by the then prime Minister on
20th January 1971.The project was estimated to cost Rs. 3897.22 Cores based on prices as
on 4th quarter of 1981. However on completion of construction and commissioning of the
whole plant in 1992, the cost escalated to around 8500 Cores. Visakhapatnam Steel Plant is
one of the most modern steel plants in the country. The plant was dedicated to the nation
on 1st August 1992 by the then Prime Minister Sri P.V. Narasimha Rao.
New technology, large scale computerization and automation etc are incorporated
in the plant. To operate the plant at international levels and attain such labor productivity,
the organizational manpower has been rationalized. The plant has a capacity of producing
3.0 MT of liquid steel and 2.656 MT of saleable steel.

19
THE PROJECT PROFILE OF 3 MT STAGE S IN THE BELOW
TABLE:
DESCRIPTION

3 MT STAGE
ORIGINAL

FIRST

SECOND

THIRD

SANCTION

REVISION

REVISION

REVISION

Implementing agency

SAIL

RINL

RINL

RINL

Date of sanction by GOI

19-06-79

30-07-82

24-06-82

12-07-82

Zero date

Not specified

01-02-82

01-02-82

01-02-82

Gestation period

6 years

6 years

8 years

10 years

Anticipated date of

Not specified

Dec 87

June 90

July 92

Capital Cost (RS. Cores)

2256.00

3897.28

6849.70

8593.29

Base date

1 qtr 79

4 qtr 81

4 qtr 87

Jan 94

FE Component (RS. Cores) 500.20

679.59

1214.86

1521.55

Cost Escalation (RS. Cores)

1641.28

2952.42

1743.59

3.40

3.00

3.00

commissioning

Capacity (MT liquid steel

_
3.40

per annum)

20
VSP TECHNOLOGY: State-of-the-art
o

7 Meter tall Coke oven batteries with coke dry quenching

Biggest Blast furnaces in the country

Bell less top charging system in Blast furnace

100% slag granulation at the BF cast house.

Suppressed combustion LD gas recovery system.

100% continuous casting of liquid steel.

Tempcore and Stelmor cooling process in LMMM & WRM.

Extensive waste heat recovery systems.

Comprehensive pollution control measures.

Major source of Raw Materials:

Iron ore lumps and fines Bailadilla, MP
BF lime stone

Jagayyapeta, AP

SMS lime stone

BF Dolomite

Jaisalmer, Rajasthan
Dubai

SMS Dolomite
Manganese Ore
Boiler coal

Madharam, AP
Chipurupalli, AP

Talcher, Orissa

21

Water Supply
Operational water requirement of 36 MGD is being met from the Yeleru Supply
scheme.

Power supply
Operational power requirement of 180 to 200 MW is being met through Captive
Power Plant. The capacity of the Power plant is 286.5 MW. VSP is exporting 60 MW
power to APTRANSCO.

Major Units

Department Annual cap

Units (3.0 MT stage)

000 T
Coke ovens

2261

3 Batteries each of 67 ovens and 7 Meter height

Sinter Plant

5256

2 Sinter machines of 213 m2 grate area each

Blast furnace 3400

2 Furnaces of 3200 m3 volume each

Steel melt

3 LD converters each of 150 m3 volume and

3000

shop

strand bloom casters

LMMM

710

3 Stand finishing mill

WRM

850

2 x 10 stand finishing mill

MMSM

860

6 stand finishing mill

22

Main products of VSp

Steel ProductsBy products
Angles

Granulate slag

Billets

Lime fines

Channels

Coal tar

Beams

Anthracite acid

Squares

HP Naphthalene

Flats

Benzene

Round

Toluene

Debars

Zylene

Wire rods

Wash oil
Ammonium
sulphate

23
FUTURE PLANS:

VISION:
To be continuously growing world-class company, We shall

Harness our growth potential and sustain profitable growth.

Deliver high quality and cost competitive products and be the first
choice of customers

Create an inspiring work environment to unleash the creative energy

of people.

Achieve excellence in enterprise management.

Be a respected corporate citizen, ensure clean and green

environment and develop vibrant communities around us.

MISSION
To attain 16 million tonne (Mt) liquid steel capacity through technological upgradation, operational efficiency and expansion; to produce steel at International Standards
of Cost and Quality; and to meet the aspirations of the Stakeholders

24

OBJECTIVES
1. Expand plant capacity to 6.3 Mt by 2010-11 with the mission to expand further in
subsequent phases as per the Corporate Plan.
2. Be amongst top five lowest cost liquid steel producers in the world by 2009-10

3. Achieve higher levels of customer satisfaction than competitors.

4.

Vibrant Work culture in the organization.

5. Be recognized as an excellent business organization.

6. Be proactive in conserving environment, maintaining high levels of safety and
addressing social concerns.

CORE VALUES
Value foresight is crucial in todays competitive businesses climate VSP values

Commitment

Customer satisfaction

Continuous improvement

Concern for environment

Creativity and innovation

25

Salient Features

Conversion of Rs. 1184 cores Government of India loans into Equity

Capital.

Conversion of Rs. 1185 cores Government of India loans into 7% noncumulative preference shares redeemable at the end of 10 years.

Conversion of Rs. 791 cores interest due on Government of India loans into
interest free loans for a period of 7 years.

Conversion of GOI loans receivable in 1992-93 into 7% non-cumulative

preference shares redeemable at the end of 10 years from the date of
allotment (Rs. 419 cores released after 31st July 1992).

Conversion of GOI loans receivable in 1993-94 into Preference Shares to be

decided after review.

Waiver of penal interest that becomes due up to July 1992 (Rs. 149.40
cores).

Government of India ensures funds (RS. 1507 cores) in the plan period for the project.

26
FINANCIAL &PHYSICAL PERFORMANCE
Financial performance :
The financial performance of the organization against the set targets right from
1990-91 to 2002-03 is placed at Annexure. From this table it can be seen that the
Company was gaining considerable gross margin which reflects the satisfactory
performance of the plant for all the years except during the year 1998-99 and 1999-2000
when there was a major set back to Coke ovens. Further it had also secured reasonable
cash profits barring those two years and initial period up to 1992-94.
The Company had again gained its momentum during 2000-01 when it made a cash
profit of Rs. 153 cores and turned around during the year 2002-03 making a Net Profit of
around Rs. 520crores for the first time. During the last few years, the Company had taken
a number of steps like major capital repairs to coke ovens, BF capital repairs, austerity
measures to cut down the cost, restrictions on capital expenditure etc. It may need a
special mention that a special drive took place to cut down the interest cost on term loans
and working capital arrangements.

27
Physical performance
The details of physical performance as against the targets set right from 1990-91 to
2002-03 are placed at annexure. From the table it can be seen that the targets set were
reasonably met by the organization, up to 1999-2000 and far exceeded the targets from the
year 2000-01 onwards.

Present performance
The Company turned around during the year 2002-03, making for first time Net
Profit of Rs. 520 cores, achieving Gross sales/turnover of Rs. 5059 Cores. The financial
year 2002-03 is a happy note in VSPs diary because of its remarkable performance in all
fronts. On the production front, the Company far exceeded the targets set. The
performance of the Company for the year 2002-03 is placed at Annexure.
Taking advantage of falling interest rates, dynamism prevailing in the
financial market, strong economic factors with reference to countrys strengthened foreign
currency reserves, appreciation of rupee with reference to USD in the later part of the year,
the Company has taken several initiatives to reduce the debt burden.

28
Performance of VSP

commercial Performance (Rs. Crores)

Year

Sales

Domestic salesExports

turnover
1999-00

3037

2677

295

2000-01

3436

3122

322

2001-02

4081

3710

371

2002-03

5059

4433

626

2003-04

6169

5400

769

2004-05

8181

7933

248

2005-06

8469

8026

443

2006-07

9126

8702

425

2007-08

8881

7412

1469

Taking advantage of falling interest rates, dynamism prevailing in the financial

market, strong economic factors with reference to countrys strengthened foreign currency
reserves, appreciation of rupee with reference to USD in the later part of the year, the
Company has taken several initiatives to reduce the debt burden.

29
FINANCIAL PERFORMANCE (rs. In crs)
Year

Gross margin Cash profit

Net profit

1999-00

252

-130

-562

2000-01

504

153

- 291

2001-02

690

400

-75

2002-03

1049

915

521

2003-04

2073

2024

1547

2004-05

3271

3260

2008

2005-06

2383

2355

1251

2006-07

2632

2584

2222

2007-08

3001

2977

2686

3
SALES PERFORMANCE:
2007-08
ITEM

TARGETACTUALFILFILMENT 200607

GROWTH

Pig Iron

198

157

79%

186

(-) 16%

Steel

3061

2879

94%

3145

(-)8%

Pig Iron

200

255

128%

155

60%

Steel

103

62

60%

121

(-) 49%

Pig Iron

398

412

104%

345

19%

Steel

3164

2941

93%

3266

(-) 10%

DOMESTIC

EXPORT

TOTAL

VALUE
DOMESTIC9104.18 9878.35 109%

8726.2513%

EXPORTS 478.58

116%

424.32 31%

9582.76 10433.07 109%

9150.5714%

TOTAL

554.72

31
b) POLLUTION control and Environmental protection
Generally, integrated steel plant is seen as a major contributor to environmental
pollution as it discharges a large volume of waste products. Elaborate measures have been
adapted to combat air and water pollution in VSP. In order to be eco friendly, VSP has
planted more than 3 million trees over an area of 35 squares Kms. and incorporated various
technologies at a cost of Rs. 460 crores towards pollution control measures.

c) ACHIEVEMENT AND AWARDS

National Award for e-

Exemplary usage of ICT by Public

Governance

Sector Undertakings

Prime Minister's

Best integrated steel plant

2007-08

2005-06

Trophy
Commendation prize

Overall Excellence in all activities of the 2006

for strong commitment company

to Excellence CII
Exim Bank Award for
Business Excellence
2006
Strong Commitment -

Excellence in HR processes and

CII HR Excellence

practices

2006

Award 2006
National Energy

Energy efficiency (First prize for 3

1st - 2006

Conservation Award

consecutive years and also a special

2nd - 2005
award for achieving this). This is the 7th
award in a row.

1st - 2004
1st - 2003
1st - 2002
2nd - 2001
Merit Certificate-

Organizational

Efficient suggestion scheme operation

Excellence Award

given by INSSAN

Business Achievement

Environmental Conservation &

Award for Excellence

Pollution Control presented by

2000
2006, 2004

2005

Confederation of Asia Pacific Chamber

of Commerce & Industry
CII -GBC National

Excellence in Energy management

2005

Energy Conservation

Best organization in Energy

2005

Award by AP

conservation initiatives

Award

Productivity Council
Certificate of Appreciation by Institution Excellence in energy conservation

2005

of Engineers, AP chapter
National Award for Excellence in Water Excellence in water management

2005,

Management by CII

2004

Leadership & Excellence Award in SHE Excellence in SHE by CII South Zone

2004

(Safety, Health & Environment)

CACCI Business Achievement Award

For environmental conservation &

2004

pollution control by FICCI

World Quality Commitment

Performance excellence, quality

International Star Award

management & quality achievement,

2004

given by Business Initiative Directions,

Paris in the Gold category.
ICWA National Award

Good performance for excellence in

2004

Cost management
Best Enterprise Award

For surpassing MOU Targets, awarded 2003by SCOPE

04

Rolling shield for "Environmental

To recognize efforts in environmental

2002,

Protection"

protection, by Directorate of field

2003

publicity, Ministry of Information &

Broadcasting
Prime Minister's Trophy

Best integrated steel plant

200203

Indira Priyadarshini Vrikshmitra Award For massive afforestation efforts. Given 2002by Ministry of Environment & Forests 03
Best HR Practices

Given by Indian Society for Training & 2002

Development (ISTD)

Environment Excellence Award

for Energy conservation by Greentech 2002

Foundation, Delhi

Best Enterprise Award, WIPS

Given by SCOPE

2001-

02
Award for Best Turnaround

Given by SCOPE

200001

Best Management Award

for outstanding contribution in

2000-

management of industrial relations,

01

labour welfare and productivity given

by Govt. of AP

35
Shield for "Best efforts in Rain

AP Pollution Control Board

2001

water Harvesting"
SAIL Chairman's Silver plaque for no fatal accidents (for regular employees

2000

category)
Paryavaran Parirakshak Award in recognition of it's success in prevention of
industrial pollution and preservation of
ecological balance by reducing pollution to the
minimum by installing sophisticated
equipment and machinery in the factory.
Given by Rotary District 3020 International

2000

36
d) BOARD OF DIRECTORS:
The information relating to the board of directors is comprised is in the below table.

BOARD OF DIRECTORS

NAME

CHAIRMAN-CUM MANAGING

SRI P.K BISHNOI

DIRECTOR
DIRECTOR(OPERATING AND I/C

SRI P.K. ISRA

PROJECTS
DIRECTOR(PERSONNEL)

SRI Y. MANOHAR

DIRECTOR(COMMERCIAL)

SRI C.G. PATIL

DIRECTOR(FINANCE)

SRI K.S.SHANKAR

AS AND FA, MIN OF STEEL AND

SRI B.S.MEENA

DIRECTOR
DIRECTOR

SRI R.S.S.L.N.BHASKARUDU

DIRECTOR

DR. V.K.BHALLA

DIRECTOR

DR. JAGATPAL

COMPANY SECRETARY

SRI P.MOHAN RAO

OFFICE

ADMINISTRATIVE BUILDING, VSP,

VISAKHAPATNAM

MILESTONES OF RINL

S. No
1

Date
17-04-1970

Milestone
Prime Minister of India Announces in parliament to construct a
new steel plant at Visakhapatnam

June 1970

Site selection committee appointed

30-11-1970

Committees report approved for site

20-01-1971

Foundation stone laid by Prime Minister

27-02-1971

Consultant appointed feasibility Reports submitted in 1972 and

other Investigation carried out

07-04-1974

First block of land taken over for Visakhapatnam Steel Plant

15-10-1977

Detailed Project Report submitted by consultant

24-05-1979

Public Investment Board accords approval for 3.4 MT steel

projects.

12-06-1979

Inter Government Agreement signed Between India and

erstwhile USSR at MOSOOW for the co-operation in The

construction at Viskhapatnam Steel Plant
10

19-10-1979

Government approved setting up of Viskhapatnam Steel Plant.

Soviet side Carried-out the revision of Detailed Project Report

11

Jan 1980

Site leveling work started

12

30-11-1980

M.N. Dastur & Company, Principal Consultant submits the

comprehensive Revised detailed project report with certain
modifications.

13

06-01-1981

Expert committee submits Recommend items for approval of

comprehensive Revised detailed project report with certain
modifications

14

05-02-1981

Contract signed with Erstwhile Soviet Union for preparation of

working drawings for coke ovens, blast furnace and sinter Plant

15

23-02-1981

Comprehensive revised detailed project report along with expert

committee recommendations approved

16

10-07-1981

Protocall signed with Erstwhile Soviet Union for supply of

equipments and specialists

17

23-01-1982

Blast Furnace foundation laid

18

01-02-1982

Zero date of the construction of the project

19

18-02-1982

Rashtriya Ispat Nigarn Limited (RINL)

20

21-01-1987

Commissioning of Structural Shop with This commissioning of

various auxiliary Units commenced.

21

06-09-1989

Coke oven battery No. 1 starts pushing of coke. With this the
commissioning of Metallurgical units started.

22

14-11-1989

Sinter plant (mchine-1) Commissioned

23

28-03-1990

GODAVARI the First Blast Furnace Commissioned

24

03-05-1990

Prime Minister dedicates GODAVARI to the Nation

25

06-09-1990

The first converter and the first Continuous Casting machine of

the steel melt shop started production.

26

28-09-1990

Billet production in the light and Medium Merchant mill started

27

21-11-1990

Wire Rod Mill commissioned

28

04-03-1991

The second converter commissioned

29

30-06-1991

Eluru water supply scheme made ready for Supply of water to

Visakha steel Plant

30

28-10-1991

Trial production commenced in the Bar

31

31-10-1991

Coke Oven Battery No.2 commissioned

32

27-12-1991

Sinter machine 2 commissioned

33

20-03-1992

Medium Merchant and Structural Mill Commissioned.

34

21-03-1992

KRISHNA Blast furnace 2 commissioned

35

July, 1992

Coke Oven Battery No. 3

36

July, 1992

Converter No. 3 of Steel Melt shop commissioned. This marks

the completion of commissioning of all the units of the 3 Million
tones plant

37

August 1992

Dedication of the plant to the nation by The Prime Minister

38

2001-02

Surpassed rated capacity

39

2002-03

Achieved Turnaround & Recived PMs Trophy

40

2003-04

Became a Debt free Company

41

2004-05

Achieved maximum Net Profit after tax

40
VSP will get NAVARATNA status besides acquisition
of Bird Group.
VISAKHAPATNAM: The Rashtriya Ispat Nigam Limited (RINL) the corporate
entity of Visakhapatnam Steel Plant is all set to have double bonanza acquisition of Bird
Group of Companies and conferring of navaratna status. The proposals made by the VSP
management have received favorable response from the Ministry of Steel. The proposal to
acquire Bird Group was mooted for backward integration in raw materials and improving
synergies of the companies under consideration.
In its 100-day agenda, the ministry has identified RINL as a strategic partner for
acquiring controlling stake in the Bird Group of Companies. The organizational structure
proposed is for Orissa Mineral Development Corporation (OMDC), Bisra Stone Lime Ltd
and Eastern Investments Ltd to be subsidiaries of RINL, which would be the holding
company, official sources said on Wednesday.
OMDC has control over 110 million tones of iron ore reserves with an annual
turnover of Rs.6,000 crores. There is also a proposal to take over Neonatal Ispat Nigam
Ltd, which has one million tonne steel production unit in Orissa.
RINL is paying dearly towards its production cost as it is forced to shell down a heavy
amount on sourcing iron ore and coking coal.

41
Elite club:
RINL will join the elite club of navaratna companies soon after missing the
recognition by a whisker when the status was conferred on National Mineral Development
Corporation and Hindustan Aeronautics Ltd on June 25, 2007.

Coke Oven Battery IV

Coke oven Battery IV (COB 4) is considered as an additional facility for meeting
expansion requirements along with coal handling and by product facility Phase 1 of COB
4 is to be commissioned by sep 2008. The phase 2 of COB 4 is to make it an
independent unit at a cost of Rs. 198.22 cores

Special Purpose Vehicle:

For securing coking and boiler coal assets from overseas, a special purpose vehicle
called INTERNATIONAL COAL VENTURES LTD was formed with RINL, steel
Authority of India limited (SAIL), coal India Limited (CIL), National Mineral
Development Corporation Limited (NMDC) and M/S National Thermal Power
Corporation Ltd (NTPC)

Employees defiles
The man power strength of the company at 16,416 on 31-03-08
During the year no. of Recruitment of employees - 259

Vacancies filled through promotion = 747

42

CHAPTER-IV

THEORETICAL FRAMEWORK ON STRESS

MANAGEMENT

INTRODUCTION
In this hi-tech era, we have regularly cope with uncountable things. Our day starts
with planning the things to be managed followed by implementation of the plan. Hence in
the process of achieving the targets, we encounter various issues or situations and how we
handle these issues or situations will decide as to how comfortable our life can be. In other
words if the situation is not handled in a positive and practical manner, it may only result
in avoidable pressure on us which in management parlance is known as STRESS.

1. WHAT IS STRESS?
The word 'stress' is defined by the Oxford Dictionary as "a state of affair involving
demand on physical or mental energy". A condition or circumstance (not always adverse),
which can disturb the normal physical and mental health of an individual.
In medical parlance 'stress' is defined as a perturbation of the body's homeostasis.
This demand on mind-body occurs when it tries to cope with incessant changes in life.
A 'stress' condition seems 'relative' in nature. Extreme stress conditions,
psychologists say, are detrimental to human health but in moderation stress is normal and,
in many cases, proves useful. Stress, nonetheless, is synonymous with negative conditions.
Today, with the rapid diversification of human activity, we come face to face with

numerous

causes

of

stress

and

the

symptoms

of

stress

and

depression.

43
At one point or the other everybody suffers from stress. Relationship demands,
physical as well as mental health problems, pressure at workplaces, traffic snarls, meeting
deadlines, growing-up tensionsall of these conditions and situations are valid causes of
stress. People have their own methods of stress management. In some people, stressinduced adverse feelings and anxieties tend to persist and intensify. Learning to understand
and master stress management techniques can help prevent the counter effects of this urban
malaise.
The most commonly accepted definition of stress (mainly attributed to Richard S
Lazarus) is that stress is a condition or feeling experienced when a person perceives that
demands exceed the personal and social resources the individual is able to mobilize. In
short, it's what we feel when we think we've lost control of events.

STRESS AT WORK:
Stress at work is a relatively new phenomenon of modern lifestyles. The nature of
work has gone through drastic changes over the last century and it is still changing at
whirlwind speed. They have touched almost all professions, starting from an artist to a
surgeon, or a commercial pilot to a sales executive. With change, comes stress, inevitably.
Professional stress or job stress poses a threat to physical health. Work related stress in the
life of organized workers, consequently, affects the health of organizations.

44
WHATS IT?
Job stress is a chronic disease caused by conditions in the workplace that negatively
affect an individual`s performance and/or overall well-being of his body and mind. One or
more of a host of physical and mental illnesses manifests job stress. In some cases, job
stress can be disabling. In chronic cases a psychiatric consultation is usually required to
validate the reason and degree of work related stress.Sress can adversely affect an
employee`s performance. In the early stages, job stress can `rev up` the body and enhance
performance in the workplace, thus the term `I perform better under pressure`. However, if
this condition is allowed to go unchecked and the body is revved up further, the
performance ultimately declines and the persons health degenerates.
The signs of job stress vary from person to person, depending on the particular
situation, how long the individual has been subjected to the stressors, and the intensity of
the stress itself.

2.TYPES OF STRESS:
In general stress can be classified into two categories.
This categorisation was done by depending on the nature of the stress. Hence stress can be
divided as:

Eustress

Distress

45
Eustress -Good stress, could be a motivator and provide incentives. This kind of
phenomenon is generally observed in sports persons who convert their stress into physical
energy.
Distress - A situation, if not handled in the perspective can result in avoidable pressure
which is Bad stress and could be harmful and dangerous. This stress is caused by different
stressors. They are as follows.

Biological stressors-Mental or physical illness

Environmental

Cognitive or thinking- The way you perceive a situation

Life situations

Personal behaviour- Negative reaction of the mind and body because of drugs,
alcohol, etc.

IDENTIFICATION OF SIGNALS OF POSSIBLE STRESS:

In order to overcome the stress, which is nothing but stress management, the first
step is to identify its source. If we find out the cause(s) of stress , we can adopt suitable
strategies for successfully handling such stress causing situations in future. If you

experience any kind of signals stated below, you may have some kind of stress to
overcome.

46
1.Insomnia,
2.Loss of mental concentration,
3.Anxiety,
4.Absenteeism,
5.Depression,
6.Substance abuse,
7.Extreme anger and frustration,
8.Family conflict,
9.Physical illnesses,
10.Fatigue or tiredness,
11.Rapid breathing,
12.Lack of energy,
13.Sleep difficulties,
14.Impatience,
15.Nail biting,
16.Feeling nervous or anxious.

47
CAUSES OF STRESS
Stress the most Cautious word which triggers our minds can be created by so
many causes. Either they are personal or professional. Even a common or a simple change
in our daily routine lifestyle can also create stress on us and can easily trigger our minds
and thus disturb our personal as well as professional life, if we take it in a negative way.
A lot of things can cause stress. We may feel stress when you attend a job
interview, take a test, or run a race. These kinds of short-term stresses are normal. Longterm (chronic) stress is caused by stressful situations or events that last over a long period
of time, like problems at work or conflicts in your family. Over a period of time, chronic
stress can lead to severe health problems
Hence some regular as well as different causes which can create stress on us are
listed below:

Personal problems that can cause stress include:

Your health, especially if you have a chronic illness such as heart disease,
diabetes, or arthritis.

Emotional problems, such as anger you can't express, depression, grief, guilt, or
low self-esteem.

Your relationships, such as having problems with your relationships or feeling a

lack of friendships or support in your life.

Major life changes, such as dealing with the death of a parent or spouse, losing
your job, getting married, or moving to a new city.

Stress in your family, such as having a child, teen, or other family member who is
under stress, or being a caregiver to a family member who is elderly or who has
health problems.

Conflicts with your beliefs and values. For example, you may value family life,
but you may not be able to spend as much time with your family as you want.

Social and job issues that can cause stress include:

Your surroundings: Living in a over crowded area with high levels of crime rate,
air or noise pollution can create chronic stress.

Your job: Being unhappy with your work or finding your job too demanding can
lead to chronic stress.

Your social situation: Being poor, feeling lonely, or facing discrimination based
on your race, gender, age, or sexual orientation can add stress to your life.

48
Causes of Workplace Stress
Job stress may be caused by a complex set of reasons. Some of the most visible
causes of workplace stress are:

Job Insecurity
organized workplaces are going through metamorphic changes under intense economic
transformations and consequent pressures. Reorganizations, takeovers, mergers,
downsizing and other changes have become major stressors for employees, as companies
try to live up to the competition to survive. These reformations have put demand on
everyone, from a CEO to a mere executive.

High Demand for Performance

Unrealistic expectations, especially in the time of corporate reorganizations, which,
sometimes, puts un-healthy and unreasonable pressures on the employee, can be a
tremendous source of stress and suffering. Increased workload, extremely long work hours
and intense pressure to perform at peak levels all the time for the same pay, can actually
leave an employee physically and emotionally drained. Excessive travel and too much time
away from family also contribute to an employees stress.

Technology
The expansion of technologycomputers, pagers, cell phones, fax machines and the
Internethas resulted in heightened expectations for productivity, speed and efficiency,
increasing pressure on the individual worker to constantly operate at peak performance
levels. Workers working with heavy machinery are under constant stress to remain alert.

49
Workplace Culture
Adjusting to the workplace culture, whether in a new company or not, can be intensely
stressful. Making one self adapt to the various aspects of workplace culture such as
communication patterns, hierarchy, dress code if any, workspace and most importantly
working and behavioral patterns of the boss as well as the co-workers, can be a lesson of
life. Maladjustment to workplace cultures may lead to subtle conflicts with colleagues or
even with superiors. In many cases office politics or gossips can be major stress inducers.

Personal or Family Problems

Employees going through personal or family problems tend to carry their worries and
anxieties to the workplace. When one is in a depressed mood, his unfocused attention or
lack of motivation affects his ability to carry out job responsibilities.

Job Stress and Women

Women may suffer from mental and physical harassment at workplaces, apart from
the common job stress. Sexual harassment in workplace has been a major source of worry
for women, since long. Women may suffer from tremendous stress as hostile.

50
TECHNIQUES TO OVERCOME STRESS:
There are many techniques to overcome stress. The best stress management
techniques are those that are easy to use, quick to learn and implement. One can use them
to manage their own or others stress . Stress management techniques help in controlling of
ones stress levels and make them healthier and happier and a positive person to be around.
Some of the Stress Management Techniques are listed below.

1. Acknowledge stress is good

Make stress your friend! Based on the bodys natural fight or flight response, that
burst of energy will enhance your performance at the right moment. Ive yet to see a top
sportsman totally relaxed before a big competition. Use stress wisely to push yourself that
little bit harder when it counts most.

2.Avoid stress sneezers

Stressed people sneeze stress germs indiscriminately and before you know it, you are
infected too! Protect yourself by recognizing stress in others and limiting your contact with

them. Or if youve got the inclination, play stress doctor and teach them how to better
manage themselves.

51
3. Learn from the best
When people around are losing their head, who keeps calm? What are they doing
differently? What is their attitude? What language do they use? Are they trained and
experienced? Figure it out from afar or sit them down for a chat. Learn from the best stress
managers and copy what they do.

4. Practice socially acceptable heavy breathing

You can trick your body into relaxing by using heavy breathing. Breathe in slowly for
a count of 7 then breathe out for a count of 11. Repeat the 7-11 breathing until your heart
rate slows down, your sweaty palms dry off and things start to feel more normal.

5. Give stressy thoughts the red light

It is possible to tangle yourself up in a stress knot all by yourself. If this happens,
then that might happen and then were all up the creek! Most of these things never
happen, so why waste all that energy worrying needlessly? Give stress thought-trains the

red light and stop them in their tracks. Okay so it might go wrong how likely is that, and
what can you do to prevent it?

52
6. Know your trigger points and hot spots
Presentations, interviews, meetings, giving difficult feedback, tight deadlines. My
heart rate is cranking up just writing these down!Make your own list of stress trigger points
or hot spots. Be specific. Is it only presentations to a certain audience that get you worked
up? Does one project cause more stress than another? Did you drink too much coffee?
Knowing what causes you stress is powerful information, as you can take action to make it
less stressful. Do you need to learn some new skills? Do you need extra resources? Do you
need to switch to de-caf?

7. Burn the candle at one end

Lack of sleep, poor diet and no exercise wreaks havoc on our body and mind. Kind of
obvious, but worth mentioning as its often ignored as a stress management technique.
Listen to your mother and dont burn the candle at both ends!
And those are the best stress management techniques to use to avoid stress.
Along with the above, there is an effective technique to make stress under your control.
That is Self-talk is nothing but what we think in our mind. It is not only said as a

technique, but it is the main path to get the techniques in our life by practice.
In straight & sharp we can said that the self-talk is the main root map which lead us into
either stress or motivation. Means if we face any situation, then the self-talk in ourself at
that situation let us into stress, if we think in a negative way about that situation. And lead
us into motivation, if we think in a positive way. So, we have to convert as our self-coach
to make a positive way to our self-talk to get out from stress.

53
HOW TO BECOME SELF-COACH:
If we want to overcome our stress by following some techniques, we must be our
own coach. We have to use the appropriate techniques to convert a situation with high
potential of stress in to a highly motivating experience.
Here are some examples of how we can motivate ourselves without getting into a
stress situation by being positive in our approach. From these examples, we can see how
different attitudes can result in either stress or motivating conditions in which positive or
negative self-talk plays the major role.

1. Missed the Bus without having Breakfast:

This is the situation that almost every one faces in their life, especially in their
college days. We will see here how self-talk can lead us to either stress or motivating
conditions.

Stress

Motivation
Attitude

Felt bad, get irritated and get annoyed.

Take it as a lesson & try to go in a

different way.
Result
Have any biscuits as breakfast & ask for lift

Get disappointed & go back and not

then reaches the destination.

interested to go anywhere for that day.

54
2. Forgetting files at home during seminar:
It is a very critical situation to face. One who have to make a seminar which
decides his career forget all the material related to that seminar.

Stress

Motivation
Attitude

Feel tensed & forgot everything whatever he

Try to gather all the data in his mind &

prepared earlier.

completes the seminar.

Result
Get good result & felt very confident about

Felt ashamed & get disappointed & lost

confidence himself.

himself.

55
3. Project deadline:
You have a project work which should be finished by you within a week. But due
to some personal reasons you didnt complete your work and now you have a deadline of
only one day. Then your attitude and reactions in both stress and motivating conditions.

Stress

Motivation

Attitude
Feeling tension and search for any reason to
Combine all of his strength to Complete
give explanation.

and take it as

excitement booster

Result
Get disappointed and may feel insecure

Increase confidence and get appreciated by

about job.

everyone.

56
4. Wife Vs boss:
You have planned to go out with your wife in the evening and already intimated her
to get ready. But suddenly exactly at leaving time your boss came to you and asked to
complete some important work and then leave. Your reactions in this situation.

Stress

Motivation

Attitude
Feeling bad about the boss and scolding him
Make a call to wife, explain about the
inside.
situation and your condition.

Result

Get incentives from boss. Plan to surprise

Not even concentrated on work and cannot

wife by another kind and enhance relation.

go to home. Arrival of disputes with wife

may happen.

57
5. Stuck in traffic:
You have an urgent meeting to attend but unfortunately stuck in traffic.

Stress

Motivation

Attitude
Feeling irritating and thinks that is a bad day
Sharpens your mind and thinks for
for you.

solution.

Result
Understand the situation and intimate to

As usual warned by boss and total day in

upset mood.

office to ask excuse and assure that you will

be there in time before meeting starts.

58
6. Files misplace:
You are in a situation to submit some important files. But you have forgotten that
where you kept those files.

Stress

Motivation
Attitude

Get into a confused state and waste time in

Try to recollect where you place those

scolding sun-ordinates.

files.
Result

Take it as a lesson and start place things at

Get disappointed and carried that mood to

right place to avoid those kind of disturbances

home and spoils that environment also.

further.

59
HOW TO AVOID STRESS IN THIS CORPORATE SOCIETY:
In this busy, hi-tech, corporate world everyone suffers from stress irrespective of
age & gender, which affects their health or thus the life. Hence every individual should
take some precautionary steps as mentioned below to avoid stress, as we all know that
Prevention is better than cure.
1. Practice team work.
2. Regular exercise.
3. Respect others talent.
4. Spend quality time with family & friends.

5. Say to yourself, Dont worry be happy.

6. Wish everyone with a smile.
7. Complete projects on or before time.
8. Do things to perfection.
9. Complete difficult tasks first, to get confidence.
10. Try to keep sound health and mind.
12. Respect others feelings.

60
CONCLUSION
As we know stress is a common word which is used by everyone, because everyone
feels stress one time or the other. No one may be an exception to this phenomenon. We can
however handle a situation in such way that the stress can be avoided. If we want to
achieve the same, we can because everything lies within us. In any situation, as the
perception of individual varies, stress & its level will also vary.
Hence everyone should take care about themselves to escape from stress. Now a
days many MNCs & so many other organizations conduct some stress management
seminars, classes & presentations to make their employees stress free.

One should realize that stress affects ones efficiency and quality of like, if taken
in a negative way. But the same is not true if the stress is converted into motivation. In fact
such motivation will result in higher levels of efficiency and can improve the quality of
life. The way we see at things purely depends on us. Thus finally we can conclude that
Stress can be the spice of life or the kiss of death

61

CHAPTER-V

ANALYSIS AND INTERPRETATION

OF RINL

1. Opinions regarding the opportunities getting by individuals to utilize their abilities

and experience independently
S.NO.

Response

Number of Respondents

Percentage

Never feels like this

20

20%

Rarely feels like this

22

22%

Frequently feels like this

44

44%

Always feels like this

14

14%

Graphical Representation:

4th Qtr
14%

1st Qtr
20%

2nd Qtr
22%

3rd Qtr
44%

Interpretation:From the above analysis I have found that 44% of employees feels that they utilize
their abilities and experience, 22% feel sometimes like this, 20% will never feel like this
where as 14% feels like this very frequently.

62
2. Opinion regarding enhancement of social status by doing their jobs.
S.NO.

Response

Number of Respondents

Percentage

Never feels like this

20

20%

Rarely feels like this

26

26%

Frequently feels like this

32

32%

Always feels like this

22

22%

Graphical Representation:

36%
26%
22%

20%

Category 1 Category 2 Category 3 Category 4

Interpretation:From the above analysis I have found that 20% of employees feels that their job
doesnt enhance their social status, while 26% feels that their job enhance their social
status, where as 32% employees feel frequently and 22% always feels that their job
enhance their social status.

63
3. Opinion regarding the feeling of employee, when he get an unexpected large
project.
S.NO.

Response

Number of Respondents

Percentage

Never feels like this

30

30%

Rarely feels like this

42

42%

Frequently feels like this

18

18%

Always feels like this

10

10%

Graphical Representation:

4th Qtr
10%

1st Qtr
30%

3rd Qtr
18%

2nd Qtr
42%

Interpretation:From the above analysis I have found that 30% of employees never get tensed,
when they get an unexpectedly large project, but 42% get tensed sometimes, where as 18%
get frequently tensed , while 10% get always tensed when they get an unexpectedly large
project.

64
4. Opinion regarding the acceptance of more responsibilities by the employees than

they are handling at present.

S.NO.

Response

Number of Respondents

Percentage

Never feels like this

22

22%

Rarely feels like this

36

36%

Frequently feels like this

30

30%

Always feels like this

10

10%

Graphical Representation:

36%
30%
22%

10%

Category 1 Category 2 Category 3 Category 4

Interpretation:From the above analysis I have found that 22% of employees are never ready to
take more responsibilities then they are handling. 36% are sometimes ready to accept. 30%
employees are frequently ready where as 10% are always ready to accept more
responsibilities then they are handling at present.

65
5. Opinion regarding the information needed to carry out responsibilities assigned to
the employees.
S.NO.

Response

Number of Respondents

Percentage

Never feels like this

36

36%

Rarely feels like this

40

40%

Frequently feels like this

12

12%

Always feels like this

12

12%

Graphical Representation:
4th Qtr
12%
3rd Qtr
12%

1st Qtr
36%

2nd Qtr
40%

Interpretation:From the above analysis I have found that 36% of employees feel that they are
getting enough information needed to carry out responsibilities assigned to them.40% of
employees sometimes feel that they are not getting enough information, where as 12% of
employees frequently and 12% always feels like this.

66
6. Opinion regarding the role they perform
S.NO.

Response

Number of Respondents

Percentage

Never feels like this

40

40%

Rarely feels like this

42

42%

Frequently feels like this

18

18%

Always feels like this

0%

Graphical Representation:

40%

42%

18%

Category 1 Category 2 Category 3

Interpretation:From the above analysis I have found that 40% employees feel there is enough
interaction,42% employees sometimes feel that there is not enough interaction, 18%
employees frequently feel like this, and none of the employees always feels like this.

67
7. Opinion regarding the availability of resources to perform their role
S.NO.

Response

Number of Respondents

Percentage

Never feels like this

42

42%

Rarely feels like this

30

30%

Frequently feels like this

24

24%

Always feels like this

4%

Graphical Representation

Category 4

Category 3

4%

24%

Category 2

30%

Category 1

42%

Interpretation:From the above analysis I have found that 42% employees feels that they are having
enough resources to be effective in their role. 30% of employees sometimes feels that feels
that they are not having enough resources to be effective in their role.24% of employees
frequently feels like this. 4% of employees always feels like this.

68
8. Opinion regarding the availability of getting enough time to spend with family in
respective of their role.
S.NO.
1

Response
Never feels like this

Number of Respondents

Percentage

46

46%

Rarely feels like this

34

34%

Frequently feels like this

16

16%

Always feels like this

4%

Graphical Representation:

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

Interpretation:From the above analysis I have found that 46% of employees feels that their role did not
create any difficulty to spend with their family. 34% of employees sometimes feels that
their role did not allow them to have enough time with their family. 16% of employees
frequently feels like this. 4% of employees always feels like this.

69
9. Opinion regarding the availability of time & opportunity to prepare themselves for
future challenges.
S.NO.
1

Response
Never feels like this

Number of Respondents

Percentage

24

24%

Rarely feels like this

38

38%

Frequently feels like this

20

20%

Always feels like this

8%

Graphical Representation:

38%

24%
20%

8%

Category 1 Category 2 Category 3 Category 4

Interpretation:From the above analysis I have found that 24% of employees feels that they are
getting good opportunities & time to prepare themselves for the future challenges in their
role. 38% of employees sometimes feels that they are not getting .20% of employees
frequently feels like this. 8% of employees always feels like this.

70
10. Opinion regarding training provided to every role.
S.NO.
1

Response
Never feels like this

Number of Respondents

Percentage

44

44%

Rarely feels like this

44

44%

Frequently feels like this

10

10%

Always feels like this

2%

Graphical Representation:

Sales
4th Qtr
3rd Qtr
2%
10%
1st Qtr
44%
2nd Qtr
44%

Interpretation:From the above analysis I have found that 44% of employees feels that they are getting
pertinent training role for their role.44% of employees sometimes feels that they are not
getting. 10% of employees frequently feels like this.2% of employees always feels like
this.

71
11. Opinion regarding the interest in the work.
S.NO.
1

Response
Never feels like this

Number of Respondents

Percentage

64

64%

Rarely feels like this

12

12%

Frequently feels like this

12

12%

Always feels like this

12

12%

Graphical Representation:

Chart Title
Series 1

Column1

Column2

64%

12%
Category 1

12%

Category 2

Category 3

12%
Category 4

Interpretation:From the above analysis I have found that 64% of employees feels that the work
they are performing is related to their own interest. 12% of employees sometimes feels that
the work they are performing is not related to their own interest.12% of employees
frequently feels like this.12% of employees always feels like this.

72
12. Opinion regarding the role.
S.NO.

Response

Number of Respondents

Percentage

Never feels like this

46

46%

Rarely feels like this

40

40%

Frequently feels like this

4%

Always feels like this

10

10%

Graphical Representation:

46%
40%

10%
4%

Category 1

Category 2

Category 3

Category 4

Interpretation:From the above analysis I have found that 46% of employees feels that several aspects of
their role are very clear & certain. 40% of employees sometimes feels that several aspects
of their role are vague & unclear.4% of employees frequently feels like this.10% of
employees always feels like this.

73
13. Opinion regarding the responses of employees regarding initiatveness.

S.NO.

Response

Number of Respondents

Percentage

Never feels like this

34

34%

Rarely feels like this

42

42%

Frequently feels like this

22

22%

Always feels like this

2%

Graphical Representation:

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

Interpretation:From the above analysis I have found that 34% of employees feels that they get good
response from other employees, if they take initiation.42% of employees sometimes feels
that they didnt get good response from other employees, if they take initiation.22% of
employees frequently feels like this.2% of employees always feels like this.

74
14. Opinion regarding conflict between my values and what I have to do in my role.

S.NO.

Response

Number of Respondents

Percentage

Never feels like this

44

44%

Rarely feels like this

30

30%

Frequently feels like this

18

18%

Always feels like this

8%

Graphical Representation:

4th Qtr
8%
3rd Qtr
18%

1st Qtr
44%

2nd Qtr
30%

Interpretation:From the above analysis I have found that 44% of employees didnt get any conflict
between their own values & their role they performing. 30% of employees sometimes feels
that there is a conflict between their own values & their role they performing. 18% of
employees frequently feels like this. 30% of employees every time feels like this.

75
15. Opinion regarding contradictory instructions in their work.

S.NO.

Response

Number of Respondents

Percentage

Never feels like this

46

46%

Rarely feels like this

36

36%

Frequently feels like this

16

16%

Always feels like this

2%

Graphical Representation:

Category 4

Category 3

2%

16%

Category 2

36%

Category 1

46%

Interpretation:From the above analysis I have found that 46% of employees feels about the instructions
given by different officers about their work are not contradictory .36% of employees feels
about the instructions given by different officers are somewhat contradictory. 16% of
employees feels like this.2% of employees feels like this.

76

CHAPTER-VI

FINDINGS
SUGGETIONS
CONCLUSION

FINDINGS

1. In VSP most of employees getting stress because of

a) Excessive work load mainly in particular departments like finance and purchase
departments.
b) Because of crader,non-executive level employees getting more stress compared
to executive level.
c) Age factor-Most of the employees working over there are above 35,hence they
cannot bare more stress.
2. Work stress had an effect on personal life of employees which inturn disturb their family
relations.
3. There are many coping strategies like
a)Maintenance of good relationship with every employee.
b) Having enough knowledge about the work they perform etc.
4. Stress definitely had its negative impact on the performance of employees which getting
down.
5. Mostly middle aged group employees concentrated and getting effect by more stress.

77

6. Stress is also varied with varying gender. Incase of female employees, they have to
manage many things at home as well as work place as compared to male employees. Hence
they are under more stress than male employees.
7. Mostly the non-executive, working level, operative level people are under more stress
because of hazardous nature and superior domination etc.

78

SUGGETIONS

1. In VSP to cope up with stress, employees should get distributed their work evenly to get
rid of work load.
2. Should take measures to avoid stress by providing certain recreational facilities to avoid
family and personal problems of individuals.
3. Educate the employees to cope up with stress by different strategies to avoid stress by
allowing them to share their opinions, feelings and welcome them to open up with their
ideas, suggestions which should implement at work place.
4. Take the measures to eliminate the negative impact of stress on performance which
leads to organizational exploitation.
5. Assign some apprentices under middle-aged employees to assist them in their work.
6. Take measures to maintain uniformity and respect between all genders. Women
employees should treat well, in respect of promotions, pay scales etc.
7. Should conduct employees opinion poll at regular intervals, encourage team work,
provisions of training classes regarding maintenance of stress and conduct seminars about
stress by some specialists every time to make employees stress free.

79

CONCLUSION
As we know stress is a common word which is used by everyone, because everyone
feels stress one time or the other. No one may be an exception to this phenomenon. We can
however handle a situation in such way that the stress can be avoided. If we want to
achieve the same, we can because everything lies within us. In any situation, as the
perception of individual varies, stress & its level will also vary.
Hence everyone should take care about themselves to escape from stress. Now a
days many MNCs & so many other organizations conduct some stress management
seminars, classes & presentations to make their employees stress free.
One should realize that stress affects ones efficiency and quality of like, if taken
in a negative way. But the same is not true if the stress is converted into motivation. In fact
such motivation will result in higher levels of efficiency and can improve the quality of
life. The way we see at things purely depends on us. Thus finally we can conclude that
Stress can be the spice of life or the kiss of death
According to my survey there is no any kind of stress management programmes to
the employees of RINL. There is an excessive of work load on particular departments
where should be a need of stress release programmes.From my personal interactions with
some employees at non-executive level were under more stress and merely with low level
of job satisfaction because of excessive stress only. Hence I would like to conclude by
suggesting RINL to implement some kind of stress management programmes.

80

ANNEXURE

BIBLIOGRAPHY

Author

Name of

Edition

Publication

the book
Dr.R.Nagendra

New

Year of
publication

st

1 Edition

perspectives of

SwamiVivekenanda

2003

Yoga Prakashana

stress
Allen Elkin,Ph.d

management
Stress for

3rd Edition

Tata MC Grill

2002

Pramod batra

dummies
Simple ways to

2nd Edition

S R Publications

2001

Dru scott

gurumantras
Self-talk &

1st Edition

Himalaya

2004

Swami

motivation
Oh! Mind

5th Edition

Himalaya

2002

Sukhbhodanda
Swami

please relax
Yoga &

4th Edition

Himalaya

2004

Sukhbhodanda

meditation

manage stress

WEBSITES:

http://www.citehr.com/19486-stress-management-ppt-presentation.html.
http://www.scribd.com

http://www.vizagsteels.com

Search Engines:
http://www.google.com
http://www.wikipedia.com

QUESTIONNAIRE

NAME:

DESIGNATION:

DEPARTMENT:

EXPERIENCE:

KINDLY ANSWER ALL THE QUESTIONS:

Write 1 If you never or rarely feel this way

Write 2 If you sometimes feel this way
Write 3 If you frequently feel this way
Write 4 If you very frequently feel this way

1. I get ample opportunity to utilize my abilities and experience independently

1

2. This job has enhanced my social status.

1

3. When I had given an unexpectedly large project, I get tense.

1

4. I would like to take more responsibility than I am handling at present.

1

5. I do not get information needed to carry out responsibilities assigned to me.

1

6. There is not enough interaction between my role and other roles.

7. I do not get enough resource to be effective in my role.

1

8. My role does not allow me to have enough time with my family.

1

9. I dont have time & opportunities to prepare myself for the future challenges of my role.
1

10. I have not had pertinent training for my role.

1

11. The work I do in the organization is not related to my interest.

1

12. Several aspects of my role are vague & unclear.

1

13. Even when I take initiative for discussions or help , there is not much response from
other roles.
1

14. I experience conflict between my values and what I have to do in my role.

15. My different officers often give contradictory instructions regarding my work

1

BIODATA
Name: PURNIMA TADI
Fathers Name: T. SATTI REDDY
Date of Birth: 10th, Aug 1986

Age: 23
Sex:

Female

Nationality: Indian
EDUCATIONAL QUALIFICATIONS:

Qualification

College/School

Board / University

Year

Post
Graduation

Aditya institute of P.G

studies, Surampalem

Andhra University

2008-10

B.sc(M.P.C.)

Prajna Degree College

Andhra University

2003-06

M.N.R.Junior College

Board of
intermediate
Education, A.P.

2001-03

80.3%

2001

78%

Inter (M.P.C)

S.S.C.

Z.P.H.SCHOOL

Board of Secondary
Education, A.P.

Aggregate

pursuing

67.84%