Stress Mgnt- Hero Motocor 2013

7/21/2019 Stress Mgnt- Hero Motocor 2013

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CHAPTER-I

INTRODUCTION

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DEFINING STRESS

In the days when prehistoric man had not yet attained self-consciousness, he reacted to

any signs of danger in two ways: he fought or he fled. This is the 'fight-or-flight' response

—a term coined by W.. !annon in 1"1#. $uring this, the body reacts with alarm to the

threat: there is a rapid increase in metabolism, with hormonal, physiological and

biochemical changes ta%ing place instantly.

The body muscles become tense and the hypothalamus acti&ates the pituitary gland,

which secretes hormones that then acti&ate other hormone-producing centers li%e the

adrenal glands. The release of adrenaline and other hormones sustains the alarm reaction

and physiological changes occur in response to the stress stimulus. The body now needs

glucose for the muscles to function properly. The li&er responds by releasing some into

the bloodstream. or the glucose to be transformed into energy, e(tra o(ygen is re)uired.

The heart begins pumping blood faster to carry this e(tra supply, leading to a rise in

blood pressure.

The amount of blood a&ailable in the body is, howe&er, limited. In order to deli&er e(tra

blood to select areas—the muscles, heart, lungs, %idneys and the brain—there is a

temporary cutoff in blood supply to non-priority areas. !onse)uently, the digesti&e

system slows or stops altogether, the sali&ary glands stop secreting, blood &essels in the

%idneys and the abdomen constrict and the immune system slows down.

These physiological effects are categori*ed as 'arousal'. !oncomitant emotional

manifestations li%e fear, apprehension and worry are termed 'an(iety'.

+nce the eanderthal dealt with the threat-usually an animal, which he fought off or fled

from—the body's reactions )uic%ly returned to normal. ll of which was fine in the good

old days of yore.

/nfortunately, says corporate consultant 0anthosh abu, this wonderful sur&i&al tool

hasn't adapted to modern forms of stress. Today we react the same way with the boss as

our ancestors reacted to a tiger-despite the fact that we ha&e choices other than fighting or

fleeing

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If this stressful situation is not resol&ed 3the eanderthal could be up a tree with a saber-

toothed tiger snarling below all day long4, the body goes into a second stage, the

adaptation stage. This also happens when you aren't able to resol&e the conflict with your

boss. The changes that ha&e occurred become chronic, that is, they ta%e place all the time.

This is the stage when the body is most prone to illness.

The third stage, according to 5ans 0elye 31"674, was the stage of e(haustion which

came about if the stress was constant and prolonged. 5ere, the body's resistance finally

crumbles and death is usually the conse)uence.

8edically, stress is defined as a perturbation of the body's homeostasis. The common

indices of stress include changes in:

3i4 biochemical parameters such as epinephrine and adrenal steroids,

3ii4 physiological parameters such as heart rate and blood pressure and

3iii4 beha&ioral effects such as an(iety, fear and tension. In essence, stress is an umbrella

term that encompasses physical trauma, strenuous e(ercise, metabolic disturbances and

an(iety as they produce challenges to the body's homeostasis. The wear and tear that

stressors sub9ect our body too is termed as stress.

0ays $r !hugh: 0tress is how people react to demands placed on them and arises when

there is worry about one's capacity to cope. 0e&enty-fi&e to " per cent of adult &isits to

primary care physicians are for stress-related problems.

or the lay person, howe&er, the word stress has mental rather than physiological

connotations. s nandi Iyer, $eputy $irector at ;erman Technical !ooperation 3;T<4

says: 0tress occurs when you are incapable of handling a gi&en situation. or instance,

for soldiers constantly at the border, the situation is no longer so stressful. ut for others,

it would be.

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Need and Importance of Stress Management :

In the past decade, the news headlines ha&e definitely made it clear that the need for

stress management should be one of the top agendas in modern day society. The rages

alone such as >oad >age and the trends of &iolent acts in life today pro&e a lot of it well.

?i&ing today is a lot tougher than it was e&en in the days of the great depression. It's been

coming out in many ways such as all time occurrences of stomach and intestinal ulcers.

+thers find sleep disorders and wind up *ombies during their busy days. Insomnia is

growing in leaps and bounds.

Today stress management is important in e&eryone's li&es. It's necessary for long happy

li&es with less trouble that will come about. There are many ways to deal with stress

ranging from the dealing with the causes of stress to simply burning off its effects.

good place to start in planning your own stress management would be finding the roots

of your stress. It can come from physical e(ertion and mental strain as well. We all ha&e

these things in our e&eryday life. Its effects on our o&erall being can &ary dramatically

from others e(periences. or that reason your needs in stress management may indeeddiffer from theirs as well.

$ealing with the sources of stress is best when possible. +ften these are the things we

dwell and o&er worry about. mong them are finances, family planning, balancing

wor%@home, and often dealing with others o&er e(pectations. good place to start in

stress management is to focus on what your limitations are. While it may seem at times

you can mo&e mountainsA don't forget after the mo&e you will need a lot of rest.

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0!+BC + T5C 0T/$D

The study with the prime ob9ecti&es of ascertaining the employees towards the

0tress management program, which are re)uired to perform their 9obs effecti&ely. In

Hero MotoCorp td! "Former#$ Hero Honda Motors td!% "P&oen'( Motors P)t!

td% The studies include managers and employees.

O*+ECTI,ES OF STUD.-

0tudy has been ta%en up with the following specific +b9ecti&es.

• n understanding of a 8anager's responsibilities, within the law, to manage

stress.

• n understanding of the rele&ant !ouncil policies relating to a 8anager's

responsibilities to manage stress.

• n understanding of what stress is and the difference between pressure and stress.

• >ecogni*e the factors, both e(ternal and internal, that could trigger stress at wor%

e.g. conflict, change, bullying, unclear goals, personal problems

• >ecogni*e stress and what the early warning signs are.

• /nderta%e stress ris% assessments.

• Ta%e effecti&e remedial action to reduce employee stress.

• $e&elop personal strategies for dealing with their own stress.

Researc& met&odo#og$

6



!ollecting the data

In dealing with any problem it is often found that data at hand are inade)uate, and

therefore it becomes necessary to collect data that are appropriate. These are se&eral ways

of collecting the appropriate data, which defer considerably in conte(t of time and other

resources. 5ere for the purpose of study two %inds of data has been used.

1. Brimary data

2. 0econdary data

1. Brimary $ata

The primary data are those, which are collected afresh for the first time, and thus

happens to be original in character, with reference to this study, data is collected through.

A% Euestionnaire

*% Inter&iew method

4 Euestionnaire 8ethod

$ata is gathered by distributing Euestionnaire to managers and employees.

Euestionnaire in prepared and pre tested before using it for data collection. Euestionnaire

is a structured one consisting of )uestions, which are close, ended ha&ing fi(ed response

pattern with multiple answers.

b4 Inter&iew method

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The study also includes obtaining information from %nowledgeable persons. This

inter&iew is an informal or unstructured one with competent and articulate indi&iduals,

employees and professionals of the organi*ation.

2. 0econdary data

The secondary data are those that are already a&ailable, i.e. they refer to the data,

which ha&e already been collected and analy*ed by someone else. 0econdary data is

gathered from the organi*ation catalogues, 9ournals and boo%s.

?I8ITTI+0

1. irstly the respondents were not a&ailable readily and the data were collected as

per the con&enience of the respondents.

2. 0econdly the sample of respondents was &ery less gi&en by the organi*ation hence

appropriate sample techni)ue was not applied for selecting the respondents.

=. Thirdly, time is also one of constraints. $uration of #6 days is not sufficient to

co&er all the aspects of the study.

or the abo&e limitation the study conducted may not gi&e the true representation

of the entire organi*ation.

F



CHAPTER-II

INDUSTRIA PROFIE

/

COMPAN PROFIE

G



A0tomo1'#e 'nd0str$ 'n Ind'a

The cumulati&e production data for pril-8arch 212 shows production growth of 1=.G=

percent o&er same period last year. In 8arch 212 as compared to 8arch 211,

production grew at a single digit rate of 7.G= percent. In 211-12, the industry produced

2,=77,#=2 &ehicles of which share of two wheelers, passenger &ehicles, three wheelers

and commercial &ehicles were F7 percent, 16 percent, # percent and # percent

respecti&ely.

Domest'c Sa#es

The growth rate for o&erall domestic sales for 211-12 was 12.2# percent amounting to

1F,=F7,72# &ehicles. In the month of only 8arch 212, domestic sales grew at a rate of

1.11 percent as compared to 8arch 211.

Bassenger Hehicles segment grew at #.77 percent during pril-8arch 212 o&er same

period last year. Bassenger !ars grew by 2.1" percent, /tility Hehicles grew by 17.#F

percent and Hans by 1.1 percent during this period. In 8arch 212, domestic sales of

Bassenger !ars grew by 1".77 percent o&er the same month last year. lso, sales growth

of total passenger &ehicle in the month of 8arch 212 was at 2.6" percent 3as compared

to 8arch 2114. or the first time in history car sales crossed two million in a financial

year.

The o&erall !ommercial Hehicles segment registered growth of 1G.2 percent during

pril-8arch 212 as compared to the same period last year. While 8edium 5ea&y

!ommercial Hehicles 385!Hs4 registered a growth of F."# percent, ?ight !ommercial

Hehicles grew at 2F.=7 percent. In only 8arch 212, commercial &ehicle sales registered

a growth of 1#.G2 percent o&er 8arch 211.

Three Wheelers sales recorded a decline of 3-4 2.#= percent in pril-8arch 212 o&er

same period last year. While ;oods !arriers grew by 7.=1 percent during pril-8arch

212, Bassenger !arriers registered decline by 3-4 #.6 percent. In 8arch 212, total

Three Wheelers sales declined by 3-4 ".11 percent o&er 8arch 211.

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Total Two Wheelers sales registered a growth of 1#.17 percent during pril-8arch 212.

8opeds, 8otorcycles and 0cooters grew by 11.=" percent, 12.1 percent and 2#.66

percent respecti&ely. If we compare sales figures of 8arch 212 to 8arch 211, the

growth for two wheelers was G.2F percent.

E(ports

$uring pril-8arch 212, the industry e(ported 2,"1,66 automobiles registering a

growth of 26.## percent. Bassenger Hehicles registered growth at 1#.1G percent in this

period. !ommercial Hehicles, Three Wheelers and Two Wheelers segments recorded

growth of 26.16 percent, =#.#1 percent and 2F.1= percent respecti&ely during pril-

8arch 212. or the first time in history car e(ports crossed half a million in a financial

year.

In 8arch 212 compared to 8arch 211, o&erall automobile e(ports registered a growth

of 1F.G1 percent.

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The ritannica Cncyclopedia a motorcycle as a bi%e or tricycle propelled by an internal J

combustion engine 3or, less often by an electric engine4. The automobile was the reply to the 1" th Jcentury

reams of self-propelling the horse-drawn bi%eriage. 0imilarly, the in&ention of the motorcycle created the

self Jpropelling bicycle. The first commercial design was three-wheeler built by Cdward utler in ;reat

ritain in 1GG#. This employed a hori*ontal single-cylinder gasoline engine mounted between two steer

able front wheels and connected by a dri&e chain to the rear wheel. The 1"s saw the con&ersion of many

bicycles or pedal cycles by adding small, centrally mounted spar% ignition engine engines. There was then

felt the need for reliable constructions. This led to road trial tests and competition between manufacturers.

Tourist Trophy 3TT4 races were held on the Isle of main in 1"F as reliability or endurance races. 0uch

were the pro&ing ground for many new ideas from early two-stro%e-cycle designs to supercharged

multi&alent engines mounted on aerodynamic, bi%ebon fiber reinforced bodywor%.

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The in&ention of two wheelers is a much-debated issue. KWho in&ented the first motorcycleLM

8ay seem li%e a simple )uestion, KsafetyM, bicycle, i.e., bicycle with front and rear wheels of the same

si*e, with a pedal cran% mechanism to dri&e the rear wheel. Those bicycles in turn described from high-

wheel bicycles. The high Jwheelers descended from an early type of pushbi%e, without pedals, propelled

1



by the riderNs feet pushing against the ground. These appeared around 1G, used iron banded wagon

wheels, and were called Kbone-crushersM, both for their 9arring ride, and their tendency to toss their riders.

;ottiieb $aimler 3who credited with the building the first motorcycle in 1GG6, one wheel in the front and

one in the bac%, although it had a smaller spring-loaded outrigger wheel on each side. It was constructed

mostly of wood, the wheels were of the iron-banded wooden-spoo%ed wagon-type and it definitely had a

Kbone-crusherM chassis

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8ost of the de&elopments during the early phase concentrated on three and four-wheeled design since it

was comple( enough to get the machines running with out ha&ing to worry about them falling o&er. The

ne(t notable two-wheeler though was the 5ildebrand Wolf 8ueller, patented in 8unich in 1G"#. In

1G"6, the rench firm of $e$ion-button built and engine that was to ma%e the mass production and

common use of motorcycle possible. The first motorcycle with electric start and a fully modem electrical

systemA the 5ence special from the Indian 8otorcycle !ompany astounded the industry in 1"=1. efore

World War 1, I8! was the largest motorcycle manufacturer in the world producing o&er 2 bi%es per

year.

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The popularity of the &ehicle grew especially after 1"1, in 1"17A the Indian motorcycle company

introduced the model 5 racer, and placed it on sale. $uring World War 1, all branches of the armed forces

in Curope used motorcycles principally for dispatching. fter the war, it en9oyed a sport &ogue until the

;reat $epression began in motorcycles lasted into the late 2 th centuryA weight the &ehicle being used for

high-speed touring and sport competitions. The more sophisticated of a 126cc model. 0ince then, an

increasing number of powerful bi%es ha&e bla*ed the roads.

5I0T+>I!? I$/0T>D $CHC?+B8CT0:

Indian is the second largest manufacturer and producer to two wheelers in the World. It stands

ne(t only to Oapan and !hina in terms of the number of H produced and domestic sales respecti&ely. This

destination was achie&ed due to &ariety of reason li%e restricti&e policy followed by the go&ernment of

India towards the passenger bi%e industry, rising demand for personal transport, inefficiency in the public

transportation system etc. The Indian two-wheelers industry made a small beginning in the early 6s when

utomobile products of India 3BI4 started manufacturing scooters in the country. /ntil 1"6G, BI and

Cnfield were the sole producers.

The two Jwheelers mar%et was opened were opened to foreign competition in the mid-Gs. nd

the then mar%et leaders-Cscorts and Cnfield J were caught unaware by the onslaught of the 1cc bi%es of

the four Indo- Oapanese 9oint &entures. With the a&ailability of fuel-efficiency low power bi%es, demand

swelled, resulting in 5ero 5onda Jthen the only producer of four stro%e bi%es 31cc category4, gaining a

11



top slot.

The first Oapanese motorcycles were introduced in the early eighties. TH0 0u*u%i and 5ero

5onda brought in the first two-stro%e and four-stro%e engine motorcycles respecti&ely. These two players

initially started with assembly of !P$ Pits, and later on progressed to indigenous manufacturing.

The industry had a smooth ride in the 6s, 7s and Fs when go&ernment prohibited new entries and

strictly controlled capacity e(pansion. The industry saw a sudden growth in the Gs. The industry

witnessed a steady of 1#Q leading to a pea% &olume of 1." mn &ehicles in 1"".

In 1"" the entire automobile industry saw a drastic fall in demand. This resulted in a decline of

16Q in 1""1 and GQ in 1""2, resulting in a production loss of .#mn &ehicles. arring 5ero 5onda, all the

ma9or producers suffered from recession in D"= and D"#. 5ero 5onda showed a marginal decline in

1""2.

The reason for recession in the sector were the incessant rise in fuel prices, high input costs and

reduced purchasing power due to significant li%e increased production in 1""2, due to new entrants coupled

with recession in the industry resulted in companies either reporting losses or a fall in profits.

!+!?/0I+:

The two-wheelers mar%et has had a perceptible shift from a buyers mar%et to a sellers mar%et with a

&ariety of choice, players will ha&e compete on &arious fronts &i*. pricing, technology product design,

producti&ity after sale ser&ice, mar%eting and distribution. In the short term, mar%et shares of indi&idual

manufacturers are going to be sensiti&e to capacity, product acceptance, pricing and competiti&e pressures

from other manufacturers.

s incomes grow and people grow and people feel the need to own a pri&ate means of transport, sales

of two-wheelers will rise. Benetration is e(pected to increase to appro(imately to more than 26Q by 26.

The motorcycle segment will continue to lead the demand for two-wheelers in the coming years.

8otorcycle sale is e(pected to increase by 2Q yoy as compared to 1Q growth in the scooter mar%et and

=Q by moped sales respecti&ely for the ne(t two years.

The four-stro%e scooters will add new dimension to the two-wheeler segment in the coming future.

The sian continent is that largest user of the two-wheelers in the world. This is due to poor road

infrastructure and low per capita income, restricti&e policy on bi%e industry. This is due to oligopoly

between top fi&e players in the segment, compared to thirsty manufacturers in the bi%e industry.

5ero 5onda motors ?Td., is one of the leading companies in the two-wheeler industry. t present

it is the mar%et leader in the motorcycle segment with around #FQ the mar%et share during D 2 J1.

$uring the year, company posted a #1.16Q yoy rise in turno&er to >s.=1, 7G7.6mn in motorcycles which

12



dri&en by a =6.1FQ yoy rise in 8otorcycle sales &olumes. The company has emerged as one of the most

successful players, much ahead of its competitions an account of its superior and reliable product )uality

complemented with e(cellent mar%eting techni)ues. The company has been consistently addressing the

growing demand for motorcycles and has been cumulati&e customer base of o&er # million customers,

which is e(pected to reach 6min mar% with rural and semi-urban segment being the new class of

consumers.

1=



COMPAN PROFIE

5ero 8oto!orp ?td. 3ormerly 5ero 5onda 8otors ?td.4 is the world's largest manufacturer of two -wheelers, based in India.

In 21, the company achie&ed the co&eted position of being the largest two-wheeler manufacturing

company in India and also, the 'World o.1' two-wheeler company in terms of unit &olume sales in a

calendar year. 5ero 8oto!orp ?td. continues to maintain this position till date.

Today, e&ery second motorcycle sold in the country is a 5ero bi%e. C&ery = seconds, someone in India

buys 5ero's top-selling motorcycle J Sp#endor!

,'s'on

The story of 5ero 5onda began with a simple &ision - the &ision of a mobile and an empowered India,

powered by its two wheelers. Hero MotoCorp td., company's new identity, reflects its commitment

towards pro&iding world class mobility solutions with renewed focus on e(panding company's footprint in

the global arena.

M'ss'on

5ero 8oto!orpNs mission is to become a global enterprise fulfilling its customers' needs and aspirations for

mobility, setting benchmar%s in technology, styling and )uality so that it con&erts its customers into its

brand ad&ocates. The company will pro&ide an engaging en&ironment for its people to perform to their true

potential. It will continue its focus on &alue creation and enduring relationships with its partners

Strateg$

5ero 8oto!orpNs %ey strategies are to build a robust product portfolio across categories, e(plore growth

opportunities globally, continuously impro&e its operational efficiency, aggressi&ely e(pand its reach to

customers, continue to in&est in brand building acti&ities and ensure customer and shareholder delight.

Man0fact0r'ng

5ero 8oto!orp two wheelers are manufactured across = globally benchmar%ed manufacturing facilities.

Two of these are based at ;urgaon and $haruhera which are located in the state of 5aryana in northern

India. The third and the latest manufacturing plant is based at 5aridwar, in the hill state of /ttra%hand.

Tec&no#og$

1#



In the 1"GNs 5ero 5onda pioneered the introduction of fuel-efficient, en&ironment friendly four-stro%e

motorcycles in the country. Today, 5ero 5onda continues to be technology pioneer. It became the first

company to launch the uel In9ection 3I4 technology in Indian motorcycles, with the launch of the

;lamour I in Oune 27.

Prod0cts

5ero 5onda's product range includes &ariety of motorcycles that ha&e set the industry standards across all

the mar%et segments. The company also started manufacturing scooter in 27. 5ero 5onda offers large no.

of products and caters to wide &ariety of re)uirements across all the segments.

D'str'10t'on

The !ompany's growth in the two wheeler mar%et in India is the result of an intrinsic ability to increase

reach in new geographies and growth mar%ets. 5ero 8oto!orpNs e(tensi&e sales and ser&ice networ% now

spans o&er to 7 customer touch points. These comprise a mi( of authori*ed dealerships, ser&ice spare

parts outlets and dealer-appointed outlets across the country.

*rand

The new 5ero is rising and is poised to shine on the global arena. !ompany's new identity 5ero 8oto!orp

?td. is truly reflecti&e of its &ision to strengthen focus on mobility and technology and creating global

footprint. uilding and promoting new brand identity will be central to all its initiati&es, utili*ing e&ery

opportunity and le&eraging its strong presence across sports, entertainment and ground-le&el acti&ation

GREEN IT

A MISSION TO MAINTAIN HIGH ECOOGICA STANDARDS

Target 2e$ Areas For Ma('m0m Impact

Though according to some estimates today IT contributes to around 2-=Q of ;lobal !arbon Cmissions and

we need to control that, IT has the potential and power to impact the remaining "F-"GQ as well. The critical

element in this entire 9ourney is the ;reen IT inter&ention strategy where e&eryone agrees on plan on areas

where IT could influence the en&ironment.

Act'ons Spea3 o0der T&an P#ans

5ere are some ;reen IT Initiati&es that we ha&e ta%en or are underway at 5ero 8oto!orp:

1. ;reen IT as a focus area in the IT Bolicy

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2. ew, energy efficient datacenter with power management features

=. Hirtuali*ation and ser&er consolidation

#. /se of TTs in place of !>Ts for displays

6. >eduction of printers

7. Hideo conferencing @ !ollaboration tools - to reduce tra&el

F. uying of energy certified e)uipment - replacing old inefficient e)uipment

G. !reating n organisation

". /sage of e-learning to reduce trainee or trainer tra&el

1. ew IT initiati&es to cut paper consumption such asA

o !on&erting our paper based customer loyalty program to an online card based program

o !utting down on printing of che)ues in a big way and going for electronic fund transfer

o $igiti*ation of wor%flows needing appro&als

o /sing digital signatures and sending documents electronically to partners

Reap'ng *enef'ts

Implementing ;reen IT initiati&es benefits not only the en&ironment but the enterprise as well. 5ere are

some positi&e outcomes that we saw after embar%ing on our ;reen IT mission:

1. ocus on ;reen IT pro&ided e(cellent means for opportunity to care for the society and

en&ironment

2. or the employees, it ga&e a sense of satisfaction and ownership as they feel that they are also

trying to contribute at their le&el in sa&ing the en&ironment

=. 8any initiati&es also helped to impro&e producti&ity in the organisation - e.g. &ideo conferencing,

wor%flow automation, customer loyalty program automation, electronic transfer of funds, digital

signatures etc

#. ;reen IT has helped the IT team in day to day management - e.g. number of ser&ers to be managed

reduced as we used &irtuali*ation, or number of printers to be managed ha&e reduced

6. There were direct sa&ings in power consumption and cost thereof - whether at datacenter or at user

end it was not 9ust considering power consumption by e)uipment but also considering lower heat

generation as the room re)uires reduced air-conditioning.

7. +ther sa&ings include space, power and administrati&e cost sa&ings at the datacenter, reduced paper consumption costs, etc.

Today doing our bit for protecting the en&ironment is something that touches e&ery heart at 5ero 8oto!orp

and each and e&ery employee is trying to contribute to this initiati&e for a cleaner, greener planet.

17



HERO4S MANDATE

5ero is a world leader because of its e(cellent manpower, pro&en management, e(tensi&e dealer networ%,

efficient supply chain and world-class products with cutting edge technology from !ompany, Oapan. The

teamwor% and commitment are manifested in the highest le&el of customer satisfaction, and this goes a long

way towards reinforcing its leadership status

*OARD OF DIRECTORS

No! Name of t&e D'rectors Des'gnat'on

1 8r. ri9mohan ?all 8un9al !hairman Whole-time $irector

2 8r. Bawan 8un9al 8anaging $irector !.C.+.

= 8r. Toshia%i a%agawa Ooint 8anaging $irector

# 8r. 0umihisa u%uda Technical $irector

6 8r. 0unil Pant 8un9al on-C(ecuti&e $irector

7 8r. 0uman Pant 8un9al on-C(ecuti&e $irector

F 8r. Ta%ashi agai on-C(ecuti&e $irector

G 8r. Du9i 0higa on-C(ecuti&e $irector

" 8r. Bradeep $inodia on-e(ecuti&e Independent $irector

1 ;en. 3>etd.4 H. B. 8ali% on-e(ecuti&e Independent $irector

11 8r. nal9it 0ingh on-e(ecuti&e Independent $irector

12 $r. Britam 0ingh on-e(ecuti&e Independent $irector

1= 8s. 0hobhana hartia on-e(ecuti&e Independent $irector

1#. 8r. 8. $amodaran on-e(ecuti&e Independent $irector16. 8r. >a&i ath on-e(ecuti&e Independent $irector

17. $r. nand !. urman on-e(ecuti&e Independent $irector

*RIEF PROFIE OF DIRECTORS

MR! *RI+MOHAN A MUN+A

8r. ri9mohan ?all 8un9al is the founder $irector and !hairman of the !ompany and the R =.2 billion

5ero ;roup. 5e is the Bast Bresident of !onfederation of Indian Industry 3!II4, 0ociety of Indian

utomobile 8anufacturers 30I84 and was a 8ember of the oard of the !ountry's !entral an%

3>eser&e an% of India4. In recognition of his contribution to industry, 8r. 8un9al was conferred the

Badma hushan ward by the /nion ;o&ernment.

8r. ri9mohan ?all 8un9al is currently on the board of the following companies:

No! Name of Compan$ Nat0re of Off'ce

1 5ero 5onda 8otors ?imited !hairman and Whole-time $irector

1F

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2 5ero 5onda inlease ?imited !hairman and $irector

= 8un9al 0howa ?imited !hairman and $irector

# Casy ill ?imited $irector

6 >oc%man Industries ?imited $irector

7 0hi&am utotech ?imited $irector

2E MIESTONES OF HERO HONDA

ear E)ent

5678 Ooint !ollaboration greement with 5onda 8otor !o. ?td. Oapan signed

0hareholders greement signed

5679 5ero 5onda 8otors ?td. Incorporated

567: irst motorcycle !$ 1 rolled out

567; 1,th motorcycle produced

5676 ew motorcycle model - 0lee% introduced

5665 ew motorcycle model - !$ 1 00 introduced

6,th motorcycle produced

566< >aman 8un9al Hidya 8andir inaugurated - 0chool in the memory of founder 8anaging $irector, 8r. >am

Pant 8un9al

5669 ew motorcycle model - 0plendor introduced

1,,th motorcycle produced

566; ew motorcycle model - 0treet introduced

5ero 5onda's 2nd manufacturing plant at ;urgaon inaugurated

5667 2,,th motorcycle produced

5666 ew motorcycle model - !< introduced

Cn&ironment 8anagement 0ystem of $haruhera Blant certified with I0+-1#1 by $H 5olland

>aman 8un9al 8emorial 5ospital inaugurated - 5ospital in the memory of founder 8anaging $irector, 8

>aman Pant 8un9al

<=== #,,th motorcycle produced

Cn&ironment 8anagement 0ystem of ;urgaon Blant certified I0+-1#1 by $H 5olland

0plendor declared 'World o. 1' - largest selling single two-wheeler model

5ero 5onda Bassport Brogramme - !>8 Brogramme launched

<==5 ew motorcycle model - Bassion introduced

+ne million production in one single year

ew motorcycle model - Ooy introduced

6,,th motorcycle produced

<==< ew motorcycle model - $awn introduced

ew motorcycle model - mbition introduced

ppointed Hirender 0ehwag, 8ohammad Paif, Du&ra9 0ingh, 5arbha9an 0ingh and <aheer Phan as rand

mbassadors

1G



<==8 ecomes the first Indian !ompany to cross the cumulati&e F million sales mar%

0plendor has emerged as the World's largest selling model for the third calendar year in a row 32, 21,

224

ew motorcycle model - !$ $awn introduced

ew motorcycle model - 0plendor S introduced ew motorcycle model - Bassion Blus introduced

ew motorcycle model - Pari*ma introduced

<==9 ew motorcycle model - mbition 1=6 introduced

5ero 5onda became the World o. 1 !ompany for the third consecuti&e year.

!rossed sales of o&er 2 million units in a single year, a global record.

0plendor - World's largest selling motorcycle crossed the 6 million mar%

ew motorcycle model - !< introduced

Ooint Technical greement renewed

Total sales crossed a record of 1 million motorcycles<==: 5ero 5onda is the World o. 1 for the #th year in a row

ew motorcycle model - 0uper 0plendor introduced

ew motorcycle model - !$ $elu(e introduced

ew motorcycle model - ;lamour introduced

ew motorcycle model - chie&er introduced

irst 0cooter model from 5ero 5onda - Bleasure introduced

<==> 5ero 5onda is the World o. 1 for the 6th year in a row

16 million production milestone achie&ed<==; 5ero 5onda is the World o. 1 for the 7th year in a row

ew '0plendor U;' launched

ew '!$ $elu(e' launched

ew 'Bassion Blus' launched

ew motorcycle model '5un%' launched

2 million production milestone achie&ed

<==7 5ero 5onda 5aridwar Blant inauguration

ew 'Bleasure' launched

0plendor U; lauched with power start feature

ew motorcycle model 'Bassion Bro' launched

ew '!< Utreme' launched

26 million production milestone achie&ed

!$ $elu(e lauched with power start feature

ew ';lamour' launched

1"



<==6

<=5=

<=55

5un%' 3?imited Cdition4 launched

0plendor completed 11 million production landmar%

ew motorcycle model 'Pari*ma - <8>' launched

0il&er 9ubilee celebrations

ew model 0plendor Bro launched?aunch of new 0uper 0plendor and ew 5un%

ew licensing arrangement signed between 5ero and 5onda

?aunch of new refreshed &ersions of ;lamour, ;lamour I, !< Utreme, Pari*ma

!rosses the landmar% figure of 6 million cumulati&e sales in a single year

<=5< 8igration of all products to rand 5ero.

?aunch of Impulse, 8aestro and Ignitor.

$ebut in the 8 0uperbi%e >acing in the /0.

0trategic partnership with Cri% uell >acing 3C>4 of /0.

<=58 eemrana Blant oundation 0tone laid.

;lobal Barts !entre oundation 0tone laid.

6 8illion cumulati&e 2 wheelers production.

PROMINENT A?ARDS TO THE COMPAN

ear A@ards / Recogn't'ons

<=58

<=5<

• ;reen Bioneer ward - 21=

• usiness ?eader of the Dear ward by 5on'ble Bresident of India, 0hri. Branab 8u%her9ee, at the

l8 8anaging India wards 21= on pril 11, 21= 3!onferred on 8r. Bawan 8un9al4

• usiness ?eader of the Dear ward in the uto 3Two Wheelers4 category by $eputy !hairman of

the Blanning !ommission 8r. 8onte% 0ingh hluwalia, at the $TH usiness ?eadership wards

21= 3!onferred on 8r. Bawan 8un9al4

• !+ of the year ward 3!onferred on 8r. >a&i 0ud4

usiness ?eader in utomobiles 3two-wheelers4 at the $TH Brofit usiness ?eadership wards 212

3!onferred upon 8r. Bawan 8un9al4

est &alue for 8oney i%e 8a%er and est d&ertising in Two Wheelers !ategory at the uto India

est rand wards 212

$igital d&ertiser of the year at the Indian $igital 8edia wards 3I$84 212

Three awards 3?aunch C&ent of the year, >ural Cngagement Brogamme and ?i&e Batron ward for

8ar%eting C(cellence4 at the W+W wards organised by C&entEs

Two-wheeler 8anufacturer of the Dear award by i%e India maga*ine.

2



<=55

<=5=

d9udged the i%e 8anufacturer of the Dear at the Cconomic Times <igWheels !ar and i%e wards.

- CN*C A@aa - 0toryboard special commendation for Cffecti&e rebranding of a new corporate entity by !! waa* !onsumer wards- BMost Recommended T@o-?&ee#er *rand of t&e earB award by !! waa* !onsumer wards

- !ollo)uy ?oyalty wards BInno)at'on 'n o$a#t$ Mar3et'ng Internat'ona# <=55B for 5ero ;ood?ife- B*est Act')'t$ Generat'ng S&ort or ong-Term *rand o$a#t$B by the Bromotion 8ar%eting ward of sia +rder of 8erit for 5ero ;ood?ife- >an%ed o 1 brand in the uto 3Two-Wheelers4 category in the rand C)uity BMost Tr0sted *randB 211 sur&ey

Compan$ of t&e ear awarded by Cconomic Times wards for !orporate C(cellence 2G-".

!! TH1G +&erdri&e wards 21 4Ha## of Fame4 to Sp#endor

$TH Brofit !ar i%e wards 21 -

• T@o-@&ee#er Man0fact0rer of t&e ear

• Cn* ,'e@ers4 C&o'ce T@o-@&ee#er of t&e ear "2ar'ma MR%

*'3e Ma3er of t&e ear by CT-<igWheels !ar i%e of the Dear wards 2"

<==6 'T@o-@&ee#er Man0fact0rer of t&e ear' by $TH Brofit !ar i%e wards 2" and Bassion Bro

ad9udged as ! Hiewers' !hoice two-wheeler

Top Indian !ompany under the 'utomobile - Two-wheelers' sector by t&e D0n / *radstreet-Ro#ta

Corporate A@ards

Won ;old in the >eader's D'gest Tr0sted *rand <==6 in the '8otorcycles' category

NDT, Prof't *0s'ness eaders&'p A@ards <==6 - two-wheeler category

21



<==7 NDT, Prof't *0s'ness eaders&'p A@ard <==7 - 5ero 5onda Wins the !o&eted $TH Brofit usiness

?eadership ward 2G

TopGear Des'gn A@ards <==7 - 5un% i%e of the Dear ward

NDT, Prof't Car Ind'a / *'3e Ind'a A@ards - $TH KHiewersN !hoice wardM to 5un% in i%e

categoryInd'aT'mes M'ndscape and Sa)'#e Ro@ " A For1es Gro0p ,ent0re % o$a#t$ A@ards - K!ustomer and

rand ?oyalty wardM in utomobile 3two-wheeler4 sector

As'an Reta'# Congress A@ard for Reta'# E(ce##ence 30trategies and 0olutions of business inno&ation and

transformation4 - est !ustomer ?oyalty Brogram in utomobile category

NDT, Prof't Car Ind'a / *'3e Ind'a A@ards - i%e 8anufacturer of the year

O)erdr')e Maga'ne - i%e 8anufacturer of the year

TNS ,o'ce of t&e C0stomer A@ards.

• o.1 e(ecuti&e motorcycle 0plendor U;

• o.1 standard motorcycle !$ $elu(e

• o. premium motorcycle !< Utreme

<==; The $TH Brofit !ar India i%e India wards 2F in the following category:

• +&erall i%e of the Dear - !< U-treme

• i%e of the Dear - !< U-treme 3up to 16 cc category4

• i%e Technology of the Dear - ;lamout B;8 I

uto Tech of the Dear - ;lamout B;8 I by +&erdri&e 8aga*ine.

i%e of the Dear - !< U-treme by +&erdri&e 8aga*ine.

>an%ed !< U-treme i%e of the Dear - by 0 8otoring 8aga*ine

K8ost Trusted !ompanyM , by T0 Hoice of the !ustomer wards 27.

!$ $elu(e rated as o 1 standard motorcycle by T0 Hoice of the !ustomer wards 27.

<==> d9udged Fth Top Indian !ompany by Wallstreet Oournal sia 3Top Indian Two Wheeler !ompany4.

+ne of the G Indian companies to enter the orbes top 2 list of worldNs most reputed companies.

o. 1 in automobile industry by T0 Corporate Soc'a# Respons'1'#'t$ A@ard.

est in its class awards for each category by TNS Tota# C0stomer Sat'sfact'on A@ards <==>:• 0plendor Blus 3C(ecuti&e4

• !$ $elu(e 3Cntry4

• Bleasure 3;earless 0cooters4

0plendor Bassion - Top two models in two wheeler category by CT rand C)uity 0ur&ey 27.

d9udged Fth Top Indian !ompany by Wallstreet Oournal sia 3Top Indian Two Wheeler !ompany4.

22



Top Indian company in the utomobile - Two Wheeler sector by $un radstreet - Amer'can E(press

Corporate A@ards <==>.

5ero 5onda 0plendor rated as India's most preferred two-wheeler brand at the A@aa Cons0mer A@ards

<==>.

!ertificate of C(port C(cellence for outstanding e(port performance during 2=-# for two-wheeler three- wheelers - !omplete 3on 00I4 by Cngineering C(port Bromotion !ouncil.

CORPORATE SOCIA RESPONSI*IIT "CSR%

STA2EHODER TIES AT THE GRASSROOTS

5ero 5onda 8otors ta%es considerable pride in its sta%eholder relationships, especially ones de&eloped at

the grassroots. The !ompany belie&es it has managed to bring an economically and socially bac%ward

region in $haruhera, 5aryana, into the national economic mainstream.

n Integrated >ural $e&elopment !entre has been set up on # acres of land along the $elhi-Oaipur

5ighway. The !entre-complete with wide approach roads, clean water, and education facilities for both

adults and children-now nurtures a &ibrant, educated and healthy community.

The oundation has adopted &arious &illages located within &icinity of the 5ero 5onda factory at

$haruhera for integrated rural de&elopment. This includes:

• Installation of deep bore hand pumps to pro&ide clean drin%ing water.

• !onstructing metalled roads and connecting these &illages to the ational 5ighway 35 -G4.

• >eno&ating primary school buildings and pro&iding hygienic water and toilet facilities.

• Cnsuring a proper drainage system at each of these &illages to pre&ent water-logging.

• Bromoting non-con&entional sources of energy by pro&iding a 6 per cent subsidy on biogas

plants.

The Raman M0na# ,'d$a Mand'r began with three classes 3up to class II4 and 66 students from nearby

areas. It has now grown into a modern 0enior 0econdary, !0C affiliated co-educational school with o&er

12 students and 71 teachers. The school has a spacious playground, an ultra-modern laboratory, a well-

e)uipped audio &isual room, an acti&ity room, a well-stoc%ed library and a computer centre.

T&e Raman M0na# Sports Comp#e( has bas%etball courts, &olleyball courts, and hoc%ey and football

2=



grounds are used by the local &illagers. In the near future, sports academies are planned for &olley ball and

bas%et ball, in collaboration with ational 0ports uthority of India.

,ocat'ona# Tra'n'ng Centre

In order to help local rural people, especially women, 5ero 5onda has set up a Hocational Training !entre.

0o far 27 batches comprising of nearly 726 women ha&e been trained in tailoring, embroidery and %nitting.

The !ompany has helped women trained at this centre to set up a production unit to stitch uniforms for

5ero 5onda employees. Interestingly, most of the women are now self-employed.

Ad0#t 'terac$ M'ss'on

This 0cheme was launched on 21st 0eptember, 1""", co&ering the nearby &illages of 8alpura, Papriwas

and 0idhrawali. The pro9ect started with a modest enrolment of =7 adults. 5ero 5onda is now in the process

of imparting dult ?iteracy !apsules to another 1 adults by getting &illage heads and other prominent

&illagers to moti&ate illiterate adults.

Marr'ages of 0nderpr')'#eged g'r#s

8arriages are organi*ed from time to time, particularly for girls from bac%ward classes, by the oundation

by pro&iding financial help and other support to the families.

R0ra# Hea#t& Care

esides setting up a modern hospital, the oundation also regularly pro&ides doorstep health care ser&ices

to the local community. ree health care and medical camps are now a regular feature in the 5ero ;roup's

community outreach program

2E POICIES AN EN,IRONMENTA AND SOCIA A?ARE COMPAN

t 5ero 5onda, our goal is not only to sell you a bi%e, but also to help you e&ery step of the way in ma%ing

your world a better place to li&e in. esides its will to pro&ide a high-)uality ser&ice to all of its customers,

5ero 5onda ta%es a stand as a socially responsible enterprise respectful of its en&ironment and respectful of

the important issues.

5ero 5onda has been strongly committed not only to en&ironmental conser&ation programmers but also

e(presses the increasingly inseparable balance between the economic concerns and the en&ironmental and

social issues faced by a business. business must not grow at the e(pense of man%ind and man's future but

rather must ser&e man%ind.

B?e m0st do somet&'ng for t&e comm0n't$ from @&ose #and @e generate o0r @ea#t&!B

famous )uote from our Worthy !hairman 8r.ri9mohan ?all 8un9al.

En)'ronment Po#'c$

We at 5ero 5onda are comm'tted to demonstrate e(ce##ence 'n o0r en)'ronmenta# performance on a

2#



cont'n0a# 1as's, as an intrinsic element of our corporate philosophy.

To achie&e this we commit oursel&es to:

• Integrate en&ironmental attributes and cleaner production in all our business processes and

practices with specific consideration to substitution of ha*ardous chemicals, where &iable and

strengthen the greening of supply chain.• !ontinue product inno&ations to impro&e en&ironmental compatibility.

• !omply with all applicable en&ironmental legislation and also controlling our en&ironmental

discharges through the principles of alara 3as low as reasonably achie&able4.

• Institutionalise resource conser&ation, in particular, in the areas of oil, water, electrical energy,

paints and chemicals.

• Cnhance en&ironmental awareness of our employees and dealers @ &endors, while promoting their

in&ol&ement in ensuring sound en&ironmental management.

0a#'t$ Po#'c$

E(ce##ence 'n 0a#'t$ 's t&e core )a#0e of Hero Honda4s p&'#osop&$.

We are committed at all le&els to achie&e high )uality in whate&er we do, particularly in our products and

ser&ices which will meet and e(ceed customer's growing aspirations through:

• Inno&ation in products, processes and ser&ices.

• !ontinuous impro&ement in our total )uality management systems.

• Teamwor% and responsibility.

Safet$ Po#'c$

Hero Honda 's comm'tted to safet$ and &ea#t& of its employees and other persons who may be affected

by its operations. We belie&e that the safe wor% practices lead to better business performance, moti&ated

wor%force and higher producti&ity.

We shall create a safety culture in the organi*ation by:

• Integrating safety and health matters in all our acti&ities.

• Cnsuring compliance with all applicable legislati&e re)uirements.

• Cmpowering employees to ensure safety in their respecti&e wor% places.

• Bromoting safety and health awareness amongst employees, suppliers and contractors.

• !ontinuous impro&ements in safety performance through precautions besides participation and

training of employees.

26



INTRODUCTION A*OUT PHOENI DEAER PROFIE "PHOENI MOTORS%

PHOENI MOTORS P,T TD is dealership type of business. PHOENI MOTORS P,T TD! 's

esta1#'s&ed on <5st marc& <==8. The business is running by only one man. The owner name is c& !mad&0

mat&' the firm is located at habsiguda in 5yderabad.

;enerally the sale will be either on cash basis or on institutional basis. an% li%e ICICI

HDFC and CENTURION are pro&iding loans to customers.

d&ertising strategy of phoeni( motors.

They are gi&ing the ads through newspapers, wall paintings, hoardings and field staff.

They are upgrading sales by introducing the schemes, group boo%ings, institutional sales and customer

door-to-door acti&ities.

Categor'at'on of Staff mem1ers.

0taff members are categori*ed for technicians, 26 members are allotted for field staff, 6

members are recruited for sales for persons, 6 persons are placed for e&aluating for spare parts, 6 membersare allotted for managerial accounts and another = persons for cash transaction and other members are

allotted for remaining wor%.

C0stomer re#at'ons&'p.

They entertain the showroom pro&iding a customerNs huge ha&ing pool game, internet

facility and tele&ision with home there system. They pro&ide bile maintenance programs on e&ery wee%.

ccording to other dealers B5+CIU motors in first in sales and best in ser&ice. They treat customer, is the

&ery important person at B5+CIU motors customer satisfaction is their motto, why because, they will

satisfied customer is the best ad&ertisement. They pro&ide better &alue for the customers and as well as

employees also. t B5+CIU motors the customer is the boss.

SAES STRATEG OF PHOENI MOTORS:

&erage they are selling 2G &ehicles per day. B5+CIU motors BHT ?.T.$ is the .B s +.1

dealership in sales and other acti&itiesL It is a E?$ 3)ualify leader through )uality dealer4. t B5+CIU

motor they ga&e the )uality ser&ice to the customers why because Vthe cost is long forgotten but the )uality

is remembered for e&erM. They treat )uality has a...

E Euest for e(cellence

/ /nderstanding customerNs needs

ction to achie&e customerNs appreciation.

? ?eadership determined to be a leader

I in&ol&ing all the people

T Team spirit to wor% for a common goal

27



D Dard stic%s to measure programs.

?ARRANT ON PROPRIETAR ITEMS:

Warranty on proprietary items li%e Tyros, Tubes and attery etc, will be directly handled by the

respecti&e original manufactures 3+C8Ns4 e(cept 8!+ for batteries and $unlop and alcon tires and

Tubes. In case of any defect in proprietary items, other than the abo&e two mentioned +C8N0 the dealers

must approach the rach office dealer of the respecti&e manufacture. or 8!+ batteries and $unlop and

falcon tires, tubes claims will be accepted at our authori*ed dealerships per the mutually agreed terms and

conditions between 5C>+ and of these two +C8Ns in case the claim is not accepted for in&alid reasons.

Then the claim along with the refusal note form the +C8 can be sent to the warranty section at gorgon plan

after due to recommendation of the area ser&ice engineer. If any other si( ser&ices or subse)uent paid

ser&ices is not a&ailed as per the recommended schedule gi&en in the ownerNs manual. If 5C>+

recommended engine oil is not used. To normal wear tear components li%e bulbs, electric wiring, filters,

spar% plug, clutch plates, braded shoes, fasteners, shim washers, oil seals, gas%ets, rubber parts 3other than

tyre and tube4 plastic components, chainR sproc%ets and in case of wheel rim misalignment or bend.If there is any damage due o modification or fittings of accessories other than ones recommended by

5C>+. If the motor has been used in any competiti&e e&ents li%e trac%ing races or rallies. If there is any

damage to the painted surface due to industrial pollution or other e(traneous factors. or clams made for

any conse)uential damage due to any pre&ious malfunction. or normal phenomenon li%e noise, &ibration,

oil seepage, which do not affect the performance of the motorcycles.

SOCIA SER,ICE ACTI,ITIES

PHOENI motors participate and conduct social ser&ice acti&ities. >ecently the phoeni( motors

organi*ed a ?++$ $+TI+ !8B for the trust on 21st Oanuary 27.they moti&ated on the

consumers to participated in this camp and also pro&ide certificate for the customers

THE MAR2ETED *I2ES OF PHOENI "A## Hero Moto Corp!%

2F

http://www.heromotocorp.com/cddawn



2G

http://www.heromotocorp.com/splendornxg

http://www.heromotocorp.com/splendorplus

http://www.heromotocorp.com/cddeluxe

http://www.heromotocorp.com/pleasure



2"

http://www.heromotocorp.com/splendorpro

http://www.heromotocorp.com/glamour

http://www.heromotocorp.com/supersplendor

http://www.heromotocorp.com/passionpro



=

http://www.heromotocorp.com/hunk

http://www.heromotocorp.com/cbzxtreme

http://www.heromotocorp.com/achiever

http://www.heromotocorp.com/glamourpgmfi



=1

http://www.heromotocorp.com/en-in/ignitor

http://www.heromotocorp.com/en-in/passionxpro

http://www.heromotocorp.com/karizmazmr

http://www.heromotocorp.com/karizma



CUSTOMER REATIONSHIP.

To entertain the customers the showroom pro&iding a customers huge ha&ing pool game, Internet

facility and tele&ision with home theatre system. They pro&ide bi%e maintenance programs on e&ery

wee%. ccording to other dealers B5+CIU motors in first in sales and best in ser&ice. They treat

customer, is the &ery important person at B5+CIU motors customer satisfaction is their motto, why

because, t&e @e## sat'sf'ed c0stomer 's t&e 1est ad)ert'sement! They pro&ide better &alue for the

customers and as well as employees also. t B5+IU motors the c0stomer 's t&e 1oss!

SOCIA SER,ICE ACTI,ITIES

B5+CIU 8otors participates in social ser&ice acti&ities. The Bhoeni( motors organi*e a

=2

http://www.heromotocorp.com/en-in/impulse

http://www.heromotocorp.com/en-in/maestro



?++$ $+TI+ !8B for the trust in e&ery year. They moti&ated on the customers to participated in

this camp and also pro&ide !ertificate for the customers.

==



CHAPTER - IIIITERATURE RE,IE?

Stress management is the amelioration of stress and especially chronic stress often for

the purpose of impro&ing e&eryday functioning.

0tress produces numerous symptoms which &ary according to persons, situations, andse&erity. These can include physical health decline as well as depression.

H'stor'ca# fo0ndat'ons

Walter !annon and 5ans 0elye used animal studies to establish the earliest scientific

=#

http://en.wikipedia.org/wiki/Stress_(biological)

http://en.wikipedia.org/wiki/Chronic_stress

http://en.wikipedia.org/wiki/Walter_Cannon

http://en.wikipedia.org/wiki/Hans_Selye


http://en.wikipedia.org/wiki/Stress_(biological)

http://en.wikipedia.org/wiki/Chronic_stress

http://en.wikipedia.org/wiki/Walter_Cannon




basis for the study of stress. They measured the physiological responses of animals to

e(ternal pressures, such as heat and cold, prolonged restraint, and surgical procedures,

then e(trapolated from these studies to human beings.

0ubse)uent studies of stress in humans by >ichard >ahe and others established the &iew

that stress is caused by distinct, measureable life stressors, and further, that these life

stressors can be ran%ed by the median degree of stress they produce 3leading to the

5olmes and >ahe 0tress 0cale4. Thus, stress was traditionally conceptuali*ed to be a

result of e(ternal insults beyond the control of those e(periencing the stress. 8ore

recently, howe&er, it has been argued that e(ternal circumstances do not ha&e any

intrinsic capacity to produce stress, but instead their effect is mediated by the indi&idual's

perceptions, capacities, and understanding.

Mode#s of stress management

Transact'ona# mode#

>ichard ?a*arus and 0usan ol%man suggested in 1"G# that stress can be thought of as

resulting from an Kimbalance between demands and resourcesM or as occurring when

Kpressure e(ceeds one's percei&ed ability to copeM. 0tress management was de&eloped

and premised on the idea that stress is not a direct response to a stressor but rather one's

resources and ability to cope mediate the stress response and are amenable to change,

thus allowing stress to be controllable.

In order to de&elop an effecti&e stress management programme it is first necessary to

identify the factors that are central to a person controlling his@her stress, and to identify

the inter&ention methods which effecti&ely target these factors. ?a*arus and ol%man's

interpretation of stress focuses on the transaction between people and their e(ternal

en&ironment 3%nown as the Transactional 8odel4. The model conceptuali*es stress as a

result of how a stressor is appraised and how a person appraises his@her resources to cope

with the stressor. The model brea%s the stressor-stress lin% by proposing that if stressors

are percei&ed as positi&e or challenging rather than a threat, and if the stressed person is

=6

http://en.wikipedia.org/wiki/Holmes_and_Rahe_stress_scale

http://en.wikipedia.org/wiki/Richard_Lazarus


http://en.wikipedia.org/wiki/Richard_Lazarus



confident that he@she possesses ade)uate rather than deficient coping strategies, stress

may not necessarily follow the presence of a potential stressor. The model proposes that

stress can be reduced by helping stressed people change their perceptions of stressors,

pro&iding them with strategies to help them cope and impro&ing their confidence in their

ability to do so.

Hea#t& rea#'at'on'nnate &ea#t& mode#

The health reali*ation@innate health model of stress is also founded on the idea that stress

does not necessarily follow the presence of a potential stressor. Instead of focusing on the

indi&idual's appraisal of so-called stressors in relation to his or her own coping s%ills 3as

the transactional model does4, the health reali*ation model focuses on the nature of

thought, stating that it is ultimately a person's thought processes that determine the

response to potentially stressful e(ternal circumstances. In this model, stress results from

appraising oneself and one's circumstances through a mental filter of insecurity and

negati&ity, whereas a feeling of well-being results from approaching the world with a

)uiet mind, inner wisdom, and common sense

This model proposes that helping stressed indi&iduals understand the nature of thought—

especially pro&iding them with the ability to recogni*e when they are in the grip of insecure thin%ing, disengage from it, and access natural positi&e feelings—will reduce

their stress.

Tec&n'0es of stress management

There are se&eral ways of coping with stress. 0ome techni)ues of time management mayhelp a person to control stress. In the face of high demands, effecti&e stress management

in&ol&es learning to set limits and to say o to some demands that others ma%e. The

following techni)ues ha&e been recently dubbed K$estressiti*ersM by The Oournal of the

!anadian 8edical ssociation. destressiti*er is any process by which an indi&idual can

relie&e stress. Techni)ues of stress management will &ary according to the theoretical

=7

http://en.wikipedia.org/wiki/Well_being


http://en.wikipedia.org/wiki/Coping_skill


http://en.wikipedia.org/wiki/Time_management






paradigm adhered to, but may include some of the following:

• utogenic training

• !ogniti&e therapy

• !onflict resolution

• C(ercise

• ;etting a hobby

• 8editation

• $eep breathing

• <en Doga

• ootropics

• >ela(ation techni)ues

• rtistic C(pression

• ractional rela(ation

• Brogressi&e rela(ation

• 0pas

• 0pending time in nature

• 0tress balls

•

atural medicine• !linically &alidated alternati&e treatments

• Time management

• ?istening to certain types of rela(ing music, particularly:

o ew ge music

o !lassical music

o Bsychedelic music

Meas0r'ng stress

?e&els of stress can be measured. +ne way is through the use of the 5olmes and >ahe

0tress 0cale to rate stressful life e&ents. !hanges in blood pressure and gal&anic s%in

=F

http://en.wikipedia.org/wiki/Paradigm


http://en.wikipedia.org/wiki/Autogenic_training

http://en.wikipedia.org/wiki/Cognitive_therapy

http://en.wikipedia.org/wiki/Conflict_resolution

http://en.wikipedia.org/wiki/Physical_exercise

http://en.wikipedia.org/wiki/Hobby

http://en.wikipedia.org/wiki/Meditation

http://en.wikipedia.org/wiki/Deep_breathing

http://en.wikipedia.org/wiki/Zen_Yoga

http://en.wikipedia.org/wiki/Nootropics

http://en.wikipedia.org/wiki/Relaxation_technique

http://en.wikipedia.org/wiki/Creativity

http://en.wikipedia.org/wiki/Fractional_relaxation

http://en.wikipedia.org/wiki/Progressive_relaxation

http://en.wikipedia.org/wiki/Spa

http://en.wikipedia.org/wiki/Attention_Restoration_Theory

http://en.wikipedia.org/wiki/Stress_ball

http://en.wikipedia.org/wiki/Natural_medicine

http://en.wikipedia.org/wiki/Alternative_medicine


http://en.wikipedia.org/wiki/New_Age_music

http://en.wikipedia.org/wiki/Classical_music

http://en.wikipedia.org/wiki/Psychedelic_music



http://en.wikipedia.org/wiki/Blood_pressure

http://en.wikipedia.org/wiki/Galvanic_skin_response




http://en.wikipedia.org/wiki/Conflict_resolution

http://en.wikipedia.org/wiki/Physical_exercise

http://en.wikipedia.org/wiki/Hobby

http://en.wikipedia.org/wiki/Meditation

http://en.wikipedia.org/wiki/Deep_breathing

http://en.wikipedia.org/wiki/Zen_Yoga

http://en.wikipedia.org/wiki/Nootropics

http://en.wikipedia.org/wiki/Relaxation_technique

http://en.wikipedia.org/wiki/Creativity

http://en.wikipedia.org/wiki/Fractional_relaxation

http://en.wikipedia.org/wiki/Progressive_relaxation

http://en.wikipedia.org/wiki/Spa

http://en.wikipedia.org/wiki/Attention_Restoration_Theory

http://en.wikipedia.org/wiki/Stress_ball

http://en.wikipedia.org/wiki/Natural_medicine

http://en.wikipedia.org/wiki/Alternative_medicine


http://en.wikipedia.org/wiki/New_Age_music

http://en.wikipedia.org/wiki/Classical_music

http://en.wikipedia.org/wiki/Psychedelic_music



http://en.wikipedia.org/wiki/Blood_pressure




response can also be measured to test stress le&els, and changes in stress le&els. digital

thermometer can be used to e&aluate changes in s%in temperature, which can indicate

acti&ation of the fight-or-flight response drawing blood away from the e(tremities.

0tress management has physiological and immune benefit effects.

Effect')eness of stress management

Bositi&e outcomes are obser&ed using a combination of non-drug inter&entions:

• treatment of anger or hostility,

• autogenic training

• tal%ing therapy 3around relationship or e(istential issues4

• biofeedbac%

• cogniti&e therapy for an(iety or clinical depression

• The our 0teps to +rgani*ational 0tress 8anagement

• In order to effecti&ely deal with organi*ational stress it is essential to consider the

causes of stress, not 9ust the effects.

=G


http://en.wikipedia.org/wiki/Digital_thermometer



http://en.wikipedia.org/wiki/Fight-or-flight_response

http://en.wikipedia.org/wiki/Anger

http://en.wikipedia.org/wiki/Hostility



http://en.wikipedia.org/wiki/Biofeedback


http://en.wikipedia.org/wiki/Anxiety

http://en.wikipedia.org/wiki/Clinical_depression




http://en.wikipedia.org/wiki/Fight-or-flight_response

http://en.wikipedia.org/wiki/Anger



http://en.wikipedia.org/wiki/Biofeedback


http://en.wikipedia.org/wiki/Anxiety

http://en.wikipedia.org/wiki/Clinical_depression



• T&'s 'n)o#)es t&ree stages.

. Bre&ention 0tress Bolicy and 0tress udit@0tress >is% ssessment

. 8anagement 0tress wareness and 0tress 8anagement Training

. Treatment !ounseling@CBs• T&ere are essent'a##$ fo0r 3e$ steps e)er$ emp#o$er s&o0#d ta3e.

. 5a&e a stress policy

. !arry out a stress audit@ris% assessment

. Bro&ide stress awareness and stress management training

. Bro&ide e(ternal confidential support• Stress A0d'tStress R's3 Assessment 'n)o#)es.

. /sing e(isting information to identify hotspots. This means loo%ing at e(isting

information e.g. labour turno&er, sic%ness absence figures, time%eeping, and

complaints

. Cither using the 50C stress audit tool or a tailor made )uestionnaire

. Halidating the findings with inter&iews and@or focus groups• R$der Mars& can &e#p organ'at'ons at a## #e)e#s 'nc#0d'ng.

. ormulating a 0tress Bolicy

. !onducting a 0tress udit@0tress >is% ssessment

. Bro&iding 0tress wareness and 0tress 8anagement Training

. 5elping to select an appropriate form of e(ternal confidential support andauditing e(isting support ser&ices.

Stress Management

Ho@ to Red0ce pre)ent and Cope @'t& Stress

It may seem that thereNs nothing you can do about your stress le&el. The bills arenNt going

to stop coming, there will ne&er be more hours in the day for all your errands, and your career or family responsibilities will always be demanding. ut you ha&e a lot more

control than you might thin%. In fact, the simple reali*ation that youNre in control of your

life is the foundation of stress management.

8anaging stress is all about ta%ing charge: ta%ing charge of your thoughts, your

="



emotions, your schedule, your en&ironment, and the way you deal with problems. The

ultimate goal is a balanced life, with time for wor%, relationships, rela(ation, and fun J

plus the resilience to hold up under pressure and meet challenges head on.

In T&'s Art'c#e.

• Identify sources of stress

• ?oo% at how you cope with stress

• &oid unnecessary stress

• lter the situation

• dapt to the stressor

• ccept the things you canNt change

• 8a%e time for fun and rela(ation

• dopt a healthy lifestyle

• >elated lin%s

Ident'f$ t&e so0rces of stress 'n $o0r #'fe

0tress management starts with identifying the sources of stress in your life. This isnNt as

easy as it sounds. Dour true sources of stress arenNt always ob&ious, and itNs all too easy too&erloo% your own stress-inducing thoughts, feelings, and beha&iors. 0ure, you may

%now that youNre constantly worried about wor% deadlines. ut maybe itNs your

procrastination, rather than the actual 9ob demands, that leads to deadline stress.

To identify your true sources of stress, loo% closely at your habits, attitude, and e(cuses:

• $o you e(plain away stress as temporary 3KI 9ust ha&e a million things going on

right nowM4 e&en though you canNt remember the last time you too% a breatherL• $o you define stress as an integral part of your wor% or home life 3KThings are

always cra*y around hereM4 or as a part of your personality 3KI ha&e a lot of

ner&ous energy, thatNs allM4.

• $o you blame your stress on other people or outside e&ents, or &iew it as entirely

normal and une(ceptionalL

#

http://helpguide.org/mental/stress_management_relief_coping.htm#identify

http://helpguide.org/mental/stress_management_relief_coping.htm#look

http://helpguide.org/mental/stress_management_relief_coping.htm#avoid

http://helpguide.org/mental/stress_management_relief_coping.htm#alter

http://helpguide.org/mental/stress_management_relief_coping.htm#adapt

http://helpguide.org/mental/stress_management_relief_coping.htm#accept

http://helpguide.org/mental/stress_management_relief_coping.htm#maketime

http://helpguide.org/mental/stress_management_relief_coping.htm#adopt

http://helpguide.org/mental/stress_management_relief_coping.htm#online

http://helpguide.org/mental/stress_management_relief_coping.htm#identify

http://helpguide.org/mental/stress_management_relief_coping.htm#look

http://helpguide.org/mental/stress_management_relief_coping.htm#avoid

http://helpguide.org/mental/stress_management_relief_coping.htm#alter

http://helpguide.org/mental/stress_management_relief_coping.htm#adapt

http://helpguide.org/mental/stress_management_relief_coping.htm#accept

http://helpguide.org/mental/stress_management_relief_coping.htm#maketime

http://helpguide.org/mental/stress_management_relief_coping.htm#adopt

http://helpguide.org/mental/stress_management_relief_coping.htm#online



/ntil you accept responsibility for the role you play in creating or maintaining it, your

stress le&el will remain outside your control.

Start a stress o0rna#

stress 9ournal can help you identify the regular stressors in your life and the way you

deal with them. Cach time you feel stressed, %eep trac% of it in your 9ournal. s you %eep

a daily log, you will begin to see patterns and common themes. Write down:

• What caused your stress 3ma%e a guess if youNre unsure4.

• 5ow you felt, both physically and emotionally.

• 5ow you acted in response.

• What you did to ma%e yourself feel better.

oo3 at &o@ $o0 c0rrent#$ cope @'t& stress

Thin% about the ways you currently manage and cope with stress in your life. Dour stress

9ournal can help you identify them. re your coping strategies healthy or unhealthy,

helpful or unproducti&eL /nfortunately, many people cope with stress in ways that

compound the problem.

Un&ea#t&$ @a$s of cop'ng @'t& stress

These coping strategies may temporarily reduce stress, but they cause more damage in

the long run:

• 0mo%ing

• $rin%ing too much

• +&ereating or undereating

• /sing pills or drugs to rela(

• 0leeping too much

• Brocrastinating

#1



• <oning out for hours in front of the

TH or computer

• Withdrawing from friends, family,

and acti&ities

• illing up e&ery minute of the day to

a&oid facing problems

• Ta%ing out your stress on others

3lashing out, angry outbursts,

physical &iolence4

earn'ng &ea#t&'er @a$s to manage stress

If your methods of coping with stress arenNt contributing to your greater emotional and

physical health, itNs time to find healthier ones. There are many healthy ways to manage

and cope with stress, but they all re)uire change. Dou can either change the situation or

change your reaction. When deciding which option to choose, itNs helpful to thin% of the

four s: a&oid, alter, adapt, or accept.

0ince e&eryone has a uni)ue response to stress, there is no Kone si*e fits allM solution to

managing it. o single method wor%s for e&eryone or in e&ery situation, so e(periment

with different techni)ues and strategies. ocus on what ma%es you feel calm and in

control.

Dea#'ng @'t& Stressf0# S't0at'ons. T&e Fo0r AJs

C&ange t&e s't0at'on.

• &oid the stressor.

• lter the stressor.

C&ange $o0r react'on.

• dapt to the stressor.

• ccept the stressor.

Stress management strateg$ . A)o'd 0nnecessar$ stress

ot all stress can be a&oided, and itNs not healthy to a&oid a situation that needs to be

addressed. Dou may be surprised, howe&er, by the number of stressors in your life that

you can eliminate.

#2



• earn &o@ to sa$ KnoL Pnow your limits and stic% to them. Whether in your

personal or professional life, refuse to accept added responsibilities when youNre

close to reaching them. Ta%ing on more than you can handle is a surefire recipe

for stress.

• A)o'd peop#e @&o stress $o0 o0t J If someone consistently causes stress in your

life and you canNt turn the relationship around, limit the amount of time you spend

with that person or end the relationship entirely.

• Ta3e contro# of $o0r en)'ronment J If the e&ening news ma%es you an(ious,

turn the TH off. If trafficNs got you tense, ta%e a longer but less-tra&eled route. If

going to the mar%et is an unpleasant chore, do your grocery shopping online.

• A)o'd &ot-10tton top'cs J If you get upset o&er religion or politics, cross them

off your con&ersation list. If you repeatedly argue about the same sub9ect with the

same people, stop bringing it up or e(cuse yourself when itNs the topic of

discussion.

• Pare do@n $o0r to-do #'st J naly*e your schedule, responsibilities, and daily

tas%s. If youN&e got too much on your plate, distinguish between the KshouldM and

the Kmusts.M $rop tas%s that arenNt truly necessary to the bottom of the list or

eliminate them entirely.

Stress management strateg$. A#ter t&e s't0at'on

If you canNt a&oid a stressful situation, try to alter it. igure out what you can do to

change things so the problem doesnNt present itself in the future. +ften, this in&ol&es

changing the way you communicate and operate in your daily life.

• E(press $o0r fee#'ngs 'nstead of 1ott#'ng t&em 0p! If something or someone is

bothering you, communicate your concerns in an open and respectful way. If you

donNt &oice your feelings, resentment will build and the situation will li%ely

remain the same.

• *e @'##'ng to comprom'se! When you as% someone to change their beha&ior, be

willing to do the same. If you both are willing to bend at least a little, youNll ha&e

a good chance of finding a happy middle ground.

#=



• *e more assert')e! $onNt ta%e a bac%seat in your own life. $eal with problems

head on, doing your best to anticipate and pre&ent them. If youN&e got an e(am to

study for and your chatty roommate 9ust got home, say up front that you only ha&e

fi&e minutes to tal%.

• Manage $o0r t'me 1etter! Boor time management can cause a lot of stress. When

youNre stretched too thin and running behind, itNs hard to stay calm and focused.

ut if you plan ahead and ma%e sure you donNt o&ere(tend yourself, you can alter

the amount of stress youNre under.

Stress management strateg$. Adapt to t&e stressor

If you canNt change the stressor, change yourself. Dou can adapt to stressful situations and

regain your sense of control by changing your e(pectations and attitude.

• Reframe pro1#ems! Try to &iew stressful situations from a more positi&e

perspecti&e. >ather than fuming about a traffic 9am, loo% at it as an opportunity to

pause and regroup, listen to your fa&orite radio station, or en9oy some alone time.

• oo3 at t&e 1'g p'ct0re! Ta%e perspecti&e of the stressful situation. s% yourself

how important it will be in the long run. Will it matter in a monthL yearL Is it

really worth getting upset o&erL If the answer is no, focus your time and energy

elsewhere.

• Ad0st $o0r standards! Berfectionism is a ma9or source of a&oidable stress. 0top

setting yourself up for failure by demanding perfection. 0et reasonable standards

for yourself and others, and learn to be o%ay with Kgood enough.M

• Foc0s on t&e pos't')e! When stress is getting you down, ta%e a moment to reflect

on all the things you appreciate in your life, including your own positi&e )ualities

and gifts. This simple strategy can help you %eep things in perspecti&e.

Ad0st'ng o0r Att't0de

5ow you thin% can ha&e a profound effect on your emotional and physical well-being.

Cach time you thin% a negati&e thought about yourself, your body reacts as if it were in

##



the throes of a tension-filled situation. If you see good things about yourself, you are

more li%ely to feel goodA the re&erse is also true. Climinate words such as always,

ne&er, should, and must. These are telltale mar%s of self-defeating thoughts.

Stress management strateg$. Accept t&e t&'ngs $o0 canJt c&ange

0ome sources of stress are una&oidable. Dou canNt pre&ent or change stressors such as the

death of a lo&ed one, a serious illness, or a national recession. In such cases, the best way

to cope with stress is to accept things as they are. cceptance may be difficult, but in the

long run, itNs easier than railing against a situation you canNt change.

• DonJt tr$ to contro# t&e 0ncontro##a1#e! 8any things in life are beyond our

control— particularly the beha&ior of other people. >ather than stressing out o&er

them, focus on the things you can control such as the way you choose to react to

problems.

• oo3 for t&e 0ps'de! s the saying goes, KWhat doesnNt %ill us ma%es us

stronger.M When facing ma9or challenges, try to loo% at them as opportunities for

personal growth. If your own poor choices contributed to a stressful situation,

reflect on them and learn from your mista%es.

• S&are $o0r fee#'ngs! Tal% to a trusted friend or ma%e an appointment with a

therapist. C(pressing what youNre going through can be &ery cathartic, e&en if

thereNs nothing you can do to alter the stressful situation.

• earn to forg')e! ccept the fact that we li&e in an imperfect world and that

people ma%e mista%es. ?et go of anger and resentments. ree yourself from

negati&e energy by forgi&ing and mo&ing on.

Stress management strateg$. Ma3e t'me for f0n and re#a(at'on

eyond a ta%e-charge approach and a positi&e attitude, you can reduce stress in your life

by nurturing yourself. If you regularly ma%e time for fun and rela(ation, youNll be in a

better place to handle lifeNs stressors when they ine&itably come.

#6



Hea#t&$ @a$s to re#a( and rec&arge

• ;o for a wal%.

• 0pend time in nature.

• !all a good friend.

• 0weat out tension with a good

wor%out.

• Write in your 9ournal.

• Ta%e a long bath.

• ?ight scented candles

• 0a&or a warm cup of coffee or tea.

• Blay with a pet.

• Wor% in your garden.

• ;et a massage.

• !url up with a good boo%.

• ?isten to music.

• Watch a comedy

$onNt get so caught up in the hustle and bustle of life that you forget to ta%e care of your

own needs. urturing yourself is a necessity, not a lu(ury.

• Set as'de re#a(at'on t'me! Include rest and rela(ation in your daily schedule.

$onNt allow other obligations to encroach. This is your time to ta%e a brea% from

all responsibilities and recharge your batteries.

• Connect @'t& ot&ers! 0pend time with positi&e people who enhance your life.

strong support system will buffer you from the negati&e effects of stress.

• Do somet&'ng $o0 eno$ e)er$ da$! 8a%e time for leisure acti&ities that bring

you 9oy, whether it be starga*ing, playing the piano, or wor%ing on your bi%e.

• 2eep $o0r sense of &0mor! This includes the ability to laugh at yourself. The act

of laughing helps your body fight stress in a number of ways.

earn t&e re#a(at'on response

Dou can control your stress le&els with rela(ation techni)ues that e&o%e the bodyNs

rela(ation response, a state of restfulness that is the opposite of the stress response.

>egularly practicing these techni)ues will build your physical and emotional resilience,

heal your body, and boost your o&erall feelings of 9oy and e)uanimity.

#7



Read Stress Re#'ef. Re#a(at'on Pract'ces T&at Red0ce Stress

Stress management strateg$. Adopt a &ea#t&$ #'fest$#e

Dou can increase your resistance to stress by strengthening your physical health.

• E(erc'se reg0#ar#$! Bhysical acti&ity plays a %ey role in reducing and pre&enting

the effects of stress. 8a%e time for at least = minutes of e(ercise, three times per

wee%. othing beats aerobic e(ercise for releasing pent-up stress and tension.

• Eat a &ea#t&$ d'et! Well-nourished bodies are better prepared to cope with stress,

so be mindful of what you eat. 0tart your day right with brea%fast, and %eep your

energy up and your mind clear with balanced, nutritious meals throughout the day.

• Red0ce caffe'ne and s0gar! The temporary highs caffeine and sugar pro&ide

often end in with a crash in mood and energy. y reducing the amount of coffee,

soft drin%s, chocolate, and sugar snac%s in your diet, youNll feel more rela(ed and

youNll sleep better.

• A)o'd a#co&o# c'garettes and dr0gs! 0elf-medicating with alcohol or drugs may

pro&ide an easy escape from stress, but the relief is only temporary. $onNt a&oid

or mas% the issue at handA deal with problems head on and with a clear mind.

• Get eno0g& s#eep! de)uate sleep fuels your mind, as well as your body. eeling

tired will increase your stress because it may cause you to thin% irrationally.

#F

http://helpguide.org/mental/stress_relief_meditation_yoga_relaxation.htm

http://helpguide.org/mental/stress_relief_meditation_yoga_relaxation.htm



To O)ercome t&e Stress.

Whether you li%e it or not, stress is part of our life. s long as you're still ali&e and

%ic%ing, there is time that you'll e(perience stress. 8any people deal with stress without

first trying to find out the root cause. They resort to medications which will only lead to

temporary solution and the problems will return once the effect of the medication has

ended. To get rid of stress permanently, we need to find out what started it in the first

place.

Bersonal stress management is about understanding, learning and de&eloping a personal

s%ill-set and techni)ues to deal with your stress. +f course it in&ol&es see%ing helps from

other people but ultimately it will depend on yourself to find your own ways to cope with

your daily stress.

#G



5ere are some personal stress management techni)ues you can use to o&ercome your

stress:

Identify Dour 0tressors

0tress doesn't happen in a &acuum. It's being initiated both e(ternally and internally,

things that come at you from the en&ironment, things that bug your body and things that

menace your mind. These things are called stressors. or e(ample, a scenario or e&ents in

#"



your life that will affect your emotional, mental and physical faculties in a negati&e way.

The first step in de&eloping your personal stress management is to identify what are your

stressors and how they can affect your life. 8ost often, stress starts off with the mind,

then branches off and affects your emotions, and if left uncontrolled will then begins to

ta%e its toll on your body.

$o not allow stress to get bottled up your emotions, find ways to release it. +ne effecti&e

techni)ue is to write down those stressors or problems that are bothering you, then re&iew

them one by one and see how you can o&ercome it. 0ee% help and tal% with a close friend

or a family member about your problems is a &ery effecti&e way to deal with your stress.

0o, ta%e some time off to reflect on what problems in your life that are stressing you out.

5a&e !ourage To ace Dour Broblems

ow that you'&e identified your problems or stressors, you need to ha&e a courage to face

them head on and find the solutions. This is the only approach that can o&ercome your

stress permanently. >esorting to medications will only gi&e you a temporary solution.

s mentioned, stress is part of our life whether you li%e it or not, so you're going to ha&e

to deal with it. The only )uestion is howL Dou can either allow stress to control and ruin

your life, or you can learn to laugh and roll with the punches. >ecogni*ing your stressors

6



and ha&ing the courage to face it head on can help you attain new le&els of mental and

physical toughness.

>ela( and try to %eep your mind on the positi&e aspects of life and on actions that can

impro&e or sol&e your problems. nd try to forget e&erything that is irre&ocably painful.

est of all, you don't ha&e to do this alone, see% help from closed friends or family.

s you can see, the secret to success in personal stress management is to first identify the

root cause or the stressors in your life, and then face it head on. ocus on the bright side

of life and ta%e actions to tac%le your problems one at a time. Dou ha&e to be bra&e to

ac%nowledge your wea%nesses and problems and see% help from others.

61



CHAPTER I,

DATA ANASIS / INTERPRETATION

62



14 What is 0tress ccording to DouLa4 Bsychological response b4 feeling e(perienced by a personc4 $emand or Bressure

d4 Cmotional effect

Barticulars >esponse 3o of persons4

Bsychological response G

feeling e(perienced by a

person

16

$emand or Bressure #

Cmotional effect =

Interpretation:

G members said the about stress as a Bsychological response, 16 members said

the about stress as feeling e(perienced by a person, # members said the

about stress as a $emand or Bressure = members said the about stress as

Cmotional effect.

6=



24 When $o Dou ;et 0tresseda4 Dou are pressured by your superiors b4 Boor planning of 9ob

c4 Boor time managementd4 >elation t wor% e4 ll the abo&e


Dou are pressured by your

superiors

7

Boor planning of 9ob 6

Boor time management F

>elation t wor% -

ll the abo&e 12

Interpretation:7 respondents get stressed pressured by your superiors and 6 are stressed by

Boor planning of 9ob, Farefrom Boor time management and 12 are by all the

abo&e.=4 5ow $id Dou 8anage Dour 0tressL

6#



a4 Time 8anagement b4 /pdating Pnowledgec4 Blanning the 9ob scheduled4 ;etting support from colleagues or superiors


Time 8anagement 7

/pdating Pnowledge 7

Blanning the 9ob schedule 1#

;etting support from

colleagues or superiors

#

Interpretation:

7 persons manage the stress by time management and 7 by updating %nowledge and 1#are planning the 9ob schedule and # by getting support from colleagues or superiors

#4 What are the methods used in your organi*ation in order to help the staff in

manageing stressLa4 >est room b4 Doga and 8editationc4 Bhysical C(ercise and indoor gamesd4 8usic

66



e4 one of the abo&e


>est room #

Doga and 8editation 2

Bhysical C(ercise and indoor

games

6

8usic -

one of the abo&e 1"

Interpretation:# employees are managing the stress by using rest rooms and 2 by meditation and yoga 6 by Bhysical C(ercise and indoor games and 1" are using other.

64 Is it necessary that the organi*ation should ta%e up the programmers for stress

managementLa4 Des b4 o


67



Des 2#

o 7

Interpretation:

2# respondents said that the organi*ation should ta%e up the programmers for stressmanagement and 7 are said that no need to do.

74 When Dou eel stress, who will help you to o&ercome the stressL

a4 8anagement b4 amilyc4 riendsd4 !olleaguese4 one of the abo&e


6F



8anagement =

amily 12

riends -

!olleagues "

one of the abo&e 7

Interpretation:= respondents said that management will help and 12 said that family and "

respondents said that !olleagues and remaining 7 said none of the abo&e.F4 What are the methods used by you to o&ercome the stressL

a4 >ela(ation techni)ues b4 Ta%ing short brea%s between wor%

c4 5a&ing fun with colleaguesd4 +thers


>ela(ation techni)ues 1

6G



Ta%ing short brea%s

between wor%

11

5a&ing fun with colleagues 7

+thers =

Interpretation:1 respondents are using >ela(ation techni)ues and 11are Ta%ing short brea%s

between wor% and 7 are 5a&ing fun with colleagues and remaining = are using

other techni)ues.

G4 To reduce 8y stressLa4 I will wor% &ery fast b4 IN should decide when to rela(c4 I will wor% &ery intensi&elyd4 I will plan my 9ob schedules

e4 I should maintain good relationsf4 +ther


I will wor% &ery fast #

IN should decide when to rela( =

6"



I will wor% &ery intensi&ely -

I will plan my 9ob schedules 21

I should maintain good relations 2

+ther -

Interpretation:# respondents said that I will wor% &ery fast and =are IN should decide when to rela(,21respondents said that they will plan my 9ob schedules, 2 are said that maintain good

relations.

"4 $oes your personal stress interface in your wor% lifeLa4 Des b4 oc4 t times


Des 7

o 1=

t times 11

7



Interpretation:7 respondents said that personal stress will interfere in wor% life and 1= are said noimpact and 11 are said that at the time of the mind set.

14 re there any recreational programs@e&ents at your wor% placeLa4 Des b4 o


Des 1

o 2

71



Interpretation:1 employees are said that there are recreational programs@e&ents at your wor% placend 2 said that there are no such programs.

114 s per your opinion which of the following cause the ma9or lossLa4 Bositi&e 0tress b4 egati&e 0tressc4 oth of themd4 ?ac% of competencies o&er the 9ob


Bositi&e 0tress -

egati&e 0tress 7

72



oth of them -

?ac% of competencies o&er the

9ob

2#

Interpretation:7 said that egati&e stress causes ma9or loss and 2# said that ?ac% of

competencies o&er the 9ob cause ma9or loss.

124 $o you setup reasonable and attainable goals when you ha&e a large pro9ect to

computerLa4 Des b4 o


Des 2=

o F

7=



Interpretation:2= respondentNs setup reasonable and attainable goals when you ha&e a large

pro9ect to computer and F say o.

1=4 re you satisfied with the 9ob at the wor% en&ironmentLa4 Des b4 o


Des 2#

o 7

7#



Interpretation:2# respondents are satisfied with the 9ob at the wor% en&ironmentnd 7 are un satisfied with the 9ob at the wor% en&ironment.

1#4 5ow is the communication among you and the subordinates in an organi*ationLa4 ;ood b4 adc4 Boor


;ood 21

ad 6

Boor #

76



Interpretation:21 employees are said that good communication among you and the

subordinates in an organi*ation and 6 said bad communication among you and

the subordinates in an organi*ation and # said it is poor.

164 5ow would you best describe the nature of your 9obLa4 !hallenging b4 8a%ing the best use of your abilitiesc4 >outingd4 $ull


!hallenging "

8a%ing the best use of your

abilities

11

>outing 1

$ull -

77



Interpretation:" said that !hallenging is the best describe the nature of your 9ob and 11 said

that 8a%ing the best use of your abilities, 1 said that >outing.

174 $oes organi*ation pro&ides you any assistance for stress related problemsLa4 Des b4 o


Des G

o 22

7F



Interpretation: G respondents said that organi*ation pro&ides assistance for stress related

problemsnd 22 said than not doing.

1F4 $o you feel you ha&e enough s%ills to handle the responsibilities assigned to your

roleLa4 Des b4 o


Des 2#

o 7

7G



Interpretation:2# are said that they feel enough s%ills to handle the responsibilities assigned

their role, 7 said they are not feeling.

1G4 What is the effect of stress on youLa4 5ealth problems b4 $isrupted sleep@tirednessc4 +&er drin%ingd4 Irritabilitye4 ot carrying your 9ob as well as you should


5ealth problems "

$isrupted sleep@tiredness F

+&er drin%ing -

Irritability G

ot carrying your 9ob as -

7"



well as you should

Interpretation:" said that 5ealth problems effect of stress and F said $isrupted

sleep@tiredness effect of stress and G said Irritability.

1"4 $o you feel introduction of stress management and its pre&enti&e actions in e&ery

organi*ation mandatoryLa4 Des b4 o

If yes please comment


Des 1G

o 12

F



Interpretation:1G feel that introduction of stress management and its pre&enti&e actions in

e&ery organi*ation mandatory and 12 say no

CHAPTER-,

!+!?/0I+

0/;;C0TI+0

F1



CU/>C

I?I+;>B5D

CONCUSION

rom the stress management in the Hero MotoCorp td, I concluded that the organi*ation

was following the stress control principals and they are maintain the employees &ery

satisfactory at their wor%

• +rgani*ation should focus on the benefit that are aimed to words self

impro&ement of the employees.

• +rgani*ation need to maintain the appropriate balance of wor%.

• +pportunity for career growth should impro&e.

• enefits pro&ided by the organi*ation are &ery good to satisfy the employee

personal needs.

F2



• Teamwor% in the organi*ation is &ery good.

• +rgani*ation should focus on the training sessions in order to moti&ate the

employees.

• +rgani*ation need to pro&ide scope for the employee de&elopment.

• There is no discrimination at wor% place.

• The relationship with superior at wor%place is good.

• +n the whole the )uality of wor% life good.

SUGGESTIONS

There should be coordination and cooperation between e(ecuti&es and non-

e(ecuti&es.

The employees ha&e a high degree of understanding of the concept of wor%erNs

participation in management

0uggesti&e and collecti&e bargaining should be more effecti&e that they can play

much greater role in eliminating the communication gap between management

and wor%ers.

F=



The committees should pay more attention on areas where is scope for

impro&ements, so as to impro&e the o&erall performance of the company.

The employees want the company to gi&e rewards in accomplishing the tas%s.

Impro&e the promotion and recognition system.

C&ery year a sur&ey should be conducted by management regarding the

grie&ances and settlement should be done so that e&ery employee will wor% with

dedication.

0ee that the )uality of food is maintained in the canteen.

The suggestions of the wor%ers must be gi&en importance in the decision ma%ing.

The &arious other facilities and schemes pro&ided by the company such as sports,

recreation, compensation and benefit pac%ages, incenti&es etc are satisfactory.

CU/>C

I UUUUUUUU studding 8 in UUUUUUUUUUUU of usiness

management, /ndergoing a pro9ect in your organi*ation Hero Motors td

"P&oen'( Motors P)t! td%!,. Pindly spare some time to gi&e &aluableinformation.

;eneral profile of The Cmployee

Bro9ect Title :

Cmployee ame :

F#



$esignation :

$epartment :

Cducational Eualification :

C(perience :

14 What is 0tress ccording to DouL 3 4a4 Bsychological response b4 feeling e(perienced by a personc4 $emand or Bressured4 Cmotional effect

24 When $o Dou ;et 0tressed 3 4

a4 Dou are pressured by your superiors b4 Boor planning of 9obc4 Boor time managementd4 >elation t wor% e4 ll the abo&e

=4 5ow $id Dou 8anage Dour 0tressL 3 4a4 Time 8anagement b4 /pdating Pnowledgec4 Blanning the 9ob scheduled4 ;etting support from colleagues or superiors

#4 What are the methods used in your organi*ation in order to help the staff in

managing stressL

3 4a4 >est room b4 Doga and 8editationc4 Bhysical C(ercise and indoor gamesd4 8usice4 one of the abo&e

64 Is it necessary that the organi*ation should ta%e up the programmers for stress

managementL 3 4a4 Des b4 o

74 When Dou eel stress, who will help you to o&ercome the stressL 3 4a4 8anagement b4 amilyc4 riendsd4 !olleagues

F6



e4 one of the abo&eF4 What are the methods used by you to o&ercome the stressL 3 4

a4 >ela(ation techni)ues b4 Ta%ing short brea%s between wor% c4 5a&ing fun with colleagues

d4 +thersG4 To reduce 8y stressL 3 4a4 I will wor% &ery fast b4 IN should decide when to rela(c4 I will wor% &ery intensi&elyd4 I will plan my 9ob schedulese4 I should maintain good relationsf4 +ther

"4 $oes your personal stress interface in your wor% lifeL 3 4a4 Des b4 o

c4 t times14 re there any recreational programs@e&ents at your wor% placeL 3 4a4 Des b4 o

114 s per your opinion which of the following cause the ma9or lossL 3 4a4 Bositi&e 0tress b4 egati&e 0tressc4 oth of themd4 ?ac% of competencies o&er the 9ob

124 $o you setup reasonable and attainable goals when you ha&e a large pro9ect to

computerL

a4 Des 3 4 b4 o1=4 re you satisfied with the 9ob at the wor% en&ironmentL 3 4

a4 Des b4 o

1#4 5ow is the communication among you and the subordinates in an organi*ationL 3

4a4 ;ood b4 adc4 Boor

164 5ow would you best describe the nature of your 9obL 3

4a4 !hallenging b4 8a%ing the best use of your abilitiesc4 >outingd4 $ull

174 $oes organi*ation pro&ides you any assistance for stress related problemsL 3

4a4 Des

F7



b4 o1F4 $o you feel you ha&e enough s%ills to handle the responsibilities assigned to your

roleLa4 Des

3 4

b4 o1G4 What is the effect of stress on youL 3

4a4 5ealth problems b4 $isrupted sleep@tirednessc4 +&er drin%ingd4 Irritabilitye4 ot carrying your 9ob as well as you should

1"4 $o you feel introduction of stress management and its pre&enti&e actions in e&ery

organi*ation mandatoryL 3 4a4 Des

b4 oIf yes please comment

24 $o you ha&e any suggestion regarding impro&ement of e(isting stress

management practices in your organi*ationL

FF



*I*IOGRAPH

Books referred .

5uman resource 8anagement by Peith $a&is.

5uman resource 8anagement by H.0.B.>ao.

5uman resource 8anagement by isher 0choenfeldt 0haw.

Bersonal 5>8 by ;eorge T.mil%o&ich.

5uman resource Bersonal 8anagement by swathappa.

Websites.

www.google.comwww.stressmanagement.comwww.heromotocorp.comwww.phoeni(motors.com

http://www.google.com/

http://www.stressmanagement.com/

http://www.heromotocorp.com/

http://www.phoenixmotors.com/

http://www.google.com/

http://www.stressmanagement.com/

http://www.heromotocorp.com/

http://www.phoenixmotors.com/

Documents

Stress Mgnt- Hero Motocor 2013