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CONTENTS

Chapter-1 : IntroductionIntroduction of Stress

Organizational StressSources of Stress

Consequences of StressManagement of Stress

Chapter-2 : Organization Profile

Chapter-3 : Research methodology

Chapter-4 : Data Analysis and Interpretation

Chapter-5 : Findings and Suggestions

Appendix : Questionnaire

Bibliography

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INTRODUCTION

Stress has been called the invisible . It is a disease that may affect you, your

organization, and any of the people in it, so you cannot afford to ignore it.

EVOLUATION OF STRESS:

The Garden of Eden began as a tranquil stress environment. However when

Adam was given the tantalizing chance to eat the forbidden fruit, he was tr ust intomankinds first stressful situation. Adam was offered a choice and, as we know,

decision-making is the breeding ground for conflict, frustration and distress.

DEFINITION:

Stress in individual is defined as any interference that disturbs a persons

healthy mental and physical well being. It occurs when the body is required to performbeyond its normal range of capabilities.

Stress is the way that you react physically, mentally and emotionally to various

conditions, changes and demands in your life. High levels of stress can affect your

physical and mental well being and performance.

The r esults of stress are harmful to individuals, families, society and

organizations, which can suffer from organization stress. Ivancevich and Matteson

define stress as individual with the environment.

Behr and Newman define job stress as a condition arising from the interaction

of people and their jobs and characterized by changes within people that force them to

deviate from their nor mal functioning.

Stress is a dynamic condition, which an individual is confronted with an

opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress is associated with

constraints and demands. The former prevent you from doing what you desire, the

latter refers to the loss of something desired.

Stress is highest for those individuals who per ceive that they are uncertain as to

whether they will win or lose and lowest for those individuals who think that winning or

losing is certainty.

Canadian physician Hans Selye (1907-1982) in his book the stress of life 1956

popularized the idea of stress. According to Selye, the General Adaptation Syndromeconsists of three phases.

Ce level begins to decline irreversibly. The organism collapses.

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y Alarm React ion:The first is the alarm phases. Her e the individual mobilizes to

meet the thr eat. The alarm r eaction has two phases. The fir st phases includes in initialstock shock phase in which defensive mechanism become active. Alar m reaction is

char acterized by autonomous excitability; adrenaline discharges; increase heart rate,

ulceration. Depending on the nature & intensity of the threat and the condition of the

organization the period of resistance varies and the severity of symptoms may differ

from mild invigoration to disease of adaptation.y Resistance: The second is the phase of r esistance. The individual attempts to

resist or cope with the threat. Maximum adaptation occur s during this stage. The

bodily signs characteristic of the alarm reaction disappear. It the stress persist, or thedefensive reaction pr oves ineffective, it may overwhelm the body resources. Depleted

of energy, the body enters the phase of third.

y Exhaust ion:Adaptation energy is exhausted. Sings of the alar m reactionreappear, and the resistance level begins to define irreversibly. The organism collapses.

Pestonjee has attempted / identified three important sectors of life in whichStress originates. These ar e

Job and the organization

The social sectorIntr apsychic sector

Job and organization, refers to the totality of the work environment (task,

atmosphere, colleagues, compensation, policies, etc.). The social sector refers to the

other such factor s. The Intrapsychic sector encompasses those things, which are

intimate, and persona, like temperament, values, abilities and health. It is contendedthat stress can originate in any of these sectors or in combinations thereof.

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In the figure below it can be seen that the magnitude of str ess emanating fr om

the stress to lear ner limit of the individual to handle these stress. This indicates a

balanced state.

ORGANIZATION-INDIVIDUAL NORMAL INTERACTIONPATTERN

S.T.L STRESS TOLERANCE LEVEL

In the figure we find that job and organization loads have incr eased and have

made a dent in the personality. In this stage, we find minor surface changes taking

place, which are quite manageable.

MINIOR SURFACE CHANGES

Adaptation attempt

a) Extra effort

b) Exces sive concern of task

c) Worries

d) Anxiety

In the stage three and the figure below, we find that job and organizational

loads have become unmanageable and interact with intrapsychic loads. This is

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the stage at which he negative consequences of the stress become apparent.

Most of the stress related diseases emer ge at this point. When the situation

per sists we move into the next stage in which we start operating beyond thestr ess tolerance limit.

MAJOR SURFACE DISFIGURATION

Frantic copying

1. Extra ordinary eff ort

2. Worry and anxiety about the self

3. Onset of physiological symptoms

4. Aggressive tendencies

Several types of breakdowns and cracks are observable in this stage i.e., fourth

stage. If unchecked the situation may culminate into the last and most intense phase

wherein complete disintegration of personality takes place. At this stage, the individual

requires proper psychological and medical care. The figure below depicts the fourth

and fifth stage.

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STRESSORS OR LOADS

BREAKDOWNS AND CRACKS: FAI LURE IN COPING

A. Work r elated symptoms

Lack of concentration

Affected clarity of thinking & decision making

Fr equent absenteeism

Affected team work

Aggressive behavior

B. Physiological symptoms

Headache / Migraine

Insomnia

Lack of appetite

Digestive disorders

Sexual disorder s

Temperamental changes.

Pestonjee has also developed a model to explain how we cope with stress

reactions. It is called the BOUNCE model because the behavioral decomposition

taking place due to stress tense to get reflected in interpersonal r eactions. The

reactions are received & analyzed by the environment, which in turn, bounce back

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signals to the individuals to bring about a change either at the orgasmic level or at the

response level.

THE BOUNCE MODEL

STRESSORS

BORNOUT STRESS SYNDROME (BOSS):-

Boss can lead to at least four types of stress related consequences such as,

depletion of energy rever ses, lowered resistance to illness, increased dissatisfaction

and pessimism and increased absenteeism and inefficiency at work.

Veningle and spradley have identified five distinct stages of BOSS.

HONEYMOON STAGE:-

This stage can be describe as accounting for the euphoric feeling of encounter

with the new job such as excitement, enthusiasm, challenge and pride. Dysfunctional

features emerge in two ways first; the energy reverses are gradually depleted in

coping with the demands of a challenging environment. Second, habits and strategies

for coping with stress are formed in this stage which is often not useful in coping with

.later challenges

FUEL SHORTAGE STAGE:-

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This stage can be identified as composed of the value feelings of loss, fatigue

and confusion arising from the individuals overdraws on reverses of adaptation

energy. Other symptoms are dissatisfaction, inefficiency, and fatigue and sleep

distur bances leading to escape activate such as increased eating, drinking & smoking.

CRISIS STAGE:-When these feelings and physiological symptoms persist over period of time,

the individual enters the stage of crisis. At this stage he develops escape mentality

and feels oppressed. Heightened pessimism, self-doubling tendencies, peptic ulcers,

tension headaches, chronic backaches, blood pressure.

HITTING THE WALL STAGE:-This stage of BOSS is characterized by total exhaustion of ones adaptation

energy, which may mark the end of ones professional career . While recovery fr om

this stage elude may be resourceful to tide over the crises.

TYPES OF STRESS:-

y It the stress for the day to day adaptability of man to his environment and

results in the maintenance of internal steady state (homeostasis) it is

know as neustress. For example, one produces neustress in order to

breath, work.

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

something bad (for example the boss gives a formal reprimand for poor

per formance) . It the stress response is unfavorable and potentially

disease producing, this is known as distress. Constant worry in a

susceptible individual can lead to ulcers.

If the stress response is favorable and results is favorable and results in

improvement in physical and / or mental functioning, it is called estruses. This is the

positive, pleasant side of stress caused by stress caused by good things. For

.examples an employee is offered a job pr omotion at another I

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DEFINING STRESS AT WORK

Change in working practices, such as the introduction of new technology or the

alternation of new technology or the alternative of targets, my cause stress, or stress may be

built into an organizations structure. Organizational stress can be measured by absente

and quality or wor k.

ORGANIZATIONAL STRESS:-

Stress affects as well as the individual within them. An organization with a high

level of absenteeism, rapid staff turnover, deteriorating industr ial and customer relations,

worsening safety r ecord, or poor quality control is suffer ing from organizational stress.

FOLLOWING THE PAT OF STRESS THROUGH IN

ORGANIZATION:-

The below chart shows one example of the structure of a department in

organization, indicating typical causes of stress that may effect stress at certain levels in the

structure, and particular.

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Causes that are affecting individuals. Stress is contagious; anyone who is not

perfor ming well due to increases the amount of pressure on their colleagues, superiors,

subordinates.

The cause may range from unclear or over lapping job descr iptions, to lack of

communication, to poor working conditions, including sick building syndrome.

POTENTIAL SOURCES OF STRESS:

There are three categories of potential stressors:

i Environmental factor

i Organization factori Individual fac tors

Environmental factors:

Just as environmental uncertainty influences the design of an organization.

Changes in business cycle create economic uncertainties.

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Political uncertainties:

If the political system in a country is implemented in an orderly manner, there

would not be any type of stress.

Technological uncertainties:

New innovations can make an employees skills and experiences obsolete in a

very shor t period of time. Technological uncertainty ther efore is a third type of

environmental factor that can cause stress. Computers, robotics, automation and

other for ms of technological innovations are threat to many people and cause them

stress.

Organization factors:

There are no stor ages of factors within the organization that can cause stress;

pressures to avoid error or complete tasks in a limited time period, work overload are

few examples.

Task demands are factors related to a persons job. They include the design of

the individuals job working conditions, and the physical work layout.

Role demands relate to pressures placed on a person as a function of the

par ticular role he or she plays in the organization. Role overhead is experienced when

the employees is expected to do more than time permits.

Role ambiguity is created when role expectations are not clearly understood

and employee is not sure what he / she is to do.

Interper sonal demands are pr essures created by other employees. Lack of

social support from colleagues and poor.

Interper sonal relationships can cause considerable stress, especially among

employed with a high social need.

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Organizational str ucture defines the level of differentiation in the organization,

the degree of rules and r egulations, and where decisions are made. Excessive rules

and lack of participation in decision that affect an employee are examples of structural

variables that might be potential sources of stress.

Potential sources Consequences

Organizational leadership represents the managerial style of the organizations senior

executive. Some executive officers create a culture characterized by tension, fear, and

anxiety. They establish unrealistic pressures to perform in the shor t-run impose

excessively tight controls and routinely fire employees who dont measure up. This

creates a fear in their hearts, which lead to stress.

Organizations go thr ough a cycle. They are established; they grow, become

mature, and eventually decline. An organizations life stage - i.e.

Where it is in four stage cycle-creates different problems and pressures for

employees. The establishment and decline stage are particularly stressful.

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Individual factors:

The typical individual only works about 40 hrs a week. The experience and

problems that people encounter in those other 128 non-work hrs each week can spell

over to the job.

Famil y problems:

National surveys consistently show that people hold family and discipline,

troubles with children are examples of relationship problems that create stress for

employee and that arent at the front door when they arrive at work.

Economic problems:

Economic problems created by individuals overextending their financial

resources are another set of personal troubles that can create stress for employees

and distract their attention from their work.

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CAUSES OF STRESS

Society the working world and daily life have changed almost beyond

recognition in the past 50 years. These changes have contributed to a major increase

in stress.

Stress is caused from both outside & inside the organization & from groups that

employees are influenced by & from employees themselves.

Stressors:

The agents or demands that evoke the potential r esponse are referred to as

stressors. According to Syele a stressors is Whatever produces stress with or without

functioning hormonal or nervous systems.

Extra organizational stressors:Extra organizational stressors have a tremendous impact on job stress. Taking

an open system perspective of an or ganization, it is clear that job stress is not just

limited to things that happen inside the organization, during working hours. Extra

organizational stressors include things such as social / technological change, the

family, relocation, economic & financial conditions, race & class, residential or

community conditions.

Organizational stressors:

Besides the potential stressors that occur outside the organization, there are

also those associated with the organization itself. Although the organization is made

up of groups & individuals, there are also more macro-level dimensions unique to the

organization that contains potential stressor s.

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MACRO-LEVEL ORGANIZATIONAL STRESSORS:

POLICIES

Unfair, arbitrary performance reviews.

Rotating works shifts.

Inflexible rules.

Unrealistic job descriptions.

STRUCTURES

Centr alization; Lack of participation in decision making.

Little oppor tunity for advancement.

A great amount of formalization. JOB

Interdependence of departments. STRESS

Line-Staff conflicts.

PHYSICAL CONDITIONS

Crowding & lack of privacy.

Air pollution.

Safety hazards.

Inadequate lighting.

Excessive, heat or cold.

PROCESS

Poor communication.

Poor / inadequate feedback about performance.

Inaccurate / ambiguous measurement of performance.

Unfair control systems.

Inadequate information.

GROUP STRESSORS:

The group can also be a potential source of stress. Group stressors can be

categorized into three areas.

1. Lack of groups cohesiveness:-

Cohesiveness ortogetherness is a ver y important to employees, especially

at the lower levels of the organizations. If the employee is denied the

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opportunity for this cohesiveness because of the task design, because the

supervisor does things to prohibit or limit it, or because the other members of

the group shut the person out, this can be very stress producing.

2. Lack of social support: -

Employees are greatly affected by the support of one or more member of a

cohesive group. By sharing their problems & joys with others, they are much

better off. It this type of social support is lacking for an individual, it can be very

stressful.

3. Int ra-Individual, interpersonal & inter-group conflict:-

Conflict is very closely conceptually or hostile acts between associated with in

compatible or hostile acts between intra-individual dimensions, such as

per sonal goals or motivational needs / values, between individuals within a

group, & between groups.

INDIVIDUAL STRESSORS:

In a sense, the other stressors (Extra organizational, organizational, & Group

stressors) all eventually get down to the individual level. For example, role conflict,

ambiguity, self-efficacy & psychological hardiness may all affect the level of stress

someone exper iences.

CONSEQUENCES OF STRESS

The effect of stress is closely linked to individual per sonality. The same level of

stress affects different people in different ways & each person has different ways of

coping. Recognizing these personality types means that more focused help can be

given.Stress shows itself number of ways. For instance, individual who is

experiencing high level of stress may develop high blood pressure, ulcer s, irritability,

difficulty in making routine decisions, loss of appetite, accident proneness, and the

like. These can be subsumed under three categories:

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Individual consequences

Organizational consequence

Burnout

Individual consequences:

Individual consequences of stress are those, which affect the individual directly.

Due to this the organization may suffer directly or indirectly, but it is the individual who

has to pays for it. Individual consequences of stress are broadly divided into

behavioral, psychological and medical.

_ Behavior al consequences of stress are responses that may har m the person

under stress or others. Behaviorally related stress symptoms include changes

in pr oductivity, turnover, as well as changes in eating habits, increased smoking

or consumption of alcohol, paid speech, and sleep disorders.

_ Psychological consequences of str ess replace to an individual mental health

and well-being from or felling depr essed. Job related stress could cause

dissatisfaction, infact it has most psychological effect on the individual and lead

to tension, anxiety irritability, and boredom.

_ Medical consequences of stress affect a persons well being. According to a

research conducted, it revealed that stress could create changes in

metabolism, increase heart and breathing rates, increases blood pressure bring

out headaches and induce heart attacks.

Organizational consequences:

Organizational consequences of str ess have direct affect on the organizations.

These include decline in performance, withdrawal and negative changes in attitude.

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Decline in perfor mance can tr anslate into poor quality work or a drop in

productivity. Promotions and other organizational benefits get affected due to

this.

Withdrawal behavior also can result from stress. Significant form of withdrawal

behavior is absenteeism.

One main affect of employee stress is directly related to attitudes. Job

satisfaction, morale and organizational commitment can all suffer , along with

motivation to perform at higher levels.

Burnout :-

A final consequence of stress has implementation for both people and

organizations. Burnout is a gener al feeling of exhaustion that develops when an

individual simultaneously exper iences too much pressure and few sources of

satisfaction.

Managing stress in the work place

Every r esponds to stress in a different way, it is only by understanding the

nature of individual responses that you can start fighting stress yourself and others.

Reduction or elimination of stress is necessary for psychological and physical

well being of an individual. Efficiency in stress management enables the individual to

deal or cope with the stressful situations instead of avoidance. Strategies like tie

management, body-mind and mind-body relaxation exercise, seeking social support

help individual improve their physical and mental resources to deal with stress

successfully.

Apart from helping employees adopt certain coping strategies to deal with

stress providing them with the service of counselor is also useful.

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Many strategies have been developed to help manage stress in the work place.

Some are strategies for individuals, and other is geared toward organizations.

Individual coping strategies:

Many strategies for helping individuals manage stress have been proposed.

Individual coping strategies are used when an employee under stress exhibits

undesirable behavior on the jobs such as performance, strained relationship with co-

workers, absenteeism alcoholism and the like. Employees under stress require help in

over coming its negative effects. The strategies used are:

Exercise:-

One method by which individual can manage their stress is through exercise.

People who exercise regularly are known to less likely to have heart attacks than

inactive people are. Resear ch also has suggested that people who exercise regularly

feel less tension and stress are more conflict and slow greater optimism.

Relaxation:-

A related method individual can manage stress is relaxation. Copying with

stress require adaptation. Proper relaxation is an effective way to adopt.

Relaxation can take many forms. One way to relax is to take regular vacations; people

can also relax while on the job (i.e. take regular breaks during their normal workday).

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A popular way of resting is to sit quietly with closed eyes for ten minutes every

afternoon.

Time management:-

Time management is an often recommended method for managing stress, the

idea is that many daily pressures can be eased or eliminated if a person does a better

ob of managing time. One popular approach to time management is to make a list,

ever y morning or the thins to be done that day. Then you group the items on the list

into three categories: critical activities that must be performed, impor tant activities that

should be performed, and optimal or trivial things that can be delegated or postponed,

then of more of the important things done every day.

ROLE MANAGEMENT:-

Some what related to time management in which the individual actively works

to avoid overload, ambiguity and conflict.

SUPPORT GROUPS:-

This method of managing stress is to develop and maintain support group. A

support group is simply a group of family member or friends with whom a person can

spend time. Supportive family and friends can help people deal with normal stress on

an ongoing basis. Support groups can be particularly useful during times of crisis.

BEHAVIORAL SELF-CONTROL:-

In ultimate analysis, effective management if stress presupposes exercise of

self-control on the part of an employee. By consciously analyzing the cause and

consequences of their own behavior, the employees can achieve self-control. They

can further develop awareness of their own limits of tolerance and learn to anticipate

their own r esponses to various stressful situations. The strategy involves increasing an individuals control over the situations rather than being solely controlled by them.

COGNITIVE THERAPY:-

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The cognitive therapy techniques such as Ellis rational emotive model and

Meichenbaums cognitive strategy fir modification have been used as an individual

strategy for reducing job stress.

COUNSELING:

Personal counseling help employees understand and appreciate a diverse

workforce, the holistic approach adopted by the counselor gives him a comprehensive

view of the employee as client and enable him to deal the issues of work related

problems in a larger context with his awareness of the inter-relationship among

problems in adjustment with self, other and environment and that a work concern will

effect per sonal life and vice-versa, the employee would r eceive help regarding the

problem in all life.

One of the advantage of the individual interventions is the individual can use

these skills to improve the quality of life in offer domains like family, social support and

self, thus reducing the negative carr y of exper iences in these domains into the work

life which might effect his occupation mental health.

ORGANIZATIONAL STRATEGIES:-

The most effective way of managing stress calls for adopting stressors and

prevent occurrence of potential stressors.

Two basic organizational strategies for helping employees manage stress are

institutional programs and collateral programs.

Work Design Stress Management programs

Work schedules Health promotions programs

Culture Other programs

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Supervision

Institutional programs:-

Institutional programs for managing stress are undertaken to established

organizational mechanism for example, a properly designed job and word schedules

can help ease stress. Shift work in particular can constantly have to adjust their sleep

and relaxation patterns. Thus, the design of work schedules should be a focused of

organizational efforts to reduce stress.

The organizations culture can also used to help to manage stress. The

organization should strive to foster a culture that reinforces a healthy mix of work and

nonworking activities.

Finally, supervision can play an important institutional role in overload. In

managing stress. A supervisor is a potential manager source of overload. If made

aware of their potential for assigning stressful amounts of work, supervisor s can do a

better job keeping workloads reasonable.

COLLATERAL PROGRAMS:

In addition to their institutional efforts aimed at reducing stress, many

organizations are turning to collateral programs. A collateral stress program in an

organizational program specifically created to help employees deal with stress. The

organizations have adopted stress management programs, health promotion

programs and other kinds of programs for this pur pose.

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COMPANY PROFILE

Energy is important parameter in the overall economic development activity of

any country. It has become synonymous with progress in all fields of activities. Its

standard of living in the words of DAGLI is as follows it is said that the difference

between a starving Indian peasant and a prosperous Amer ican farmer is that behindhis elbow the India farmer has almost nothing while his American counterpart has

thousands of hours power. This, it is energy, which is the dividing line between any

substance economy and a highly developed economy. India is poor and Amer ican is

rich because America consumes nearly 50 times as much energy as is consumed by

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India. Energy is at the hear t of the modern industrial society. It could also be effective

weapon in the battle against object poverty.

There is a close correlation between energy consumption and level of

economic development. Energy means capacity of doing wor k. There are various

sour ces of energy but in India the important sour ces are coal, hydroelectricity. Oil and

natural gas, nuclear fuels fire wood and animal wastes. Despites the development of

various sour ces in the energy sector, the fact still remains that low last energy sources

like fire wood, cattle dr ug and vegetable wastes account for as much at 45 percent of

energy consumption in the country.

Power development in India began in 1897 when a 200KW hydro station was

first commissioned at Darjeeling, in 1899 a first steam station was set up in Calcutta

with a total of 100kw. There after, a series of hydro and steam power station were

commissioned. But the power development was not in a systematic and planned

manner in the country. Therefore, in order to achieve the objective of promoting the

co-ordination development and rationalization of gener ation, transmission and

distribution of electricity on a regional basis throughout the countr y in the most efficient

and economic way the state electricity board (SEBs) was constituted in the various

states of the country under the provisions of the electricity (supply) act 1948. These

SEBs, were to enjoy the monopoly in respect of generation, transmission and

distribution of electricity in the country. After constitution of SEBs, there was

phenomenal improvement in the development of installed capacity and power

generation. The efficiency of working of power plant and their maintenance have been

unsatisfactory as a result of which the power gener ating capacity already created

could not have been fully utilized.

Power is the single factor , which changed the way of living. The National

Thermal Power Corporation Limited, established on November 7 in 1975, hasth

become the most important infrastructure input for improving the standard of living to

meet the growing demand and to fulfill the needs of the country. Just in 29 years this

company has grown to be the largest producer of power in the country. NTPC the

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NAVARATNA power giant today generates one fourth of the total power in the country

and it is ranked 9 largest ther mal power generating utility in the world. th

Keeping the significance of power supply in sight, NTPC has been chosen for

the purpose of the study as it has many units under its control. Ramagundam Super

Thermal Power Station (RSTPS) has been selected for the study.

BRIEF HISTORY OF NTPC :

Power The single factor which changed the way in which man lived for

millions of years, has become the most important infrastructur e input for improving the

standard of living both directly as well as indirectly by way of contributing in the

economic development to make available to the nation r eliable & quality power in

increasingly lar ge quantities. NATIONAL THERMAL POWER CORPORATION LTD

was formed in 1975; NTPC Ramagundam unit with approved capacity of 260MW and

installed capacity of 21OOMW is the largest Thermal Power plant powering South

India's growth. Ramagundam unit of NTPC credited with first ISP 14001 certified

Super Thermal Power Station in our country.

NTPC a front runner in the Indian Power sector in one of the larges & the best

power utilities of the world, there by contributing of India's emergence as one of the

world's leading economies. The World Bank, in its performance audit report on

NTPC's projects observed that.

"NTPC record in plant construction, cost containment & operating efficiency has

been exceptional, while as an institution it has broken new ground in Organization &

Management, successfully navigated the transition from constructions to operating

company & generally coped quite well with the problems of rapid expansion".

Two corporations The National Hydro Electric Power Corporation ( NHPC) &

National thermal Power Corporation (NTPC) were set in 1975 -76 in the center sector

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as a step to achieve the objectives. The company started functioning in March 1976

with the appointment of a chairman & Managing Director .

LOCATION:

The 2100 MW Ramagundam Super Thermal Project is located in Karimnagar

District of Andhra Pradesh to the South of river Godavari. The project is linked to the

south Godavari Coal field or the Singareni Collieries.

NTPC ACTIVITIES:

1. Planning & Investigation of new sites, preparation of feasibility prospect report

& the designing as well as engineering of power station.

2. NTPC also manages the 720 MW Badarpur Thermal Power Station in Delhi &

270 MW BALCO Captive power plant (M.P)

3. Operation & Maintenance of Power Stations.

4. Research & development in ar ea related to power generation

5. NTPC also bagged a turnkey contract for the construction of21 Sub - stations

from Nepal electricity authority.

6. The R &D using of NT PC has been instrumental in enhancing the reliability of

plant & equipment.

OBJECTIVES OF NTPC:

To add generating capacity with in prescribed time & cost. To operate &

maintain power stations at high availability ensuring minimum cost of

generation. It has planned massive growth to make itself a 40,000 MW

company.

To maintain the financial soundness of the company by managing the financial

operations in accor dance with good commercial utility practices.

To function as a responsible corporate citizen & discharge social responsibility,

in respect of environment pr otection and rehabilitation. The corporation will

strive to utilize the ash produced at its stations to the maximum extent possible

through production of ash bricks, building materials etc.

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To adopt appropriate human resources development policy leading to creation

of team of motivated and competent power professionals. To introduce,

assimilate & attain self sufficiency in technology, acquire expertise in utility mgt.

Practices to disseminate knowledge essentially as a contribution to other

constituents of the power sector in the country.

To develop R&D for achieving improved plant reliability

To expand the consultancy operations & to participate in ventures abroad.

CORPORATE OBJECTIVES:

To add gener ating capacity with in prescribed time & cost.

To expand the constancy operations & to participate ventures aboard.

To maintain the financial soundness of the company by m aging the financial

operations in accor dance with good commercial utility.

To operate and maintain power stations at high availability ensuring minimum

Cost of generation.

To develop (R&D) for achieving improved plant reliability.

To develop appropriate commercial policy leading to remunerative tariffs &

minimum receivables.

Implement strategic diversification in the areas of R&M. Hydro. LNG and Non

conventional and eco-friendly fuels and explore new areas like transmission

infor mation technology etc.

Promote consultancy.

Make prudent acquisitions. Continuously develop competent human resources

to match world standards.

Be a responsible corporate citizen with thrust on envir onment protection

rehabilitation and ash utilization.

VISION OF NTPC:

TO BE ONE OF THE WORLD'S LARGEST AND BEST POWER UTILITIES. POWER

INDIA'S GROWTH

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CORE VALUES (COMIT)

Customer focus.

Organizational pride.

Mutual Respect and Trust.

Initiative and speed total quality.

Total Quality.

MISSION OF NTPC:

Make available reliable, quality power in increasingly large quantities at

appropriate tariffs, and ensure timely realization of revenues. Speedily plan and

implement power projects, with contemporary technologies.

DISTRIBUTION OF POWER OF NTPC RAMAGUNDAM

S.No State Distributed Percentage

Capacity (MW) ( %)

1. Andhra Pradesh 580 27.619

2. Tamil Nadu 470 22.381

3. Karnataka 345 16.429

4. Ker ala 245 11.667

5. Goa 100 4.762

6. Pondicherry 50 2.381

7. Unallocated 310 14.762

PERFORMANCES:

NTPC stations & the NTPC manage Badarpur station has been accredited with

ISO 14001 for sound environment management system & practices.

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FINANCIAL PERFORMANCE:

NTPC recorded a pr ovisional turnover of Rs.30000 cror es during 2004-05 as

against Rs.25184 crores during 2003-04. The provisional net profit after tax for 2003-

04 is Rs.4905 crores, as compared to Rs.5500 crores last year. The provisional

Retur n on Capital Employed (ROCE) and Return on Net worth ( RONW) are 12.31 %

and 14.13% respectively for the year 2004-05. An interim dividend of Rs.400 Crores

has been paid to the Government for 2003-04.

The total out standings as on 31.10.2005 stood at Rs 26078.96 crores including

a principal amount of Rs.16049.55 crores.

STATION HIGH LIGHTS:

Record haulage of coal in single day of 78,720 MT on 29 June 1998 Asian

record.

Station recorded highest loading factor of 99.4% for the yr 1999 2000

Continuous run or VI unit (500MW) for 406 days, third best in the world.

Ramagundam 500MW unit-7 (stage-III) has successfully completed one year of

commercial operation on 25.03.06 without any tube leakage. The unit

generated 3802.492 MUs @ a PLF of 86.81%. Considering the loss of

generation of 297 MUs due to backing down, the deemed, PLF is 93.590/0. The

unit also has achieved a continuous run of 97 days without tripping in the first

year of operation itself.

Ramagundam station achieved 47.94% (18.63 LMT) of Ash utilization during

the financial year against the target of 47% (18.20 LMT).

Ramagundam & Simhadri were recommended for commendation cer tificate for

storage commitment to Excel by G1II.

Ramagundam bagged Innovative safety practicesaward for the year 2005

from institution of Engineers.

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Ramagundam station bagged Best Management award from Govt. of AI fur

the year 2004- 05.

NTPC Ramagundam bagged golden shied for the financial year s 2000- 01,

2001-02, 2002- 03 and 2003-04 for outstanding per formance in power

generation.

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Installed capacity of NTPC Projects:

Projects No. of Project s Commissioned Capacity (MW)

NTPC OWNED 13 19,980

COAL 07 3,955

GAS/LIQ.FUEL

ONED BY JVCs

COAL 3 314

GRAND TOTAL 23 24.249

Capacity power plant under JV with SAI L

Coal based projects:

Sl.No. Coal Based State Commissioned Capacity

1. Singrauli Uttar Pr adesh 2,000

2. Kobra Chhattisgarh 2,100

3. Ramagundam Andhra Pradesh 2,600

4. Farakka West Bengal 1,600

5. Vidhyachal Madhya Pradesh 1,600

6. Rihand Uttar Pr adesh 2,200

7. Kahalgoan Bihar 2,000

8. Dadri Uttar Pr adesh 840

9. Tacher Kaniha Orissa 840

10. Unchahar Uttar Pr adesh 3,000

11. Tacher Ther mal Orissa 84012. Simhadri Andhra Pradesh 3,000

13. Tanda Uttar Pr adesh 440

Total 19,980

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@ Capacity presently under implementation.

Vindyachal 1000 MW

Unchahar 210 MW

Kahalgoan State II

Phase I 1500 MW

Phase II 1000 MW

Gas Based Projects:

14. Anta Rajasthan 413

15. Auralya Uttar Pr adesh 652

16. Kawas Gujarat 645

17. Dadri Uttar Pr adesh 817

18. Jahanor- Gandhar Gujarat 648

19. Kayamkulam Kerala 350

20. Faridabad Haryana 430

Total 24,2

Grand total (Coal + Gas + JV)

Capacity Power station managed State Installed

By NTPC (MW)

21. Badarpur Delhi 705

Sterling Performance of 2009-10:-

1. The company takes a new name NTPC Limited aligned to its new business

plans.

2. The company market capitalization J11 crosses Rs. One trillion (Rs. 1,00,000

crore) and is one of the top three largest Indian companies in terms of market

cap.

3. A highest ever generation of 170.88 BVs during 2005-06 registering an increase

017.40% over the generation of 159.11 BVs during 2004-05.

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4. With 19.51% [including capacity of joint venture companies] share of the total

installed capacity of the nation, NTPC contributed 27.68% electricity generated in

the country during 2005-06.

5. Coal stations of NTPC achieved an operating availability of 89.95 %.

6. Coal stations of NTPC recorded a PLF of 87.54%, which is the highest for any

financial year since inception; Tilt PLF during previous year was 87.51%.

7. 100% realization for the third year in succession.

8. Provisional and un audited net sales of Rs. 2,59,928 million during the year

2005-06 as against Rs. 2,25,316 million for the year 2004-05. however,

provisional and un audited Gross Revenue is Rs. 2,86,473 million during 2005-06

as against Rs. 2,55,460 million for the year 2004-05.

9. Provisional and un audited net pr ofit after tax for the year 2005-06is Rs. 57,076

million a compared to Rs. 58, 070 million during the year 2004-05.

10. Total capacity added during the year four year s of 10 plan period (2002-2006)th

increases to 4000 MW with another 500 MW getting added during the far

company to 24,249 MW (including capacity of Joint venture companies).

11. Construction works on 9470 MW in progress.

12. Further projects with capacity of 3720 MW under bidding pr ocess.

13. Ratnagiri Gas and power supply Pvt Ltd formed \\ith NTPC having a stake of

28.33% for taking over and operating the Dabhol power pr oject.

14. The Government allots 7 mort coal mining blocks to NTPC for capacity use

taking the total mines allotted to 8 with an expected output of 50 MT per annum.

15. A consortium comprising of NTPC and two other members allotted an exploration

block in Arunachal Pradesh.

16. Capital expenditure incurred in 2005-06 on capital scheme was Rs. 71,879

million compared to Rs. 53,603 million in 2004-05 capital outlay for 2J0607 set at

Rs. 1,13,250 million.

17. A USD 1 Bn medium Tern Note programme established. NTPC becomes the first

Indian corporate since 1997 to make successful offering of 10 year fixed r ate

amounting to USD 300 million.

18. Standard & Poors have revised outlook on the rating of the company from stable

to positive while affirming the BB+ issuer rating.

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19. An interim divided o 20% for the financial year 2005-06 amounting to Rs. 16,491

million.

20. Government has assigned NTPC the consultant role to modernize and improve

several plants across the country in the partnership In Excellence program of

the government.

21. Collaborating the government in the Rajiv Gandhi Grameen Vidyutikaran Yojuna.

22. NTPC has also taken up Distribution Generation for rural electrification of remote

villages through non-conventional energy sources.

23. Simhadri project receivers international project management award instituted by

International project management Association (IMPA) NTPC is the only Asian

Company that has received this award.

24. Ranked 3 Great Place to work for in India by M/S Grow Talent and Businessrd

world 2005.

25. NTPC has achieved all the targets to be r ated Excellent during 2005- 06 for the

nineteenth year since inception of the MOU system.

NTPC ORGANIZATION AND FUNCTI ONS:

The organizations design is one of the main factors, which ultimately

determines the effectiveness of enterprises.

The board of directors is the supreme policy making body, which give the

direction to the activities of the organization. The head of this board is the chairman &

managing director who is also the full time chief executive of the company. The

members of this board are both full-time directors as well as senior level officers.

The basic divisions, which are accountable to CMD, Are:

1. Technical and Engineering division.

2. Corporate Commercial division.

3. Operation Services division.

4. Corporate Finance division.

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NTPC RAMAGUNDAM

The foundation stone for RSTPS was laid on 14-11-1978 by Sri. Morar ji Dessai

then Prime minister of India.

Ramagundam a vibrant 2600 MW station is a largest Thermal Power station in

South India with three 200 MW & three MW and 1v500 sets and also one of the

largest in the country. Its emer gency has put the Southern States one step ahead in

their effort to meet their power r equirement.

Third in the series super Thermal Power Station set up by NTPC

Ramagundam. It is situated in the interiors of Andhra Pradesh on the banks of

Godavari River in Karimnagar District of Telangana, just across the old pitheads of

Singareni Collieries.

Ramagundam has been raising at this time & earned the proud destination of

being the only station in the country to omission all the seven units ahead of schedule,

constructed at a cost of Rs. 1702 crores, the station has been one of the largest

recipient its of the world Bank. Its project implementation & financial control has

ear ned a path from the World Bank Ramagundam a be considered as the school for

construction of Power projects. The major external financing sources are IBRD, IDA &

OPEC.

Ramagundam generation proportion has achieved the Govt. of India

meritorious productivity award as many four times. The beneficiaries of RSTOS are

Andhra Pradesh, Tamil Nadu, Karnataka, Goa and Pondicherry.

The plant load factor for the year 2003- 04 was 8.3% and it stood in the fourth

place the NTPC station.

To cater to the growing demand for power the seventh unit of 500 MW is being

added. The station had required infrastructure facilities and the commitment of the

employee. The project after completion will be the largest power station supplying

power to the Southern Grid. The Honorable Union Minister of the Power Sri. Suresh

Babu in the presence if Sri. N. Chandra Babu Naidu, Honorable Chief Minister of

Andhra Pradesh laid the foundation on 11Jan 2002 and completed ahead oft h

schedule.

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COMPANY AT GLANCE

Installed Capacity : 2600MW

Unit Sizes : 3X200MW

4X500MW

Units Commissioned : Unit- I October, 1983

Unit- II May, 1984

Unit- III December, 1984

Unit- IV June, 1988

Unit- V March, 1989

Unit- VI October, 1989

Unit- VII November 2000Tr ansmission System : 2400 cks -400KV

Source of Coal : South Godavari Coal fields of

Singareni Colleries

Water Sources : Sri Ram Sagar Project

Beneficiar y States : Andhra Pradesh, Tamil Nadu,

Karnataka, Kerala, Goa and

Pondicherry.

Approved investment : Rs. 3877.68 crores

Coal Consumption : 8.6 million tones per annum

Water Consumption : 250 cusec

Coal Transportation : (MGR) Merry-or-round system

of 22.5 kms Indian Railway.

Total Land : 10,000 Acres.

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Research Methodology:

Research methodology is a way to systematically solve the resear ch problem.

It may be under stood as a science of studying how research is done scientifically. In it

we study the various steps that are generally adopted by a researcher in studying his

research problem along with the logic behind them.

Research methods can be classified in to two types. They are quantitative

research methods and qualitative research methods.

Quantitative research methods were originally developed in the natural

sciences to study natural phenomena. Examples of quantitative methods now well

accepted in the social sciences include survey methods, laborator y experiments,

formal methods and numerical methods.

researchers to study social and cultur al phenomena. Qualitative data sources include

observation and participant observation (field wor k), interviews and questionnaires,

documents and texts, and the researchers impressions and reactions.

Statement of thQualitative research methods were developed in the social

sciences to enable e problem

is the force acting on the individual that result in a response o f strainStress

where strain is pressure or deformat ion. It costs money to the organization, besides

reflecting employees individually in a long run it affects on organizational

effectiveness.

Ident ification of the problem:

The most significant elements for any organization are men, materials, money

and machines. Out of these four elements manpower assumes the greater

importance. Since, without efficient manpower the presence of better materials,

machines and sufficient capital are useless for any organization.

So all other available elements can be effectively utilized only when there is

efficient manpower and then that organization can be successful in accomplishment of

its objectives. So, for any organization to be successful in the market it should feel that

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employees as its assets. It should have a view that employees are the sources of

Good will & Profit.

Each organization is run and steered by people. If the Stress has been

ignored it damages the organization in the long term and the organization will not be

able to withstand in the market, even though it is full of resources & financially good.

Stress overcoming strategies, procedures play a vital role in the organization.

Her e the research is done through questionnaires. The data used for

analysis and interpretation is from the responses of the employees for the

questionnair e. Comparison of responses is used for interpr eting the data.

The project is presented by using tables, bar charts with their interpretation.

Questionnaire:

Questionnaire is the testing tool of this project. A questionnaire is a formalized

set of questions for collecting information. Its function is measurement. The

questionnair e is administered by the means of questionnaire contained clear concept

of the needed information about the Absenteeism of the organization.

It contained two to five options for a question. I used this for the purpose of

getting absolute response from the respondent.

Sample of the Study:

Sampling is the process of obtaining information about the entire population

by examining only a part of it. So the sample has been taken from the executive employees of the organization.

Sample size is restricted to 70 r espondents due to time constraint.

Sources of the data:

The information collected for the purpose of this study consists of both

primary and secondary data.

Primary data:

Data originally collected for an investigation is known as primary data. The

data is collected through questionnaire from the employees of the NTPC

Ramagundam organization for the purpose of this project. Most of the study for this

project is based on primary data itself.

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Secondary data:

Data, which is not originally collected rather obtained from, published or

unpublished sour ces, is known as secondary data. The published sources out of

which data have been collected include annual reports, chairmans review, and

textbooks on Personnel Management etc. Total information about the organization has

been extracted from these secondary sources.

A hypothesis is a tentative statement that proposes a possible explanation to somephenomenon or event. A useful hypothesis is a testable statem ent which may include

a prediction. Hypotheses should not be confused with a theory. Theories are general

explanations based on a large amount of data

Hypothesis:

A hypothesis is not just an "educated guess" as many may define it. It's more of what

you think the outcome of the experiment you are about to do is going to be. According

to Kaplan states to carr y forward n inquiry we may formulate working hypothesis. The

working hypothesis is not a guess at the riddle, a hunch as t what the answer might

be. It is an idea, not about the outcome of inquiry but about the next steps that may be

worth taking. The working hypothesis formulates a believe pertaining to the course of

inquir y but not necessarily pertaining to it ultimate destinations.

There are several sources of hypothesis. First source of hypothesis is problem or topic

itself. When a researcher selects a problem of study and begins to think over it,

sever al assumptions come into being and among those assumptions, he finds some

testable and accepts them as test hypothesis. Second source is cultural environment

gives him the inspirations thirdly comparing the cross cultural phenomenon and this

comparison results into origination of hypothesis. The personal experience of the

researcher himself is the most important source of formulation of hypothesis.

The null hypothesis a statistical proposition which states, eventually, that there is no

relation between the variables (of the problem). The null hypothesis says you are

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wrong, there is no relation, disprove me if you can. The negative for m of a hypothesis

is known as the null hypothesis, for instance that there is no dependency of one

variable on another, or that there is no significant difference between two measures of

same parameter

y The Stress at the workplace has an impact on employee not only individually

but the Or ganization too.

y Natur e of work, targets at the job, Lack of communication and co-operation,

working conditions are also the causative factors of stress.

y It would be overcome by individual practices and organizational measures

and help.

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HIERARCHY OF MANAGEMENT

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1.1 Table representing answers of the respondents towards the question " I How

often do you say the word I am busy or I am having hard time at work place

(NTPC).

Option Number of employees Percentage

Very often 4 5.7%

Often 26 37%

Rarely 10 14.2%

Very Rar ely 20 29%

Never 10 14.2%

otal 70

I

Percentage

40.00%

35.00%

30.00%

25.00%

20.00%Percentage

15.00%

10.00%

5.00%

0.00%

Very often Often Rarely Very Rarely Never

Interpretation:

The above char t reveals that 37% of the employees say that often they feel that

they are busy at work place, 29% of employees say that very rarely, 14.2% say that rarely and never, 5.7% employees say that very often.

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1.2 Table representing answers of the respondents towards the question " IThere is a lack of cooper ation in my work place.


Strongly agree 6 9%

Agree 14 20%

Neutral 18 25.7%

Disagree 30 43%

Strongly Disagree 2 3%

Total 70

Percentage

50%

40%

30%

20%Percentage

10%

0%

Strongly Agree Neutral Disagree Strongly

agree Disagree

Interpretation:

Fr om above chart r eveals that 43 % of employees disagree because the lack of

co operation at work place, 25.7 % of the employees are neutral, 20 % of employees agr ee, 9 % of the employees strongly agree, 3 % of the employees strongly disagree.

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1.3 Table representing answer s of the respondents towards the question " I

Family problem causes stress.


Strongly agree 6 9%

Agree 24 34.2%

Neutral 12 17%

Disagree 22 31.4%


Total 70

Percentage

40%

35%

30%

25%

20%

15%Percentage

10%

5%

0%


agree Disagree

Interpretation:

Fr om above chart r eveals that 34.2 % of employees agree because of family

problems, 31.4 % of the employees are Disagree, 17 % of employees neutral, 9 % of

the employees strongly agree and strongly disagree.

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1.4 - Table representing answers of the respondents towards the question " I have

a problem of BP/SUGAR/Any other health problem".


Strongly agree 4 5.7%

Agree 14 20%

Neutral 12 17.1%

Disagree 24 34.2%


Total 70

Percentage

40.00%

35.00%

30.00%

25.00%

20.00%15.00%

Percentage10.00%

5.00%

0.00%


agree Disagree

Interpretation:

Fr om above chart r eveals that 34.2 % of employees are Disagree because ofhealth problems, 23 % of the employees are Strongly Disagree, 20 % of employees

are agree, 17 % of the employees neutral and 5.7 % of employees strongly agree.

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1.5 Table representing answers of the respondents towards the question " I

Physical exer cises and yoga helps to reduce the str ess.


Strongly agree 28 40%

Agree 34 48.5%

Neutral 4 6%

Disagree 2 3%


Total 70

Percentage

60%

50%

40%

30%

20% Percentage

10%

0%


agree Disagree

Interpretation:

Fr om above chart r eveals that 48.5 % of employees are agree because

physical exercise and yoga helps to reduce str ess,40 % of the employees are

Strongly agree, 6 % of employees are neutral, 3 % of the employees strongly agree and strongly disagr ee.

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Meditation and prayer helps to reduce the stress.



Agree 30 43%

Neutral 6 9%

Disagree 2 3%


Total 70

Percentage

50%

45%

40%35%

30%

25%

20%Percentage

15%10%

5%

0%


agree Disagree

Interpretation:

Fr om above chart r eveals that 43 % of employees are agree and strongly agree because meditation and prayers helps to reduce stress, 9 % of employees are neutral

and 3 % of the employees str ongly disagree and disagree.

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4.7 Table representing answers of the respondents towar ds the question " I Lack of

communication causes stress.



Agree 34 49%

Neutral 18 26%

Disagree 4 6%


Total 70

Percentage

60%

50%

40%

30%

Percentage20%

10%

0%


agree Disagree

Interpretation:

Fr om above chart r eveals that 49 % of employees are agree because lack of

communication causes stress, 26% are neutral, 20 % are strongly agree,6 % of

employees are disagree

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Spending time with family r educe stress.


Strongly agree 4 6%

Agree 52 74%

Neutral 6 9%

Disagree 6 9%


Total 70

Percentage

80%

70%

60%

50%

40%

Percentage30%

20%

10%

0%

Strongly agree Agree Neutral Disagree StronglyDisagree

Interpretation:

Fr om above chart r eveals that 74 % of employees are agree because spending

time with family r educe stress, 9 % are neutral and disagree, 65% are strongly agree3% are strongly disagr ee.

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4.9 Table representing answers of the respondents towar ds the question " I Good

working conditions reduce stress.



Agree 34 46%

Neutral 14 20%

Disagree 4 6%


Total 70

Percentage

50%45%40%

35%30%

25%20%

Percentage15%

10%5%0%

Strongly Agree Neutral Disagree Stronglyagree Disagree

Interpretation:

The above reveals that the most of the employees 46% are agree because

good working conditions reduce stress, 23% are strongly agree, 20 % are neutral, 6%

are disagr ee 3 % are strongly disagree.

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Rational Allocation of work reduces stress.


Strongly agree 6 9%

Agree 40 57%

Neutral 12 17%

Disagree 10 14%


Total 70

Percentage

60%50%

40%

30%

20% Percentage

10%

0%


agree Disagree

Interpretation:

The above char t reveals that 57 % employees says that agree because rational

allocation of work reduce str ess, 17% are neutral, 14 % are disagree,

9% are strongly agree, 3 % str ongly disagree.

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4.11 Table representing answers of the respondents towards the question " I Training

and Development programs helps to cope-up with new technology

which in turn reduces the stress.



Agree 34 46%

Neutral 12 17%

Disagree 6 9%


Total 70

Percentage

50%

40%

30%

20%Percentage

10%

0%


agree Disagree

Interpretation:

The above char t reveals that 46% of the employees says that agree because T

& D programs helps to reduce stress, 23 % are strongly agree, 17% are neutral, 9% are Disagree and 3% are strongly disagree.

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Relaxation reduces str ess.



Agree 40 57%

Neutral 10 14%

Disagree 6 9%


Total 70

Percentage

60%

50%40%

30%

20% Percentage

10%

0%


agree Disagree

Interpretation:

The above char t reveals that 57 % of employees says that agree because

relaxation r educe stress, 17% are strongly agree, 14 % are neutral, 9 % Disagree

and 3 % are strongly disagree.

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Required safety precautions r educe stress.


Strongly agree 6 9%

Agree 42 60%

Neutral 14 20%

Disagree 6 9%


Total 70

Percentage

70%60%

50%

40%

30%Percentage

20%

10%

0%


agree Disagree

Interpretation:

The above chart reveals that 60% of employees are says that agree, because

safety precautions reduce stress, 20% are neutral , 9% are strongly agree and

disagree and 3% are strongly disagree.

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4.14. Table representing answers of the respondents towards the question " I Team

building, work life balance, flexible work timings facilitates an

employee to overcome stress.



Agree 40 57%

Neutral 8 11%

Disagree 2 3%


Total 70

Percentage

60%

50%

40%

30%

Percentage20%

10%

0%


agree Disagree

Interpretation:

The above char t reveals that 57 % of employees says that agree because, Team building, wor k life balance, flexible work timings facilitates an employee to

over come stress, 26% are strongly agree, 11% ar e neutral and 3% are disagree and

strongly disagree.

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Physical work problems are in the causes stress.


Strongly agree 4 6%

Agree 40 57%

Neutral 14 20%

Disagree 8 11%


Total 70

Percentage

60%

50%

40%30%

20% Percentage

10%

0%


agree Disagree

Interpretation:

The above char t reveals that 57% of employees are says that agree because

physical work problems causes stress, 20% are neutral, 11% are disagree and 6% are

strongly agree and strongly disagree.

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4.16. Give any suggestions for better implementation stress relieving programs in this

organization.

.

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FINDINGS:

It is found that the organization realized that stress management with the good

communication employees involvement routes in organization into successful

leader in the global market.

1. Out of total employees, nearly 37% of employees says that agr ee that often

they feel that they are busy at work place, 29% of employees say that very

rarely, 14.2% say that rarely and never, 5.7% employees say that very often.

2. Out of total employees, nearly 43 % of employees disagree because the lack

of co operation at work place, 25.7 % of the employees are neutral, 20 % of

employees agree, 9 % of the employees strongly agree, 3 % of the employees

strongly disagree.

3. It is found out of the total employees 34.2 % are agree. Because of family

problems, 31.4 % of the employees ar e Disagree, 17 % of employees neutral, 9

% of the employees strongly agree and strongly disagree.

4. Out of total employees, nearly 34.2 % of employees are Disagree because of

health problems, 23 % of the employees are Strongly Disagree, 20 % of

employees are agree, 17 % of the employees neutral and 5.7 % of employees

strongly agree.

5. Nearly 48.5 % of employees are agree because physical exercise and yoga

helps to reduce str ess,40 % of the employees are Strongly agree, 6 % of

employees are neutral, 3 % of the employees strongly agree and strongly

disagree.

6. It is found that 49 % of employees are agree because lack of communication

causes stress, 26% are neutr al, 20 % are strongly agree,6 % of employees are

disagree.

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7. Out of the total employees, nearly 49 % of employees are agree because lack

of communication causes stress, 26% ar e neutral, 20 % are strongly agree,6 %

of employees are disagree.

8. Out of the total employees, nearly 74 % of employees are agree because

spending time with family reduce stress, 9 % are neutral and disagree, 65% are

strongly agree 3% are strongly disagree.

9. It is found that 46% are agree because good working conditions reduce stress,

23% are strongly agree, 20 % are neutral, 6% are disagree 3 % are strongly

disagree.

10. It is found that 57 % employees says that agree because rational allocation of

work reduce stress, 17% are neutral, 14 % are disagree, 9% are strongly

agr ee, 3 % strongly disagree.

11. Out total employees, near ly 46% of the employees says that agr ee because T

& D programs helps to reduce stress, 23 % are strongly agree, 17% are

neutral, 9% are Disagr ee and 3% are strongly disagree.

12. It is found that Out of total employees, nearly 57 % of employees says that

agr ee because relaxation reduce stress, 17% are strongly agree, 14 % are

neutral, 9 % Disagree and 3 % are strongly disagree.

13. Out of the total employees, nearly 60% of employees are says that agree,

because safety precautions reduce stress, 20% are neutr al , 9% are strongly

agr ee and disagree and 3% are strongly disagr ee.

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14. Out of the total employees, nearly 57 % of employees says that agree because,

Team building, work life balance, flexible work timings facilitates an employee

to overcome str ess, 26% are strongly agree, 11% are neutr al and 3% are

disagree and strongly disagree.

15. Out of the total employees, nearly 57% of employees are says that agree

because physical work problems causes stress, 20% are neutral, 11% are

disagree and 6% are strongly agree and strongly disagree.

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SUGGESTIONS:

A small percentage of the employees did have high stress. Person facing str ess at the

organization leads to lot of psychological problems in the form of decr ease motivation,

absenteeism, low productivity, targets, not being achieving etc. as ready for the above

said employees facing stress are advised to attend stress management courses.

Which will help them to build coping strategies and cause out their stress. The stress

management course comprise of a package program consisting of:

y Relaxation.

y Positive outlook towards work/responsibilities.

y Self analysis through personality type tests.

y Inter personal skills development.

y Protection yoga cum mediation.

y Time management.

y Since training and development and job related factors, performance appraisal

and job satisfaction were perceived stressful by the employees, the employee

should be counseled r egar ded the matter.

y Realize the excessive use of Tea/Coffee.

y Tr y to get 6-7hrs of continues sleep per day.

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CONCLUSION

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Conclusion:

The present study was conducted at NTPC in Ramagundam. The

aim was to find the stress levels, personality types of the employees. This was done

using a detailed questionnaire. The study revealed that fall under low stress category

only a small percentage is highly stressed and needed preventive action to fight

against stress. The study found positive stress prevailing in the or ganization to some

extent.

At the end of the study, we can conclude through there are signs of stress

among the employees & such stress is affecting their behaviors which can be

controlled & reduced effectively.

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APPENDIX

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QUESTIONNAIRE

1. How often do you say the word I am busy or I am having hard time at work place

(NTPC).

a) Str ongly agree b) Agree c) Neutral d) Disagree e) Strongly

disagree

2. There is a lack of cooperation in my work place. ( )


disagree

3. Family problems causes stress. (


disagree

4. I have a problem of BP/SUGAR/Any other health problem. ( )


disagree

5. Physical exercises and yoga helps to reduce the stress. ( )


disagree

6. Meditation and prayer helps to reduce the str ess. ( )


disagree

7. Lack of communication causes stress. ( )


disagree

8. Spending time with family reduce stress. ( )


disagree

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9. Good wor king conditions reduce stress. ( )


disagree

10. Rational Allocation of birth reduce stress. ( ) a)

Strongly agree b) Agree c) Neutral d) Disagree e) Strongly

disagree

11. Training and Development programs helps to cope-up with new technology

which in turn reduces the stress. ( )


disagree

12. Relaxation reduces stress. (a) Str ongly agree b) Agree c) Neutral d) Disagree e) Strongly

disagree

.

13. Required safety precautions reduce stress. ( )


disagree.

14. Team building, work life balance, flexible work timings facilitates an ( )

employee to overcome stress


disagree.

15. Physical work pr oblems in the causes stress. ( )


disagree

16.Give any suggestions for better implementation stress relieving programs in this

organization.

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BIBILOGRAPHY

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BIBILOGRAPHY

Fr ed Luthans : Or ganization Behavior

MC Graw Hill International editon

Stephan P.Robbin : Or ganization Behavior Concepts &

Applications

P.K.Agarwal : Or ganization behavior

WEBSITES:

www.ntpc.co.in

www.google.com

Documents

44989153 Projects Mba