Rahul

1
Introduction

to stress management

Why study this topic?
Stress is a reality oI modern society. Everyone conIronts it and everyone must
learn how they will live with it. For Iamily caregivers, stress is oIten oI a higher
intensity and longer duration than Ior others, and requires diligence to manage
eIIectively. Recognizing the symptoms oI stress will allows to address the source
beIore the physical or emotional consequences become overwhelming. Learning to
slow down, breath deeply, and see the humor in liIe will promote health and well-
being.
Various surveys have shown that the rate oI stress among employees working in
ManuIacturing is rated quite high as compared to various other sectors due to
several reasons like long working hours, irregular shiIts. 8 out oI every 10
employee working in an organization deals with stress. So, thereIore the research
will help to understand the various Iactors that lead to stress in the organization
and the measures that organizations take in order to reduce stress.

Stress defined .
Stress is the result oI placing undue expectations or desire on us, creating images
oI our selI and trying to live up to the image that has been created by others. It is
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an interaction between the person and their (work) environment and is the
awareness oI not being able to cope with the demands oI one`s environment, when
this realization is oI concern to the person, in that both are associated with a
negative emotional response
What are the sources of stress?
OPhysical level- body
OIntellectual level- mind
OEnvironmental level- natural calamity
OOccupational level- Career, skills
OSocial level- Iamily. Friend
Stress as a part of life
It would be a dull liIe iI there were no challenges in it. Indeed there is some
evidence that having no challenges at work is more stressIul` than the presence oI
challenges that stretch us to a degree. The idea that we need stress` in our lives is
obviously capable oI exploitation.

Workplace stress defined
a conIlict between job demands on the employee and the amount oI control an
employee has over meeting these dema'Workplace stress" then is the harmIul
physical and emotional responses that can happen when there is ends. In general,
the combination oI high demands in a job and a low amount oI control over the
situation can lead to stress.
Factors leading to workplace stress
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O Demographic Factors:
4 Aging
4 Gender
4 Marital Status
O Design oI tasks
O Management Style
O Interpersonal Relationship
O Environmental

eed for stress management
Stress Management is an important part oI daily living Ior everyone. We all need
stress in order to survive. Teams need it to perIorm well, and in the right doses, it
can be very healthy, or even enjoyable.

The need Ior stress management should be one oI the top agendas in modern day
society. The rages alone such as Road Rage and the trends oI violent acts in liIe
today prove a lot oI it well. Living today is a lot tougher than it was even in the
days oI the great depression. Today stress management is important in everyone`s
lives. It`s necessary Ior long happy lives with less trouble that will come about.
There are many ways to deal with stress ranging Irom the dealing with the causes
oI stress to simply burning oII its eIIects. Moreover it is now an accepted Iact in
the medical community; according to recent research, that stress is one oI the
major causes oI all illnesses. Stress can cause Migraines, Stroke, Eczema, a weak
Immune System, and many other diseases.

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ThereIore, stress management help employees working in the organization know
the method to manage stress better, the optimal level Ior stress Ior themselves,
maintaining oI emotional reserve etc.
iterature review
During the course oI our liIe, we encounter stress, some in high levels, and some in
low. Stress is the result oI placing undue expectations or desire on us, creating
images oI our selI and trying to live up to the image that has been created by
others. When we compare the image oI ourselves to the reality oI ourselves,
opposing Iorces are created, and our mind tries to match the created image with the
current situation.
Stress can be made worse by other people`s expectations, and being human we
always care what others think oI us, even though we tell ourselves that we do not.
We try to change ourselves so that other people, regardless oI whether they care,
can accept us or not. ThereIore the motive /objective oI this study is to know the
Iollowing aspects.

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Stress management

Objective and scope of study
O To undergo an in-depth study about the stress among the employees oI
Avtar steels.

O To identiIy the Iactors causing stress among the employees.
O To Iind out the level and kind oI stress among the employees oI diIIerent age
groups.
O To study about the eIIects oI stress on employees in Avtar steels.
To identiIy the coping strategies to mana

The present world is Iast changing and there are lots oI pressures and demands at
work. These pressures at work lead to physical disorders. Stress reIers to
individual`s reaction to a disturbing Iactor in the environment. Hence this study
would help the organization to know the Iactors oI stress and to reduce the stress in
employees. Since it is a well known Iact that healthy employee is a productive
employee.

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Methodology

To know which method is used Ior, completing the project Iirstly we have to know
basically what primary data and secondary data are.

Primary Data
InIormation collected Ior the speciIic purpose at hand or speciIically Ior the
currently undertaken.

Secondary Data
InIormation that already exists somewhere, have been collected Ior another
purpose.

I used secondary data Ior this project. I reIer some books and also some websites
Ior the project. These books and websites are mentioned in the bibliography.

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imitation of study
In spite oI the precautions, vigilance and scrupulousness taken by the investigator
to make the study objective, it cannot be denied that there are certain limitations.

O The employees were reluctant to give correct inIormation.
O Even though the employees gave correct inIormation during the
unstructured interview conducted, they gave positive answer while
answering the questionnaire.
O The investigator intended to cover only Iew areas oI stress relevant to the
proposed study.
O As the study was done within a limited time, investigator could not select a
suIIiciently large sample Ior the study.

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Stress
The word 'stress' is deIined by the OxIord Dictionary as "a state oI aIIair involving
demand on physical or mental energy". A condition or circumstance (not always
adverse), which can disturb the normal physical and mental health oI an individual.
In medical parlance 'stress' is deIined as a perturbation oI the body's homeostasis.
This demand on mind-body occurs when it tries to cope with incessant changes in
liIe. 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 useIul. Stress, nonetheless, is synonymous with
negative conditions. Today, with the rapid diversiIication oI human activity, we
come Iace to Iace with numerous causes oI stress and the symptoms oI stress and
depression.

It is the inability to cope with a real or imagined threat to one`s mental, emotional,
physical, social, economic, and spiritual well being which results in a series oI
physiological responses and adaptations. It is generally believed that some stress is
okay (sometimes reIerred to as "challenge or "positive stress") but when stress
occurs in amounts that you cannot handle, both mental and physical changes may
occur and thus everyone reacts to stress in diIIerent ways.

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%he dynamics of stress
In a challenging situation the brain prepares the body Ior deIensive actionthe
Iight or Ilight response by releasing stress hormones, namely, cortisone and
adrenaline. These hormones raise the blood pressure and the body prepares to react
to the situation. With a concrete deIensive action (Iight response) the stress
hormones in the blood get used up, entailing reduced stress eIIects and symptoms
oI anxiety.
When we Iail to counter a stress situation (Ilight response) the hormones and
chemicals remain unreleased in the blood stream Ior a long period oI time. It
results in stress related physical symptoms such as tense muscles, unIocused
anxiety, dizziness and rapid heartbeats. We all encounter various stressors (causes
oI stress) in everyday liIe, which can accumulate, iI not released. Subsequently, it
compels the mind and body to be in an almost constant alarm-state in preparation
to Iight or Ilee. This state oI accumulated stress can increase the risk oI both acute
and chronic psychosomatic illnesses and weaken the immune system oI the human
body.

Stress as a part of life
It would be a dull liIe iI there were no challenges in it. Indeed there is some
evidence that having no challenges at work is more stressIul` than the presence oI
challenges that stretch us to a degree. The idea that we need stress` in our lives is
obviously capable oI exploitation. A balance between stimulation and rest is
required and common experience suggests that our ability to respond to challenges
is limited. We can be overstretched and lose Iunction or we can operate within our
tolerances and Iunction eIIectively. This means that two keys to considering
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whether stressors are good` or bad` is to ask iI people are working within their
tolerance and iI they have adequate recovery` time.
This approach tells us that prolonged and/or proIound stress can be unhealthy Ior a
person and, by implication, the organization he or she works Ior. One indication oI
a negative (as opposed to a challenging) situation is when many employees report
stress or where a work group becomes dysIunctional

Stress defined -ve v/s +ve
S strain and pressure
T tension
R ranting and raving
E easily irritated
S sadness
S saddled by our own Iear
S smiling and laughing
T talking soItly
R relaxation
E enjoy yourselI
S smelling oI Ilowers
S slowing down

Everyone responds diIIerently to stress. It depends, to some degree, on one`s
conditioning and on the adaptive energy one is born with. Pressure is inevitable.
We cannot go through liIe without experiencing pressure and attempting to avoid
pressure is not realistic. Pressure needs to be actively managed. It`s a neutral Iorce,
which can produce both positive and negative outcomes depending on an
individual`s adaptability and coping skills. It can also be the stimulus to enjoy our
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lives and learn new skills, experience excitement and get things done. On the other
hand, it can be the Iorce that causes depression and anxiety, makes one Iail to
complete tasks, miss deadlines, break up relationships and become serious ill. In
other words, pressure can either help to raise perIormance or it can cause stress.
ThereIore, the way we react to pressure, combined with our adaptability, governs
the outcome oI the stress process
Stress can be positive .
The words 'positive' and 'stress' may not oIten go together but according to
Psychologists some 'stress' situations can actually boost our inner potential and can
be creatively helpIul and that stress, in moderate doses, are necessary in our liIe.
Stress responses are one oI our body's best deIense systems against outer and inner
dangers. In a risky situation (in case oI accidents or a sudden attack on liIe et al),
body releases stress hormones that instantly make us more alert and our senses
become more Iocused. The body is also prepared to act with increased strength and
speed in a pressure situation. It is supposed to keep us sharp and ready Ior action.

Research suggests that stress can actually increase our perIormance. Instead oI
wilting under stress, one can use it as an impetus to achieve success. Stress can
stimulate one's Iaculties to delve deep into and discover one's true potential. Under
stress the brain is emotionally and biochemical stimulated to sharpen its
perIormance. Stress is, perhaps, necessary to occasionally clear cobwebs Irom our
thinking. II approached positively, stress can help us evolve as a person by letting
go oI unwanted thoughts and principle in our liIe. Very oIten, at various crossroads
oI liIe, stress may remind us oI the transitory nature oI our experiences, and may
prod us to look Ior the true happiness oI liIe

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Finding out optimal stress
There is no single level oI stress that is optimal Ior all people. Individual diIIer
with with unique requirements. As such, what is distressing to one may be a joy to
another. And even when we agree that a particular event is distressing, we are
likely to diIIer in our physiological and psychological responses to it.
The person who loves to arbitrate disputes and moves Irom job site to job site
would be stressed in a job which was stable and routine, whereas the person who
thrives under stable conditions would very likely be stressed on a job where duties
were highly varied. Also, our personal stress requirements and the amount which
we can tolerate beIore we become distressed changes with our ages.
It has been Iound that most illness is related to unrelieved stress. II one is
experiencing stress symptoms, he is said to have gone beyond his optimal stress
level; and thereIore he need to reduce the stress in his liIe and/or improve his
ability to manage it.
%he causes
O ife Crises .
Research has proven that experiences that we have encountered over the years
are likely to cause diseases, which would not maniIest until later on in liIe.
The death oI a spouse or a truly loved one causes the highest level oI stress,
Iollowed by divorce and a marital separation. The conIlicts intertwined with
relationships with people close to you cause you the most stress.

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O Occupational stress .
As humans, most oI our time in liIe is spent working as compared to any other
activity. Occupational stress is a result oI a Iactor or combinations oI Iactors at
work. It interacts with the worker to disrupt their psychological or physical
well-being. It can be caused by a number oI Iactors including:
Work overload, coming Irom an overload oI what the worker is expected to do.
It may also be the ambiguity oI the task required oI the worker.

O Social network desintegation
Relationships have been proved to be one oI the more important aspects oI
our human liIe, especially to our psychological and physical well-being.
Thus iI someone who you truly cherish, passes away, your social network
begins to disintegrate, as we Ieel a loneliness take over our liIe. This is
because as humans, we need the warmth and love that relationships bring to
us.
%he consequences of stress
Insomnia-The inability to Iall asleep. .
Hypertension - High blood pressure, which would lead to lethal complications.
Aging - Diseases - Stress has been the consequence Ior 50-80 oI diseases.
Research has proven that people age Iaster when they experience more stress.

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When are the effects of stress critical?
Stress can create saIety hazards in the workplace, particularly in saIety-critical or
SaIety-sensitive jobs and are especially critical where other workers oI members oI
the public may be aIIected. Errors that can be made are not exclusive to health and
saIety:
A Iatigued pilot or air traIIic controller is likely to place many more lives at risk
than their own.
A Iatigued worker on a scaIIold.
Fatigued employees using dangerous machinery or a Iatigued driver.
A highly trained employee becomes unable to cope with being at the interIace
between public expectations and legislative/operational requirements, and
resigns.
An employee in a company where business is increasing rapidly loses track oI
the status oI an order and the company loses that customer`s business.
Managers need to be able to recognize stress and Iatigue when it develops in
their employees and leads to impairment, and should have the training and
systems to make sure they can recognize impairment and its potential causes,
and act to prevent problems.

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Individual differences
Individuals, depending on the current context oI their working liIe, have diIIerent
tolerances or susceptibilities to stress` (diIIerent sizes oI their personal resilience`
buckets). This can depend partly on the amount oI support they get Irom personal
and work relationships, the work demands and Iactors such as their health status
and the interest and meaning in their job. There is no reason to expect that
resilience will be constant. As a person experiences liIe changes and their
inevitable diIIiculties, there will be times when resilience is lesser or greater.

Employers still have some responsibility to more sensitive employees who develop
problems but, given the wide range oI individual susceptibility, are not expected to
guarantee 100 protection over every person`s working liIe.
ThereIore, acceptable levels oI workplace stressors should not be established by
either the last survivor or the most vulnerable. As with all health and saIety
systems, the standard procedure is to identiIy known stressors (hazards) and
introduce management systems that prevent these stressors translating into harm
Ior individuals.

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Workplace stress
"Workplace stress" then is the harmIul physical and emotional responses that can
happen when there is a conIlict between job demands on the employee and the
amount oI control an employee has over meeting these demands. In general, the
combination oI high demands in a job and a low amount oI control over the
situation can lead to stress.
Stress in the workplace can have many origins or come Irom one single event. It
can impact on both employees and employers alike. As stated by the Canadian
mental health association:
Fear oI job redundancy, layoIIs due to an uncertain economy, increased demands
Ior overtime due to staII cutbacks act as negative stressors. Employees who start to
Ieel the "pressure to perIorm" can get caught in a downward spiral oI increasing
eIIort to meet rising expectations with no increase in job satisIaction. The
relentless requirement to work at optimum perIormance takes its toll in job
dissatisIaction, employee turnover, reduced eIIiciency, illness and even death.
Absenteeism, illness, alcoholism, "petty internal politics", bad or snap decisions,
indiIIerence and apathy, lack oI motivation or creativity are all by-products oI an
over stressed workplace

Stress at work is a relatively new phenomenon oI modern liIestyles. The nature oI
work has gone through drastic changes over the last century and it is still changing
at whirlwind speed. They have touched almost all proIessions, starting Irom an
artist to a surgeon, or a commercial pilot to a sales executive. With change comes
stress, inevitably. ProIessional stress or job stress poses a threat to physical health.
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Work related stress in the liIe oI organized workers, consequently, aIIects the
health oI organizations.

Job stress is something we all Iace as workers -- and we all handle it diIIerently.
The nature oI work is changing at whirlwind speed. Perhaps now more than ever
beIore, job stress poses a threat to the health oI workers and, in turn, to the health
organizations. Job stress is a chronic disease caused by conditions in the workplace
that negatively aIIect an individual's perIormance and/or overall well-being oI his
body and mind. One or more oI a host oI physical and mental illnesses maniIests
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 oI work related
stress.

Are the harmIul physical and emotional responses that can happen when there is a
conIlict between job demands on the employee and the amount oI control an
employee has over meeting these demands. In general, the combination oI high
demands in a job and a low amount oI control over the situation can lead to stress.
Stress in the workplace can have many origins or come Irom one single event. It
can have an impact on both employees and employers.

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What are the causes of job stress
Nearly everyone agrees that job stress results Irom the interaction oI the worker
and the conditions oI work. Views diIIer, however, on the importance oI worker
characteristics versus working conditions as the primary cause oI job stress. These
diIIering viewpoints are important because they suggest diIIerent ways to prevent
stress at work.
According to one school oI thought, diIIerences in individual characteristics such
as personality and coping style are most important in predicting whether certain
job conditions will result in stress-in other words, what is stressIul Ior one person
may not be a problem Ior someone else. This viewpoint leads to prevention
strategies that Iocus on workers and ways to help them cope with demanding job
conditions.
ob insecurity
organized workplaces are going through metamorphic changes under intense
economic transIormations and consequent pressures. Reorganizations, takeovers,
mergers, downsizing and other changes have become major stressors Ior
employees, as companies try to live up to the competition to survive. These
reIormations have put demand on everyone, Irom a CEO to a mere executive.

High demand for performance .
Unrealistic expectations, especially in the time oI corporate reorganizations, which,
sometimes, puts unhealthy and unreasonable pressures on the employee, can be a
tremendous source oI stress and suIIering. Increased workload, extremely long
work hours and intense pressure to perIorm at peak levels all the time Ior the same
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pay, can actually leave employees physically and emotionally drained. Excessive
travel and too much time away Irom Iamily also contribute to an employee's
stressors.
%echnology
The expansion oI technologycomputers, pagers, cell phones, Iax machines and
the Internethas resulted in heightened expectations Ior productivity, speed and
eIIiciency, increasing pressure on the individual worker to constantly operate at
peak perIormance levels. Workers working with heavy machinery are under
constant stress to remain alert. In this case both the worker and their Iamily
members live under constant mental stress. There is also the constant pressure to
keep up with technological breakthroughs and improvisations, Iorcing employees
to learn new soItware all the times .

Workplace culture
Adjusting to the workplace culture, whether in a new company or not, can be
intensely stressIul. Making oneselI adapt to the various aspects oI workplace
culture such as communication patterns, hierarchy, dress code iI any, workspace
and most importantly working and behavioral patterns oI the boss as well as the
co-workers, can be a lesson oI liIe. Maladjustment to workplace cultures may lead
to subtle conIlicts with colleagues or even with superiors. In many cases oIIice
politics or gossips can be major stress inducers. .

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Personal or family problem
Employees going through personal or Iamily problems tend to carry their worries
and anxieties to the workplace. When one is in a depressed mood, his unIocused
attention or lack oI motivation aIIects his ability to carry out job responsibilities.

Symptoms & warning signs of job stress
The signs oI job stress vary Irom person to person, depending on the particular
situation, how long the individual has been subjected to the stressors, and the
intensity oI the stress itselI. Typical symptoms oI job stress can be
O Apathy
O Negativism/cynicism
O Low morale
O Boredom
O Anxiety
O Frustration
O Fatigue
O Depression
O Alienation
O Anger/irritability
O Physical problems (headaches, stomach problems)

Variables that lead to workplace stress
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O Demographic Iactors:
4 Aging- It`s a natural and gradual process, except when exposed to
extreme circumstances oI grieI. Stressors actually occur beIore a child
takes his Iirst breath, and it grows as one grows up.
4 Gender- Females Iace higher degree oI stress because oI the work liIe
balance they have to maintain at home and work.
4 Marital status
O Design oI tasks: heavy workload, inIrequent rest breaks, long working hours. It
doesn`t utilize workers skills and provide little sense oI control.
O Management style: Lack oI participation by workers in decision making, poor
communication in the organization
O Interpersonal relationship: Poor social environment and lack oI support or help
Irom co-workers and supervisors, conIlict with other employees.
O Environmental conditions: Unpleasant or dangerous physical conditions such as
crowding, noise, air, pollution etc
O Role Ambiguity: Uncertainty about duties or responsibilities.
O Lack oI participation in decision making
O Long working hours .
Long working hours is the greatest cause oI stress Ior Indian call center agents,
just ahead oI work timing
O Work Timing
The second biggest cause oI stress Ior BPO employees is unique to the
Indian industry .
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O Workload
ManuIacturing services employees along with BPO employees work Ior long
and odd hours,
O InsuIIicient holidays
O Pressure to perIorm on metrics .
this is particularly galling Ior the Iirst timers-working in an environment where
every single action needs to conIorm to a perIormance measuring metrics.
O Health issues
O Travel time .
Most call centers are located on the outskirts oI cities, and thereIore most
employees spend a long time traveling to and Irom their oIIices
O Call volume/number oI calls .
While the overall workload is quite high, call volume in itselI is proving to be
a major cause Ior stress
O Overtime
O Sleeping disorders
O Depression
O Eyesight problems .
Globally manuIacturing industry employees are considered a high-risk group
Ior eye-related problems due to use oI Iirework in manuIacturing process

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Workplace stress in manufacturing sector

Prevent management
Stress management is the way we respond and react to the everyday pressures and
demands oI liIe. Developing eIIective stress management skills are crucial.
It is the Iield oI management developed to deal with individual as well as
workplace stress. It is an intervention designed to reduce the impact oI stressors in
the workplace. These can have an individual Iocus, aimed at increasing an
individual`s ability to cope with stressors. Stress-management programs can also
have an organizational Iocus and attempt to remove the stressors in a role. For
example, improving communication may reduce uncertainty. It basically deals with
the measures taken by the organization to help individuals overcome work related
stress.
Pressures and stress are part oI these jobs, and while you may be able to eliminate
some pressures, others will always remain.
Major contributors to job stress are lack oI inIormation, poor environments, lack oI
control over work and the pace oI work, Irequent distraction and upset, and
Irustration oI goals. People can also Iind that the demands oI their jobs conIlict
with their values, belieIs or goals. This can cause intense stress.
There are two schools oI thought on the causes oI job stress. .
According to one theory, diIIerences in individual characteristics, such as
personality and coping style, are best at predicting what will stress one person but
not another. The Iocus then becomes on developing prevention strategies that help
workers Iind ways to cope with demanding job conditions.
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The other theory proposes that certain working conditions are inherently stress-
inducing, such as Iear oI job loss, excessive workload demands, lack oI control or
clear direction, poor or dangerous physical working conditions, inIlexible work
hours, and conIlicting job expectations. The Iocus then becomes on eliminating or
reducing those work environments as the way to reducing job stress.
Why managing workplace stress
Managers can no longer aIIord to turn a blind eye to workplace stress. It is no
longer suIIicient to simply deal with stress issues when they arise. The causes oI
stress also need to be addressed by management at all levels.
The health and saIety executive now say, 'stress should be treated like any other
health hazard and have identiIied six key risk Iactors, which organizations need to
consider in order minimizing stress.
General tips for dealing with stress at the workplace
Since the causes oI workplace stress vary greatly, so do the strategies to reduce or
prevent it. Where stress in the workplace is caused, Ior example, by a physical
agent, it is best to control it at its source. II the workplace is too loud, control
measures to deal with the noise should be implemented wherever possible. II you
are experiencing pain Irom repetitive strain, workstations can be re-designed to
reduce repetitive and strenuous movements. More detailed inIormation and
suggestions are located in the many other documents in OSH Answers (such as
noise, ergonomics, or violence in the workplace, etc.) or by asking the Inquiries
Service.
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Job design is also an important Iactor. Good job design accommodates an
employee's mental and physical abilities. In general, the Iollowing job design
guidelines will help minimize or control workplace stress:
O The job should be reasonably demanding (but not based on "sheer
endurance") and provide the employee with at least a minimum oI variety in
job tasks
O The employee should be able to learn on the job and be allowed to continue
to learn as their career progresses
O The job should comprise some area oI decision-making that the individual
can call his or her own.
O There should be some degree oI social support and recognition in the
workplace
O The employee should Ieel that the job leads to some sort oI desirable Iuture

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What can organization do to reduce job stress
Get organised
As humans we tend to be organized and when things get out oI whack we start to
Ieel uncomIortable. Getting your priorities straight will help you plan your day and
provide you with a road map oI where you are going. By doing this, you will Iind
that you will Iollow a straighter path and not be so overwhelmed and lost.

#emember time limits
The average worker works 9 hours a day. Trying to Iit 12 hours oI work in a 9 hour
day does not work. It is like putting a square peg in a round hole. This is
impossible and attempting to do the impossible leaves one Irustrated and Ieeling
like a Iailure.
eave home without the perfectionism
Nothing is perIect nor will it ever be, so stop trying to make every project, every
situation and every decision perIect. This leads to a lot oI stress. Do your best and
leave it at that!

Drop the superman approach
Remember, even Superman was aIIected by kryptonite and the tortoise did win the
race. Work at your own pace and maintain a steady Ilow or rhythm.
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%ry to maintain positive attitude
Negative thinking drains one`s energy and motivation. Think positively about what
you are doing. Pat yourselI on the back Ior a job well done even iI your boss Iails
to recognize your work. Celebrate your successes and accomplishments, they are
important!
Pere are 10 Llps for deallng wlLh Lhe sLress from your [ob
O Put it in perspective. Jobs are disposable. Your Iriends, Iamilies, and health
are not. II your employer expects too much oI you, and it's starting to take its
toll on you, start looking Ior a new job/new employer.
O ModiIy your job situation. II you really like your employer, but the job has
become too stressIul (or too boring), ask about tailoring your job to your
skills. And iI you got promoted into a more stressIul position that you just are
not able to handle, ask about a lateral transIer -- or even a transIer back to
your old job (iI that's what you want).
O Get time away. II you Ieel the stress building, take a break. Walk away Irom
the situation, perhaps walking around the block, sitting on a park bench,
taking in a little meditative time. Exercise does wonders Ior the psyche. But
even just Iinding a quiet place and listening to your iPod can reduce stress.
O Fight through the clutter. Taking the time to organization your desk or
workspace can help ease the sense oI losing control that comes Irom too much
clutter. Keeping a to-do list -- and then crossing things oII it -- also helps.
O Talk it out. Sometimes the best stress-reducer is simply sharing your stress
with someone close to you. The act oI talking it out and getting support and
29

empathy Irom someone else -- is oIten an excellent way oI blowing oI steam
and reducing stress. Have a support system oI trusted people.
O Cultivate allies at work. Just knowing you have one or more co-workers who
are willing to assist you in times oI stress will reduce your stress level. Just
remember to reciprocate and help them when they are in need.
O Find humor in the situation. When you or the people around you -- start
taking things too seriously, Iind a way to break through with laughter. Share a
joke or Iunny story.
O Have realistic expectations. While Americans are working longer hours, we
can still only Iit so much work into one day. Having unrealistic expectations
Ior what you can accomplish sets you up Ior Iailure -- and increased stress.
O Nobody is perIect. II you are one oI those types that obsess over every detail
and micromanage to make sure "everything is perIect," you need to stop.
Change your motto to perIorming your best, and leave perIection to the gods.
O Maintain a positive attitude (and avoid those without one). Negativism sucks
the energy and motivation out oI any situation, so avoid it whenever possible.
Instead, develop a positive attitude -- and learn to reward yourselI Ior little
accomplishments (even iI no one else does).

30

#esearch methodology
Research in a layman language means a search Ior acknowledges. One can also
deIine research as a scientiIic and systematic search Ior potential inIormation on a
speciIic topic. InIact research is an art oI scientiIic investigation. The dictionary
meaning oI research is 'a careIul investigation or inquiry especially through search
Ior new Iacts in any branch oI knowledge. Redman and Mary deIine research as a
'systematized eIIort to gain new knowledge. Some people consider research as a
movement Irom known to unknown.

Research is an academic activity and as such the term must be used in a technical
sense. Research is an original contribution to the existing stock oI the knowledge
making Ior its advancement. It is pursuit oI truth with the help oI study,
observation, and experiment.
The purpose oI research is to discover answers to questions through the application
oI systematic procedure. The main aim oI research is to Iind out the truth, which
has not been discovered yet.

#esearch
The research problem have been Iormulated in clear cut terms, the researcher will
be required to prepare a research design, i.e., he will have to state the conceptual
structure with in which research would conducted. The preparations oI such a
design Iacilitate research to be as eIIicient as possible yielding maximal
inIormation. Research design may be grouped in Iour categories, viz.
31

4 Exploration
4 Description
4 Diagnosis
4 Experimentation
Descriptive design
Descriptive research studies are those studies which are concerned with describing
the characteristics oI a particular individual, or oI a group. Studies concerned with
speciIic prediction, with narration oI Iacts and characteristics concerning
individual, group or situation are all examples oI descriptive research studies. In a
descriptive study the Iirst step is to speciIy the objectives with suIIicient precision
to ensure that the data collected are relevant. The design must be rigid and not
Ilexible and Iocus attention on the Iollowing:

4 Formulating the objective oI study
4 Designing the methods oI data collection
4 Selecting the sample
4 Sollecting the data
4 Processing and analyzing the data
4 Report the Iindings

The method used to compile this report: descriptive study
Data collection
The task oI data collection begins aIter a research problem has been deIined and
research design/plan chalked out. The collection oI data is done to support tour
32

Iindings and interest the result whether the result you have Iound in according to
your hypothesis or not. The data can be collected by various methods. These are
broadly classiIied into two ways, as Iollows:
Primary data
The primary data are those which are collected a Iresh and Ior the Iirst time and
thus happen to be original in character. We collect primary data during the course
oI doing experiments in an experimental research. It is the Iirst hand data .There
are various ways oI collecting primary data, these are as Iollows:
4 Observation method
4 Interview method
4 Questionnaires
4 Schedules
4 other methods
Secondary data
Secondary data means that are already available i.e., they reIer to the data which
have already been collected and analyzed by someone else. When the research
utilizes secondary data, then he has to look into various sources Irom where he can
obtain them. In this case certainly he is not conIronted with the problems that are
usually associated with collection oI original data.

Secondary data may be published or unpublished data. This data also has various
ways oI collection, as Iollows:

33

4 Publications oI state or central govt.
4 Publication or international bodies
4 Technical and trade journals
4 Reports oI various associations
4 Public records and statistics
4 Other methods.

34

okia`s century of changes
History
1865 to 1960 - from paper to electronics
From its inception, Nokia was in the communications business as a manuIacturer
oI paper - the original communications medium. Then came technology with the
Iounding oI the Finnish Rubber Works at the turn oI the 20th century.
Rubber, and associated chemicals, were leading edge technologies at the time.
Another major technological change was the expansion oI electricity into homes
and Iactories which led to the establishment oI the Finnish Cable Works in 1912
and, quite naturally, to the manuIacture oI cables Ior the telegraph industry and to
support that new-Iangled device - the telephone!
AIter operating Ior 50 years, an Electronics Department was set up at the Cable
Works in 1960 and this paved the way Ior a new era in telecommunications. Nokia
Corporation was Iormed in 1967 by the merger oI Nokia Company - the original
paper-making business - with the Finnish Rubber Works and Finnish Cable Works.

1960s to '80s - setting new trends
Design has always been important at Nokia and today's mobile phones are
regarded as a benchmark Ior others to Iollow. Take, Ior example, multi-coloured,
clip-on Iacias which turned mobiles into a Iashion item overnight.
But Nokia has always thought like that and back in the Iashion- conscious 1960's
when one branch oI the corporation was a major rubber manuIacturer, it hit on the
33

idea oI making brightly-coloured rubber boots at a time when boots Iollowed the
Henry Ford principle - you could have any colour, so long as it was black!
The '60s, however, were more important as the start oI Nokia's entry into the
telecommunications market. A radio telephone was developed in 1963 Iollowed, in
1965, by data modems - long beIore such items were even heard oI by the general
public.

In the 1980's, everyone looked to micro computers as the next 'big thing' and Nokia
was no exception as a major producer oI computers, monitors and TV sets. In those
days, the prospect oI High DeIinition TV, satellite connections and tele text
services Iuelled the imagination oI the Iashion conscious homeowner.
In the background, however, changes were aIoot. The world's Iirst international
cellular mobile telephone network, NMT, was introduced in Scandinavia in 1981
and Nokia made the Iirst car phones Ior it.
True enough, there were 'transportable' mobile phones at the start oI the '80's but
they were heavy and huge. Nokia produced the original hand portable in '87 and
phones have continued to shrink in inverse proportion to the growth oI the market
ever since.
1987 to today - the digital 'Big Bang'
It took a technological breakthrough and a change in the political climate to create
the wire-Iree world people are increasingly demanding today. The technology was
the digital standard, GSM, which could carry data in addition to high quality voice.
In 1987, the political goal was set to adopt GSM throughout Europe on July 1st
1991. Finland met the deadline, thanks to Nokia and the operators.
36

Politics and technology have continued to shape the industry. The '80s and '90s
saw widespread deregulation which stimulated competition and customer
expectations. Nokia changed too and in 1992 Jorma Ollila, the then President oI
Nokia Mobile Phones, was appointed to head the entire Nokia Group. The
corporation divested the non-core operations and Iocused on telecommunications
in the Digital Age.
Few people in the early '90s would have thought that 'going digital' would change
things so much.
The Iirst GSM text message, sent in 1993 by engineering student Riku Pihkonen,
did not appear to represent a pivotal change. But today, text messages are Iar more
popular than making calls and data Iar exceeds voice by volume. Riku's actual
message was unmemorable - hardly on the lines oI 'One small step Ior Man' when
the Iirst astronaut landed on the Moon. But it proved that teleworking was possible
and that a mobile phone connected to a computer could be used Ior reading e-mail
and transIerring Iiles.

37

International profile of okia
The most quickly developing agglomeration oI knowledge-intensive activities in
Finland is the ICT cluster Iormed by inIormation and communications sector
companies. The cluster includes a network oI hundreds oI small and medium-sized
companies as well as a rapidly growing operator and service sector, but Nokia is
clearly its core.
The roots oI Nokia go back to 1865 and the establishment oI Iorest industry
operations in South-Western Finland by mining engineer Fredrik Idestam. The
company ran a ground wood mill on the Nokia river, hence the name oI the
company.
Finnish Rubber Works Ltd was Iounded in 1898, and in 1912 Finnish Cable Works
Ltd began its operations. Gradually the ownership oI these two companies and
Nokia shiIted into the hands oI just a Iew owners. Finally in 1966 the three
companies were merged to Iorm the Nokia corporation.
Nokia was a multi-branch company up to the early 1990s. The electronics unit was
still Iairly small in the 1970s. The main lines oI production were cables, rubber and
paper. In the early 1980s, Nokia started to strengthen its position in the consumer
electronics and telecommunications market by acquiring several European
electronics companies. Due to acquisitions and its historic background, Nokia had
no less than eleven business lines during 1986-88.
Since the late 1980s, Nokia has gone though a comprehensive metamorphosis. The
company sold and acquired several business units within just a couple oI years.
From a multi-branch conglomerate, Nokia has been transIormed into a purely ICT
company. The period oI rapid divestment and acquisitions was led by a young
38

management team under CEO Jorma Ollila. Under his leadership, Nokia has grown
to become Finland's largest Iirm and a leader in mobile communications world-
wide. Nokia's world market share in cellular phones is some 30 per cent, Iar
beyond its main competitors, Motorola and Ericsson.
Nokia has grown to become a multi-national giant in a small country. Its
contribution to the Finnish economy is signiIicant. Nokia's exports alone are larger
than that oI the total paper industry - the sector that previously dominated the
economy. Nokia is, oI course, the major player in the ICT cluster. But it is not
alone. Altogether there are some 3000 small and medium-sized companies in the
cluster. Some 300 oI these are direct Iirst-tier suppliers to Nokia, known as the
Nokia network. Nokia's direct contribution to the Finnish economy can be
summed up as Iollows:
okia's contribution to:
GDP 4
GDP growth 1.5 points
Business sector R&D 35
Exports 25
Total Employment 1
ManuIacturing employment 5

39

Different business unit of okia
Nokia Networks is a Irontrunner in providing network operators with mobile,
broadband and IP networks and related services. But on our proven IP mobility
core, radio and broadband access technologies, our operator customers and Internet
service providers can unleash the power oI data and multimedia through mobile
Internet applications and solutions.
Nokia Mobile Phones is the world`s largest mobile phone producer. Individual
choice is reIlected in our comprehensive product portIolio covering all consumer
segments and cellular protocols. In a world where an increasing share oI all
personal communication occurs over personal wireless terminals, such as mobile
phone, Nokia leads industry development and has become synonymous with
usability, reliability and style.
Nokia Ventures Organization exists to create new business ideas outside the
company`s current Iocus as well as contribute to the growth oI our existing core
businesses. It identiIies new opportunities created by technological developments
and strategic new business ideas as well as sustaining long-term product and
business development Ior the company.
#esearch & Development
Nokia Research Center interacts closely with all Nokia`s business units, driving
and supporting Nokia`s evolving core businesses by developing new concepts,
technologies and applications. Focusing beyond current product development, the
research center aggressively develops evolving technologies, also acting as an
incubator Ior new technology oriented ventures. Nokia invests a substantial portion
(9.6 oI net sales in 2001) oI resources into research and development activities
within the principal business units, as well as in Nokia Research Center.
40

Objective of the company
Industry in transition
Rapid growth in the mobile phone industry during the 1990s was driven by a
Iundamental change - as voice went wireless. This led to a dramatic increase in the
number oI mobile subscribers. We believe there will be more than one billion
mobile phone users around the world by the middle oI this year.
Now we are again in transition as growth in mobile voice services begins to slow
and industry players prepare Ior the launch oI new multi-media products and
services.
However, as the Iunctionality oI mobile phones moves Irom a voice-centric
approach to include media, imaging, entertainment and business applications,
growth opportunities are enormous. Consider new phones coming on stream such
as the Nokia 7650 imaging phone, which also has a camera, or the Nokia 5510,
which works as a music player or a game console. These products are creating
entirely new markets.
Move to open standards
At the end oI 2001, leading industry players joined in an unprecedented co-
operation agreement to build a Ioundation Ior the emerging multimedia services
market. The Open Mobile Architecture initiative was created with the intent to
Ioster innovation and growth oI mobile services in an environment that ensures
Ireedom oI choice Ior consumers.
eader of the mobile World
In 2001, our networks business made major strides towards achieving its targeted
35 share oI the overall wireless inIrastructure market. In mobile phones, we grew
41

our Iull-year market share Ior the Iourth consecutive year, reaching approximately
37 - almost double the level oI 19 in 1997.
Despite the tough economic backdrop, Nokia launched 22 new phones during the
year. With this constant renewal oI our product portIolio, Nokia succeeded in
capturing market share while sustaining healthy proIitability. We will continue to
develop and draw on our core product strengths oI innovation, design and ease oI
use as product usage expands to include color screens, wireless imaging and a wide
array oI other applications and Ieatures.
During 2001, Nokia also strengthened its position in wireless networks, Iinding
opportunities in new geographic regions, as operators in the US and other areas
announced plans to Iollow the global roadmap to 3G. Deliveries oI third generation
inIrastructure equipment began in September and accelerated through the end oI
2001.
%aking care of brand
In 2001, Ior the second year running, Nokia was ranked as the IiIth most valuable
brand in the world. Illustrated by inclusion in Dow Jones Sustainability Indices and
FTSE4Good, we enhanced our economic, environmental and social perIormance in
a number oI ways.
As market leader and a leading world brand, Nokia will continue to Iocus on
increasing eIIiciencies, managing risks and building reputation, not just because its
stakeholders expect it but because it makes good business sense.
42

Creating shareholder value
At Nokia, they are Iocused on creating shareholder value. Throughout the year,
they were able to counter changes in the market environment without
compromising their strong Iinancial position and investments Ior the Iuture.
Excellent proIitability and eIIicient working capital management resulted in a
stronger balance sheet coming out oI a diIIicult year and an extraordinarily high
net cash position. During 2001, Nokia increased its R&D spending to EUR 3
billion, contributing to a continued winning position in this market.

Healthy outlook
The year 2002 will be pivotal Ior the industry. As its enter the new mobile world
Nokia's strategic position is stronger than ever. It plans to deliver a record number
oI new mobile devices that will change the way we communicate wirelessly. It will
also lead the advance towards new mobile services with the delivery oI third
generation networks to operators around the world.
Marketing strategies - international
Nokia internationally has used combination oI public relations, advertising,
promotions and direct selling. But internationally company has international
campaigns which are regional speciIic like the advertisement in which a Chinese
couple at excursion sends photos to their kids through Nokia was used in south east
Asia i.e. Singapore, China, Indonesia e.t.c.
The company normally has tie up with Hollywood production houses and launches
co promotions on major releases and the latest example being Nokia tying up with
Warner brothers Ior the latest Ilick oI Tom Cruise 'minority report
43

The company normally participates in trade Iairs in which it showcases its latest
oIIerings and products and the best example is exhibition launched in Singapore in
which the company launched 6210 range oI mobiles which has latest cutting
technologies
The company has diIIerent Iorums like Nokia Iorum in which the people having
diIIerent background interact with each other in order to exchange the inIormation.
As oI personal selling the company normally sells the products through net and at
trade Iairs and doesn`t Iollow direct selling techniques too much .
As oI pricing the pricing oI the products is same across the nations and iI there is a
diIIerence then it is due to taxes like custom duty e.t.c
Company has 8 production plants majority being in USA and Finland and the
products are shipped Irom their plants to diIIerent parts oI the world.

44

History of cellular telephony in India

Cellular telephony
The technology that gives a person the power to communicate anytime, anywhere -
has spawned an entire industry in mobile telecommunication. Mobile telephones
have become an integral part oI the growth, success and eIIiciency oI any business
/ economy.
The most prevalent wireless standard in the world today, is GSM. The GSM
Association (Global System Ior Mobile Communications) was instituted in 1987 to
promote and expedite the adoption, development and deployment and evolution oI
the GSM standard Ior digital wireless communications.
The GSM Association was Iormed as a result oI a European Community
agreement on the need to adopt common standards suitable Ior cross border
European mobile communications. Starting oII primarily as a European standard,
the Groupe Speciale Mobile as it was then called, soon came to represent the
Global System Ior Mobile Communications as it achieved the status oI a world-
wide standard. GSM is today, the world's leading digital standard accounting Ior
68.5 oI the global digital wireless market.
The Indian Government when considering the introduction oI cellular services into
the country, made a landmark decision to introduce the GSM standard,
leapIrogging obsolescent technologies / standards.
Although cellular licenses were made technology neutral in September 1999, all
the private operators are presently oIIering only GSM based mobile services. The
new licensees Ior the 4th cellular licenses that were awarded in July 2001 too, have
opted Ior GSM technology to oIIer their mobile services.
43

Cellular industry in India
The Government oI India recognizes that the provision oI a world-class
telecommunications inIrastructure and inIormation is the key to rapid economic
and social development oI the country. It is critical not only Ior the development oI
the InIormation Technology industry, but also has widespread ramiIications on the
entire economy oI the country. It is also anticipated that going Iorward, a major
part oI the GDP oI the country would be contributed by this sector. Accordingly, it
is oI vital importance to the country that there be a comprehensive and Iorward
looking telecommunications policy which creates an enabling Iramework Ior
development oI this industry.
ew telecom policy 1999
Telecommunications is now universally recognized as one oI the prime movers oI
the modern economy; hence it's vital importance Ior a developing country like
India. The availability oI adequate inIrastructure Iacilities is critical Ior
acceleration oI the economic development oI any country. In Iact international
studies have established that Ior every 1 increase in tele-density, there is a 3
increase in the growth oI GDP.
Accordingly, the Government oI India has accorded the highest priority to
investment and development oI the telecommunications sector.
Telecom requires very heavy investment and it was not possible Ior the Indian
Government to organize public Iunding oI this sector on such a massive scale. In
Iact the national telecom Policy 1994, estimated a resource gap oI Rs. 23,000
crores to meet the telecom targets oI the eighth Iive-year plan oI the Government
oI India (1992-97).
46

It was Ior this reason to bridge the resource gap between government Iunding and
the total projected Iunds requirement and to provide the additional resources to
achieve the nation's telecom targets that the telecommunications sector was
liberalized in 1992 and the Government invited private sector participation in
telecommunications.
Cellular mobile services were one oI the Iirst areas to be opened up to private
competition.
The whole country was divided into the 4 metropolitan cities and 19 telecom
circles, which were roughly analogous with the States oI India.
Cellular licenses were awarded to the private sector - Iirst in the metropolitan cities
oI Delhi, Mumbai, Kolkata and Chennai in 1994 and then in the 19-telecom circles
in 1995.
The Iirst metro cellular network started operating in August 1995 in Calcutta.
When cellular mobile services were Iirst introduced in 1994 it was as a duopoly
(that is a maximum oI two cellular mobile operators could be licensed in each
telecom circle), under a Iixed license Iee regime and Ior a license period oI 10
years.
The initial response oI the private sector was very encouraging. The attractiveness
oI the Indian market - the low tele density, the high latent demand and a
burgeoning middle class - brought in some oI the largest global telecom players,
Ioreign institutional investors and the major Indian industrial houses to invest in
telecom, especially the Indian cellular industry.

47

Cellular companies v/s cell manufacturers
What do cellular phone companies have in common with betel leaves?
Not much. But one Indian mobile phone company is using the humble spice-laden,
red-staining betel leaI called "paan" that is used as a digestive aid to go mass
market.
It represents the Iledgling mobile industry's eIIort to shake oII the popular view
that mobile phones are only Ior the rich.
"Saada (ordinary) paan -- 3 rupees, Airtime Rate -- 1.78 rupees," declared an
advertisement oI Hutchison Essar in Wednesday's edition oI New Delhi's
Hindustan timesnewspaper
The price represents a real comedown Ior an industry which charged up to 16
rupees a minute when it started in 1994.
"The idea is to expand the category oI users. Earlier only the breadwinner oI a
Iamily could have a cellular phone. Today he can think oI phones Ior his wiIe, his
two kids and probably even his driver," said Sudershan Bannerjee, chieI executive
oIIicer oI Hutchison Essar.
"We want people with cellular phones to talk more and those who do not want
them to go and buy them," he said.
Hutchison Essar, in which Hong Kong's Hutchison Whampoa and India's Essar
group hold stakes, earlier this week introduced new plans to lure customers with 40
percent lower tariIIs.
48

The New Delhi-based cellular operator introduced Talk295, a plan which allows
customers to make and get calls at 1.78 rupees a minute Ior a minimum monthly
billing commitment oI 295 rupees.
It unveiled two other plans, Talk Easy and Talk795, which have tariIIs pegged at
1.98 rupees and 1.48 rupees a minute Ior varying minimum monthly billing
commitments.
Hutchison is not alone here. Mobile companies across India, especially in the cities,
are mounting aggressive drives to attract customers by introducing tailor-made
plans with attractive tariIIs.
Late last month, the two main cellular companies in Bombay -- Hutchison Max
Telecom and BPL Mobile -- Ilagged oII the race Ior lower tariIIs by announcing
cuts in various tariII plans in a bid to expand their market.
Hutchison Essar's main rival in New Delhi, Bharti Cellular, quickly Iollowed suit
Tuesday, introducing a range oI new subscriber plans.
Under its new "dream plan," Bharti will charge 1.15 rupees Ior every 30 seconds oI
incoming and outgoing airtime. Bharti also announced a slew oI tariIIs plans Ior
various customer proIiles.
"We are targeting Ience-sitters who have stayed away Irom owning a mobile
because oI a perception that it's expensive," said Sanjay Kapoor, chieI executive
oIIicer oI Bharti Cellular.
Both Hutchison Essar and Bharti have slashed security deposit charges Ior new
connections to 1,500 rupees Irom 2,000 bringing down another major entry barrier
Ior Iirst-time users.
49

Mobile tariIIs have been Ialling since the late 1990s and have helped the industry
expand its subscriber base. In February, mobile Iirms in the two main cellular
markets oI Bombay and New Delhi slashed tariIIs to around 2.80 rupees a minute
Irom Iour.
okia in India
The company, which started operations in India in 1994, has been outsourcing
soItware Irom two Indian companies Ior a year-and-a-halI, and the Iinal decision to
open the centre would depend on the perIormance oI these business partners.
Nokia does not have a soItware development centre anywhere in the world, and the
proposed centre would be its Iirst Ioray into the soItware industry.
Karavirta said the company would invest more in India to upgrade the GSM
cellular test bed it had set up in Delhi a Iew years ago. This was necessitated
because oI the planned introduction oI the next generation oI cellular phones in the
country.
The various cell phone models oI the company would continue to come Irom the
Singapore plant until a production plant is set up in the country, he said.
Nokia has signed three more research and development projects with the Indian
Institute oI Science, Bangalore, with which it already has two projects on GSM
technology.
All projects have been Iunded by Nokia under a three-year agreement in areas oI
mutual interests, enabling exchange oI scientists between the two and oIIer oI
advanced training in telecom to IISc students.
30

Since its entry Iour years ago, Nokia has established its presence in eight major
centres oI the country. The Iirst GSM call in India was made in a Nokia-supplied
network in 1995.
Nokia has built GSM networks Ior Indian operators such as Sky Cell
Communications, Modi Telstra, Fascel, Tata Communications, BPL US West
Cellular and Evergrowth Telecom, he said. Nokia's decision to set up the centre in
India was inIluenced by advantages like easy availability oI qualiIied soItware
proIessionals and its volume requirements, he said.
31

nalysis of the data

Sample discription
Sample size oI research 100 Respondents
OI which 75 were males and 25 were Iemales
The age group oI respondents is divided into 3 categories:
18 - 30 60 respondents
30 - 40 20 respondents
40 and above 20 respondents
The marital status oI respondents is divided into 2 categories:
Single 22 respondents
Married 78 respondents

Section

The response oI the respondents Ior Iactors that lead to stress may vary Irom

Always 3
Sometimes 2
Never 1
32

i.e., the total oI respondents Ior the Iactors leading to stress on 3-point scale may
vary between 22-66

ThereIore, Irom the given sample oI 100 employees

Never 4 (3.8 )
Sometimes 46 (42.85 )
Always 50 (53 )

ThereIore, Irom this we can interpret that out oI the sample size oI 100 employees;
4.2 oI the employee leads a stress Iree work liIe.

Whereas 47.25 sometimes Ieels stressed out and Ior 58.8 employees the ride
has been tough claiming that their job is stressIul.

33

#ank and means
Factors Mean #ank
The kind oI tasks and work required to be
perIormed. 2 10
Working in shiIts. 2.3 2
Extended oIIice /work hours. 2 10
Absence oI Holidays and recreation activities 2.3 2
Inability to give time Ior personal liIe 2 10
Work overload 2 10
Mismatch between salary and skills 2 10
The amount oI authority given 2 10
Rigidity at work 2.3 2
Non conducive work environment 2.1 8
Helplessness to manage change in work
environment 2 10
The actual job description itselI 2.1 8
Lack oI compatibility with the diIIerent age
groups 2 10
lack oI Iriends in work place 1.9 21
34

The distance oI your workplace Irom home 1.9 21
The degree to which you Ieel motivated at
work by your job 2.2 6
Lack oI initiatives Irom superiors to solve
conIlicts 2 10
Barriers in communication Irom superiors to
subordinate 2.4 1
Existence oI Cultural diIIerence at work
between employees 2 10
The bias involved in evaluating perIormance 2.2 6
Lack oI mentors 2 10
Superiors attitude 2.3 2
33

nalysis of statement based on their means
4 The kind oI tasks and work required to be perIormed - .
This shows that maximum respondents moderately Ieel that the above Iactor
lead to workplace stress.

4 Working in shiIts .
This shows that maximum respondents strongly Ieel that the above Iactor

4 Extended oIIice /work hours .

4 Absence oI holidays and recreation activities .

4 Inability to give time Ior personal liIe .
lead to workplace stress .

4 Work overload .
36

4 Mismatch between salary and skills .

4 The amount oI authority given .

4 Rigidity at work .
lead to workplace stress. .

4 Non conducive work environment .

4 Helplessness to manage change in work environment - .
4 The actual job description itselI .

37

4 Lack oI compatibility with the diIIerent age groups .

4 The degree to which you Ieel motivated at work by your job .

4 Lack oI initiatives Irom superiors to solve conIlicts .

4 Barriers in communication Irom superiors to subordinate .

4 Existence oI Cultural diIIerence at work between employees .

4 The bias involved in evaluating perIormance .

38

Ana|ys|s w|th rank
On the basis oI the means ranking is done in order to Iind out the most Iavorable
and least Iavorable statement that leads to stress. .
ThereIore, the Iactors that lead to stress among most oI the respondents is Barriers
in communication Irom superiors to subordinate. .
And the Iactor that is least unIavorable in causing stress among respondents is
Lack oI Iriends in work place and the distance oI workplace Irom home.

The Median value oI total scores 52.5
The analysis shows that 40 respondents have a total score oI less than 52.5 and 60
respondents have a total score oI more than 52.5

Total oI each respondent in taken out in order to Iind out the median
Values oI Totals are arranged in ascending order and median is taken out using the
Iormula given below
Median Ior odd numbers N1/2
100/2 38
Hence, Iind number oI values less than median and number oI values greater than
equal to median
39

Percentage of respondents who strongly agree with factors leading of stress

Factors Number oI
respondents

The kind oI tasks and work required to be perIormed. 20 26.7
Working in shiIts. 36 48
Extended oIIice /work hours. 15 20
Absence oI Holidays and recreation activities 35 46.7
Inability to give time Ior personal liIe 34 45.3
Work overload 20 26.7
Mismatch between salary and skills 36 48
The amount oI authority given 20 26.7
Rigidity at work 29 38.6
Non conducive work environment 24 32
Helplessness to manage change in work environment 30 40
The actual job description itselI 26 34.7
Lack oI compatibility with the diIIerent age groups 12 16
Lack oI Iriends in work place 27 36
The distance oI your workplace Irom home 22 29.3
60

The degree to which you Ieel motivated at work by your
job 32 42.6
Lack oI initiatives Irom superiors to solve conIlicts 29 38.6
Barriers in communication Irom superiors to subordinate 35 46.7
Existence oI Cultural diIIerence at work between
employees 25 33.3
The bias involved in evaluating perIormance 31 41.3
Lack oI mentors 22 29.3
Superiors attitude 35 46.7

61

Section B

The response oI the respondents Ior Iactors that lead to stress may vary Irom
Always 5
OIten 4
Sometimes 3
Seldom 2
Never 1
i.e., the total oI respondents Ior the Iactors that the organization takes to reduce
stress on 5-point scale may vary between 0 - 90
ThereIore, Irom the given sample oI 75 employees

0-18 Never 0
19-36 Seldom 15 (14.28)
37-54 Sometimes 25 (23.80)
55-72 OIten 50 (47.61)
73-90 Always 15 (14.28)

62

nalysis of statement using their mean
4 Resolving problems immediately as they occur - . 4
This shows that maximum respondents strongly Ieel that the above Iactor is
taken into consideration in order to reduce workplace stress

4 Reorganizing job responsibility .
is taken into consideration in order to reduce workplace stress

4 Resort to rules and regulations .

4 Set priorities and deal with problems accordingly .

4 Provision Ior providing training

4 Delegation oI authority and responsibilities to employees .
63

4 Dealing with situation objectively .

4 Make work more creative - .

4 Meditation activities .
not taken into consideration in order to reduce workplace stress

4 Increasing workers compensation .

4 Provision Ior providing basic Iacilities like transport and Iood .

4 Practicing Yoga .

64

4 Increase in number oI CoIIee and tea breaks .
4 Resort to hobbies or pastimes activities oI employees .

4 Follow up oI Disciplinary measures - .

4 Counseling session Ior employees .

4 Holidaying coupon Ior employees and his Iamily .

4 Reduction oI hierarchy .

63

Conclusion
Stress is a reality oI modern society. Everyone conIronts it and everyone must
learn how they will live with it. Recognizing the symptoms oI stress will allow you
to address the source beIore the physical or emotional consequences become
overwhelming. Stress adds Ilavor, challenge and opportunity to liIe.
Without stress, liIe would be dull and unexciting. However, too much stress can
seriously aIIect our physical and mental well-being. Recurrent physical and
psychological stress can diminish selI-esteem, decrease interpersonal and academic
eIIectiveness and create a cycle oI selI-blame and selI-doubt. ThereIore, it is
important Ior to Iind the optimal level oI stress that can be managed eIIectively.
Positive stress adds anticipation and excitement to liIe, and we all thrive under a
certain amount oI stress. Deadlines, competitions, conIrontations, and even our
Irustrations and sorrows add depth and enrichment to our lives. Our goal is not to
eliminate stress but to learn how to manage it and how to use it to help us.
InsuIIicient stress acts as a depressant and may leave us Ieeling bored or dejected;
on the other hand, excessive stress may leave us Ieeling "tied up in knots." What
one needs to do is Iind the optimal level oI stress, which will individually motivate
but not overwhelm each oI us. Stress is unique and personal to each oI us What is
relaxing to one person may be stressIul to another. One person may Iind "taking it
easy" at the beach relaxing while another may Iind it boring. The key to stress
reduction is identiIying strategies that Iit you as an individual. Stress can be
managed iI we understand the reasons that cause stress and the level oI stress. We
should also try to estimate iI we could bring about any change in the environment
that can subsequently reduce stress.
66

#ecommendation
O Stress management training should be recognized by employers as a way to
make a positive contribution to the wellbeing oI their employees. This can lead
to reduced sickness absence levels, improved morale and the ability to cope
more easily with change. .

O Stress management training courses and workshops should be conducted to suit
employers' needs. .

O Personal coaching, tutoring, counseling and therapy should also be
conducted to help managers and employees through diIIicult periods. .

O Work stress is a real challenge Ior employees and the organization. . As
organization and their working environment transIorm, so do the kinds oI stress
problems that employees may Iace. It is important that your workplace is being
continuously monitored Ior stress problem. .

O Further, it is not only important to identiIy stress problem and to deal with them
but to promote healthy work and reduce harmIul aspects oI work. Work in itselI
can be a selI-promoting activity as long as it takes place in a saIe, development-
and health-promoting environment. .

O Organizations should on Irequent basis conduct stress analysis in order to Iind
out how many employees are victims oI stress and strategies that could be
adopted to reduce stress. .

67

O Recognizing the symptoms oI stress will allow the organization to address the
source beIore the physical or emotional consequences become overwhelming.

Organizations should Iollow stress reducing strategies such as Meditation
activities, Practicing Yoga and Holidaying coupon Ior employees and his Iamily.

%echniques that an individual might follow in order to reduce stress

O Relaxing It`s important to keep one`s mind and body relaxed. Meditation,
prayer, having a creative outlet, listening to music and laughter all help.
O Physical Activity Practicing martial arts, jogging, liIting weights, or even a
short walk can improve mood and reduce Ieelings oI stress by increasing
endorphins, lowering cortical levels, and providing many other beneIits.
O Setting Boundaries Being overscheduled and rushed can be a signiIicant
cause oI stress. By prioritizing your commitments and saying no to some tasks
can help you be more successIul with what you Iind to be really important,
and you`ll have extra time Ior additional stress management activities.
O Maintain Social SupportHaving a supportive network oI Iriends can help
you stay healthy and reduce stress in many ways. Friends can provide
resources that you may need when you`re in a bind, or a supportive ear that
helps you Ieel accepted and understood. Studies show that having a sense oI
belonging can reduce your risk oI depression. And having a Iriend who makes
you laugh can also make you healthier and less stressed.
68

O Find fun distractions
Playing games, reading, watching movies and t.v. can all help you get your
mind oII oI what`s stressing you and onto something more pleasant.
Sometimes this is just the break you need to stop a pattern oI obsessing over
your problems, and enable your body and mind to enter a relaxed state. When
you come back to your stressors, they may not have the same powerIul grip on
you.
O eep a positive perspective-
Throughout the day, stop and evaluate the endless stream oI thoughts that
run through your mind. II they`re negative, try to reIrame those thoughts in a
positive way. (This isn`t the same as pretending everything`s great when it
isn`t, a Iorm oI denial that doesn`t always help.) Using less negative
language in your selI-talk, looking Ior the hidden beneIits as well as the
obvious drawbacks oI stressIul situations, and reminding yourselI that this,
too, shall pass are all eIIective strategies in positive thinking that have
helped many people.
O Get help if you need it -
II stress is aIIecting your ability to work or Iind pleasure in liIe, seek help
Irom your doctor, mental health provider or other proIessional. There`s no
need to let stress overwhelm your liIe, and there are many eIIective Iorms oI
help available. Finding it could give you the liIe you want and deserve.

69

Bibliography
Books:-
O Chhabra,T.N., 'Values And Ethics In Business Published By Sun India
Publications
O Arora, Renu ,Consumer Grievances Redressal By Manak Publications
Pvt. Ltd.
Websites:-
O Http://En.Wikipedia.Org/Wiki/ConsumerProtection
O Http://Ncdrc.Nic.In/11.Html
O Http://Www.Vakilno1.Com/Bareacts/Consumerprotectionact/Consumer
Protectionact.Htm
O Http://Seednet.Gov.In/Material/ Prevention OI Food Adulteration Act, 1954

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