Stress Management Project

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A STUDY ON STRESS MANAGEMENT
IN
National Thermal Power Corporation LTD
Ramagunam

*
P+O,E-$ +EPO+$
./012$$E3 $O
!A!ATIYA UNI"ERSITY
2n Partial Fulfillment of +e4uirement For $he *war" Of $he
#Ma$ter o% &u$ine$$ Amini$tration#
0y
K.REKHA REDDY
'()( *+C,l(-+.
/#3E+ $5E 6/23E#-E OF
Mr/ E/ MANO0AR
DEPARTMENT O1 &USINESS MANAGEMENT
UNI"ERSITY POST GRADUATE COLLEGE
!A!ATIYA UNI"ERSITY23ARANGAL
6O3*7*+285*#2! 8*+21#*6*+ 32.$ -9:9;:<
;::=-:>
?
DECLARATION
2 hereby "eclare that this project @@STRESS MANAGEMENT4
"one in #$P- +amaun"am is oriinal wor& by him for the awar" of partial
fulfillment of the "eree of MASTER O1 &USINESS
ADMINISTRATION in 0UMAN RESOURCE MANAGEMENT to
#UNI"ERSITY P/G/ COLLEGE55 6o"aAari&hani !A!ATIYA
UNI"ERSITY4 is recor" of bonifie" wor& carrie" out by me.
2 also "eclare that this project is a result of my own effort an" that not
been submitte" to any other /niAersity / 2nstitution for the awar" of any
"eree.
!/ RE!0A REDDY
()(*+C,*(-+
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ACKNOWLEDGEMENT
2 am Aery than&ful to manaement of the B#ational $hermal Power station!
+amaun"am! for eCten"in their-cooperation in completion of project
wor&.
2 am than&ful to Prof. Thirumala Rao Garu, Principal of /niAersity post
6ra"uate -ollee! an" my Decturer Mr. E. Manohar Sir! who constant
ui"ance ha" iAen Aery Aaluable suestions in completin my project
successfully.
2t is my immense pleasure to than& Sri. P.Gopal Rao '3eputy 61++)
#$P-! +amaun"am who aAe me an opportunity "o my project wor& in an
esteeme" oraniEation +.$P.2#$P- Plant.
1y sincere than&s to Sri A.Monoharan, 5+ 1anaer '++-E3) for ma&in
it conAenient to un"erta&e project wor& at #$P-! +amaun"am.
2 woul" li&e to eCpress my "eep sense of ratitu"e Sri Rajesham Sir, Officer
'5+). 1y project ui"e who ui"e me precisely an" without his timely
instructions his report woul" not haAe seen liht.
2 am also rateful to all the ECecutiAes an" staff of the #$P-!
+amaun"am! for haAin me an opportunity in their oraniEation to carry on
my project wor& F their support in brinin out this case stu"y successfully.
!/ RE!0A REDDY
()(*+C,*(-+
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UNI"ERSITY POST GRADUATE COLLEGE
!A!ATIYA UNI"ERSITY
GODA"ARI!0ANI2 PIN,6(6-(7
CERTI1ICATE
$his is certifyin that the project wor& entitle" 88STRESS
MANAGEMENT4! bein submitte" by.
!/RE!0A REDDY
()(*+C,*(-+
2n partial fulfillment for the awar" of #MASTER O1 &USINESS
ADMINISTRATION# at UNI"ERSITY POST GRADUATE
COLLEGE2 6O3*7*+285*#2! 8*+21#*6*+ is a bonafi"e wor&
carrie" out un"er my superAision.
PRO9ECT GUIDE
E/ MANO0AR
1a:ult; Mem<er
3epartment of 0usiness 1anaement
/niAersity Post-6ra"uate
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-ollee!
6o"aAari&hani-9:9;:<
CONTENTS
Chapter-1 : Introduction 6-28
2ntro"uction of .tress
OraniEational .tress
.ources of .tress
-onse4uences of .tress
1anaement of .tress
Chapter-2 : Organization Proi!e 29-42
Chapter-" : Data Ana!#$i$ %
Interpretation 43-60
Chapter-& : 'inding$ and (ugge$tion$
Conc!u$ion$ 61-63
Chapter-) : *ue$tionnaire
+i,!iograph# 64-68

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INTRODUCTION
.tress has been calle" Hthe inAisibleI. 2t is a "isease that may affect
you! your oraniEation! an" any of the people in it! so you cannot affor" to
inore it.
E"OLUATION O1 STRESS=
$he 6ar"en of E"en bean as a tran4uil stress enAironment. 5oweAer
when *"am was iAen the tantaliEin chance to eat the forbi""en fruit! he
was trust into man&in"Js first stressful situation. *"am was offere" a choice
an"! as we &now! "ecision-ma&in is the bree"in roun" for conflict!
frustration an" "istress.
DE1INITION=
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 perform beyond 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 results of stress are harmful to individuals, families,
society and organizations, which can suffer from organization
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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 normal
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 perceive 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 Syndrome consists of three phases.
Ce level begins to decline irreversibly. The organism collapses .
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Alarm Rea:tion= $he first is the alarm phases. 5ere the in"iAi"ual
mobiliEes to meet the threat. $he alarm reaction has two phases. $he first
phases inclu"es in initial Hstoc& shoc& phaseI in which "efensiAe mechanism
become actiAe. *larm reaction is characteriEe" by autonomous eCcitabilityL
a"renaline "ischaresL increase heart rate! ulceration. 3epen"in on the
nature F intensity of the threat an" the con"ition of the oraniEation the
perio" of resistance Aaries an" the seAerity of symptoms may "iffer from
Hmil" inAiorationI to H"isease of a"aptationI.
Re$i$tan:e= $he secon" is the phase of resistance. $he in"iAi"ual
attempts to resist or cope with the threat. 1aCimum a"aptation occurs "urin
this stae. $he bo"ily sins characteristic of the alarm reaction "isappear. 2t
the stress persist! or the "efensiAe reaction proAes ineffectiAe! it may
oAerwhelm the bo"y resources. 3eplete" of enery! the bo"y enters the
phase of thir".
E>hau$tion= *"aptation enery is eChauste". .ins of the alarm
reaction reappear! an" the resistance leAel beins to "efine irreAersibly. $he
oranism collapses.
Pestonjee has attempte" / i"entifie" three important sectors of life in
which .tress oriinates. $hese are
4 ,ob an" the oraniEation
4 $he social sector
4 2ntrapsychic sector
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,ob an" oraniEation! refers to the totality of the wor& enAironment
'tas&! atmosphere! colleaues! compensation! policies! etc.). $he social
sector refers to the other such factors. $he 2ntrapsychic sector encompasses
those thins! which are intimate! an" persona! li&e temperament! Aalues!
abilities an" health. 2t is conten"e" that stress can oriinate in any of these
sectors or in combinations thereof.
2n the fiure below it can be seen that the manitu"e of stress
emanatin from the stress to learner limit of the in"iAi"ual to han"le these
stress. $his in"icates a balance" state.

ORGANIZATION-INDIVIDUAL NORMAL INTERACTION
PATTERN
S.T.L STRESS TOLERANCE LEVEL
2n the fiure we fin" that job an" oraniEation loa"s haAe increase"
an" haAe ma"e a "ent in the personality. 2n this stae! we fin" minor surface
chanes ta&in place! which are 4uite manaeable.
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MINIOR SURFACE CHANGES
*"aptation attempt
a) ECtra effort
b) ECcessiAe concern of tas&
c) Morries
") *nCiety
2n the stae three an" the fiure below! we fin" that job an"
oraniEational loa"s haAe become unmanaeable an" interact with
intrapsychic loa"s. $his is the stae at which he neatiAe
conse4uences of the stress become apparent. 1ost of the stress relate"
"iseases emere at this point. Mhen the situation persists we moAe
into the neCt stae in which we start operatin beyon" the Hstress
tolerance limitI.

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MAJOR SURFACE DISFIGURATION
Frantic copyin
?. ECtra or"inary effort
;. Morry an" anCiety about the self
G. Onset of physioloical symptoms
4. *ressiAe ten"encies
.eAeral types of brea&"owns an" crac&s are obserAable in this stae
i.e.! fourth stae. 2f unchec&e" the situation may culminate into the last an"
most intense phase wherein complete "isinteration of personality ta&es
place. *t this stae! the in"iAi"ual re4uires proper psycholoical an"
me"ical care. $he fiure below "epicts the fourth an" fifth stae.
STRESSORS OR LOADS

BREAKDOWNS AND CRACKS: FAILURE IN COPING
*. Mor& relate" symptoms
Dac& of concentration
*ffecte" clarity of thin&in F "ecision N ma&in
Fre4uent absenteeism
*ffecte" team wor&
*ressiAe behaAior
0. Physioloical symptoms
5ea"ache / 1iraine
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2nsomnia
Dac& of appetite
3iestiAe "isor"ers
.eCual "isor"ers
$emperamental chanes.
Pestonjee has also "eAelope" a mo"el to eCplain how we cope with
stress reactions. 2t is calle" the 0O/#-E mo"el because the behaAioral
"ecomposition ta&in place "ue to stress tense to et reflecte" in
interpersonal reactions. $he reactions are receiAe" F analyEe" by the
enAironment! which in turn! bounce bac& sinals to the in"iAi"uals to brin
about a chane either at the orasmic leAel or at the response leAel.
THE BOUNCE MODEL
STRESSORS
BORNOUT STRESS SYNDROME (BOSS):-
0oss can lea" to at least four types of stress relate" conse4uences such
as! "epletion of enery reAerses! lowere" resistance to illness! increase"
"issatisfaction an" pessimism an" increase" absenteeism an" inefficiency at
wor&.
7eninle an" spra"ley haAe i"entifie" fiAe "istinct staes of 0O...
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HONEYMOON STAGE:-
$his stae can be "escribe as accountin for the euphoric feelin of
encounter with the new job such as eCcitement! enthusiasm! challene an"
pri"e. 3ysfunctional features emere in two ways firstL the enery reAerses
are ra"ually "eplete" in copin with the "eman"s of a challenin
enAironment. .econ"! habits an" strateies for copin with stress are forme"
in this stae which is often not useful in copin with later challenes.
FUEL SHORTAGE STAGE:-
$his stae can be i"entifie" as compose" of the Aalue feelins of loss!
fatiue an" confusion arisin from the in"iAi"ualJs oAer"raws on reAerses of
a"aptation enery. Other symptoms are "issatisfaction! inefficiency! an"
fatiue an" sleep "isturbances lea"in to escape actiAate such as increase"
eatin! "rin&in F smo&in.
CRISIS STAGE:-
Mhen these feelins an" physioloical symptoms persist oAer perio"
of time! the in"iAi"ual enters the stae of crisis. *t this stae he "eAelops
Hescape mentalityI an" feels oppresse". 5eihtene" pessimism! self-
"oublin ten"encies! peptic ulcers! tension hea"aches! chronic bac&aches!
bloo" pressure.
HITTING THE ALL STAGE:-
$his stae of 0O.. is characteriEe" by total eChaustion of oneJs
a"aptation enery! which may mar& the en" of oneJs professional career.
Mhile recoAery from this stae elu"e may be resourceful to ti"e oAer the
crises.
-YPE( O' (-RE((:-
2t the stress for the "ay to "ay a"aptability of man to his
enAironment an" results in the maintenance of internal stea"y
state 'homeostasis) it is &now as neustress. For eCample! one
pro"uces neustress in or"er to breath! wor&.
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.tress is throuh of in neatiAe terms. 2t is thouht to be cause"
by somethin ba" 'for eCample the boss iAes a formal
repriman" for poor performance). 2t the stress response is
unfaAorable an" potentially "isease pro"ucin! this is &nown as
"istress. -onstant worry in a susceptible in"iAi"ual can lea" to
ulcers.
2f the stress response is faAorable an" results is faAorable an" results
in improAement in physical an" / or mental functionin! it is calle" estruses.
$his is the positiAe! pleasant si"e of stress cause" by stress cause" by oo"
thins. For eCamples an employee is offere" a job promotion at another 2.
DEFINING STRESS AT WORK
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-hane in wor&in practices! such as the intro"uction of new
technoloy or the alternation of new technoloy or the alternatiAe of tarets!
my cause stress! or stress may be built into an oraniEationsJ structure.
OraniEational stress can be measure" by absenteeism an" 4uality or wor&.
ORGANI!ATIONAL STRESS:-
.tress affects as well as the in"iAi"ual within them. *n oraniEation
with a hih leAel of absenteeism! rapi" staff turnoAer! "eterioratin in"ustrial
an" customer relations! a worsenin safety recor"! or poor 4uality control is
sufferin from oraniEational stress.
FOLLOWING THE PAT OF STRESS THROUGH IN ORGANIZATION:-
$he below chart shows one eCample of the structure of a "epartment
in an oraniEation! in"icatin typical causes of stress that may effect stress at
certain leAels in the structure! an" particular.

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-auses that are affectin in"iAi"uals. .tress is contaiousL anyone who is not
performin well "ue to increases the amount of pressure on their colleaues!
superiors! an" subor"inates.
$he cause may rane from unclear or oAerlappin job "escriptions! to
lac& of communication! to poor wor&in con"itions! inclu"in Hsic& buil"in
syn"romeI.
"OTENTIAL SOURCES OF STRESS:
$here are three cateories of potential stressors%
EnAironmental factor
OraniEation factor
2n"iAi"ual factors
En.iron/enta! actor$:
,ust as enAironmental uncertainty influences the "esin of an
oraniEation. -hanes in business cycle create economic uncertainties.
Po!itica! uncertaintie$:
2f the political system in a country is implemente" in an or"erly
manner! there woul" not be any type of stress.
-echno!ogica! uncertaintie$:
#ew innoAations can ma&e an employeeJs s&ills an" eCperiences
obsolete in a Aery short perio" of time. $echnoloical uncertainty therefore
is a thir" type of enAironmental factor that can cause stress. -omputers!
robotics! automation an" other forms of technoloical innoAations are threat
to many people an" cause them stress.
Organization actor$:
$here are no storaes of factors within the oraniEation that can cause
stressL pressures to aAoi" error or complete tas&s in a limite" time perio"!
wor& oAerloa" are few eCamples.
$as& "eman"s are factors relate" to a personJs job. $hey inclu"e the
"esin of the in"iAi"ualJs job wor&in con"itions! an" the physical wor&
layout.
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+ole "eman"s relate to pressures place" on a person as a function of
the particular role he or she plays in the oraniEation. +ole oAerhea" is
eCperience" when the employees is eCpecte" to "o more than time permits.
+ole ambiuity is create" when role eCpectations are not clearly
un"erstoo" an" employee is not sure what he / she is to "o.
2nterpersonal "eman"s are pressures create" by other employees. Dac&
of social support from colleaues an" poor.
2nterpersonal relationships can cause consi"erable stress! especially
amon employe" with a hih social nee".
OraniEational structure "efines the leAel of "ifferentiation in the
oraniEation! the "eree of rules an" reulations! an" where "ecisions are
ma"e. ECcessiAe rules an" lac& of participation in "ecision that affect an
employee are eCamples of structural Aariables that miht be potential
sources of stress.
Potential $our:e$ Con$e?uen:e$
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OraniEational lea"ership represents the manaerial style of the
oraniEations senior eCecutiAe. .ome eCecutiAe officers create a culture
characteriEe" by tension! fear! an" anCiety. $hey establish unrealistic
pressures to perform in the short-run impose eCcessiAely tiht controls an"
routinely fire employees who "onJt measure up. $his creates a fear in their
hearts! which lea" to stress.
OraniEations o throuh a cycle. $hey are establishe"L they row!
become mature! an" eAentually "ecline. *n oraniEationJs life stae - i.e.
Mhere it is in four stae cycle-creates "ifferent problems an" pressures for
employees. $he establishment an" "ecline stae are particularly stressful.
Indi.idua! actor$:
$he typical in"iAi"ual only wor&s about 4: hrs a wee&. $he
eCperience an" problems that people encounter in those other ?;> non-wor&
hrs each wee& can spell oAer to the job.
'a/i!# pro,!e/$:
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#ational surAeys consistently show that people hol" family an"
"iscipline! troubles with chil"ren are eCamples of relationship problems that
create stress for employee an" that arenJt at the front "oor when they arriAe
at wor&.
Econo/ic pro,!e/$:
Economic problems create" by in"iAi"uals oAereCten"in their
financial resources are another set of personal troubles that can create stress
for employees an" "istract their attention from their wor&.
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CAUSES OF STRESS
.ociety the wor&in worl" an" "aily life haAe chane" almost beyon"
reconition in the past 9: years. $hese chanes haAe contribute" to a major
increase in stress.
.tress is cause" from both outsi"e F insi"e the oraniEation F from
roups that employees are influence" by F from employees themselAes.
(tre$$or$:
$he aents or "eman"s that eAo&e the potential response are referre"
to as stressors. *ccor"in to .yele a stressors is HMhateAer pro"uces stress
with or without functionin hormonal or nerAous systemsI.
E0tra organizationa! $tre$$or$:
ECtra oraniEational stressors haAe a tremen"ous impact on job stress.
$a&in an open system perspectiAe of an oraniEation! it is clear that job
stress is not just limite" to thins that happen insi"e the oraniEation! "urin
wor&in hours. ECtra oraniEational stressors inclu"e thins such as social /
technoloical chane! the family! relocation! economic F financial
con"itions! race F class! resi"ential or community con"itions.
Organizationa! $tre$$or$:
0esi"es the potential stressors that occur outsi"e the oraniEation!
there are also those associate" with the oraniEation itself. *lthouh the
oraniEation is ma"e up of roups F in"iAi"uals! there are also more macro-
leAel "imensions uni4ue to the oraniEation that contains potential stressors.
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MACRO-LE#EL ORGANI!ATIONAL STRESSORS:
POLICIES
O /nfair! arbitrary performance reAiews.
O +otatin wor&s shifts.
O 2nfleCible rules.
O /nrealistic job "escriptions.
STRUCTURES
O -entraliEationL Dac& of participation in "ecision ma&in.
O Dittle opportunity for a"Aancement.
O * reat amount of formaliEation. 9O&
O 2nter"epen"ence of "epartments. STRESS
O Dine-.taff conflicts.
PHYSICAL CONDITIONS
O -row"in F lac& of priAacy.
O *ir pollution.
O .afety haEar"s.
O 2na"e4uate lihtin.
O ECcessiAe! heat or col".
PROCESS
O Poor communication.
O Poor / ina"e4uate fee"bac& about performance.
O 2naccurate / ambiuous measurement of performance.
O /nfair control systems.
O 2na"e4uate information.
GROUP STRESSORS:
$he roup can also be a potential source of stress. 6roup stressors can
be cateoriEe" into three areas.
1. Lac !" #$!%&' c!()'*+),)'':-
H-ohesiAenessI or HtoethernessI is a Aery important to employees!
especially at the lower leAels of the oraniEations. 2f the employee is
"enie" the opportunity for this cohesiAeness because of the tas&
"esin! because the superAisor "oes thins to prohibit or limit it! or
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because the other members of the roup shut the person out! this can
be Aery stress pro"ucin.
-. Lac !" '!c*a. '%&&!$/:-
Employees are reatly affecte" by the support of one or more member
of a cohesiAe roup. 0y sharin their problems F joys with others!
they are much better off. 2t this type of social support is lac&in for an
in"iAi"ual! it can be Aery stressful.
0. I,/$a-I,1*+*1%a.2 *,/)$&)$'!,a. 3 *,/)$-#$!%& c!,".*c/:-
-onflict is Aery closely conceptually or hostile acts between
associate" with in compatible or hostile acts between intra-in"iAi"ual
"imensions! such as personal oals or motiAational nee"s / Aalues!
between in"iAi"uals within a roup! F between roups.
INDI#IDUAL STRESSORS:
2n a sense! the other stressors 'ECtra oraniEational! oraniEational! F
6roup stressors) all eAentually et "own to the in"iAi"ual leAel. For
eCample! role conflict! ambiuity! self-efficacy F psycholoical har"iness
may all affect the leAel of stress someone eCperiences.

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CONSEQUENCES OF STRESS
$he effect of stress is closely lin&e" to in"iAi"ual personality. $he
same leAel of stress affects "ifferent people in "ifferent ways F each person
has "ifferent ways of copin. +econiEin these personality types means
that more focuse" help can be iAen.
.tress shows itself number of ways. For instance! in"iAi"ual who is
eCperiencin hih leAel of stress may "eAelop hih bloo" pressure! ulcers!
irritability! "ifficulty in ma&in routine "ecisions! loss of appetite! acci"ent
proneness! an" the li&e. $hese can be subsume" un"er three cateories%
C 2n"iAi"ual conse4uences
C OraniEational conse4uence
C 0urnout
Ini@iual :on$e?uen:e$=
2n"iAi"ual conse4uences of stress are those! which affect the
in"iAi"ual "irectly. 3ue to this the oraniEation may suffer "irectly or
in"irectly! but it is the in"iAi"ual who has to pays for it. 2n"iAi"ual
conse4uences of stress are broa"ly "iAi"e" into behaAioral! psycholoical
an" me"ical.
+ 0ehaAioral conse4uences of stress are responses that may harm the
person un"er stress or others. 0ehaAiorally relate" stress symptoms
inclu"e chanes in pro"uctiAity! turnoAer! as well as chanes in eatin
habits! increase" smo&in or consumption of alcohol! pai" speech! an"
sleep "isor"ers.
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+ Psycholoical conse4uences of stress replace to an in"iAi"ual mental
health an" well-bein from or fellin "epresse". ,ob relate" stress
coul" cause "issatisfaction! infact it has most psycholoical effect on
the in"iAi"ual an" lea" to tension! anCiety irritability! an" bore"om.
+ 1e"ical conse4uences of stress affect a personJs well bein.
*ccor"in to a research con"ucte"! it reAeale" that stress coul" create
chanes in metabolism! increase heart an" breathin rates! increases
bloo" pressure brin out hea"aches an" in"uce heart attac&s.
OrganiAational :on$e?uen:e$=
OraniEational conse4uences of stress haAe "irect affect on the
oraniEations. $hese inclu"e "ecline in performance! with"rawal an"
neatiAe chanes in attitu"e.
3ecline in performance can translate into poor 4uality wor& or a "rop
in pro"uctiAity. Promotions an" other oraniEational benefits et
affecte" "ue to this.
Mith"rawal behaAior also can result from stress. .inificant form of
with"rawal behaAior is absenteeism.
One main affect of employee stress is "irectly relate" to attitu"es. ,ob
satisfaction! morale an" oraniEational commitment can all suffer!
alon with motiAation to perform at hiher leAels.
&urnout=,
* final conse4uence of stress has implementation for both people an"
oraniEations. 0urnout is a eneral feelin of eChaustion that "eAelops when
an in"iAi"ual simultaneously eCperiences too much pressure an" few sources
of satisfaction.
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Managing stress in the work !a"e
EAery respon"s to stress in a "ifferent way! it is only by un"erstan"in
the nature of in"iAi"ual responses that you can start fihtin stress yourself
an" others.
+e"uction or elimination of stress is necessary for psycholoical an"
physical well bein of an in"iAi"ual. Efficiency in stress manaement
enables the in"iAi"ual to "eal or cope with the stressful situations instea" of
aAoi"ance. .trateies li&e tie manaement! bo"y-min" an" min"-bo"y
relaCation eCercise! see&in social support help in"iAi"ual improAe their
physical an" mental resources to "eal with stress successfully.
*part from helpin employees a"opt certain copin strateies to "eal
with stress proAi"in them with the serAice of counselor is also useful.
1any strateies haAe been "eAelope" to help manae stress in the
wor& place. .ome are strateies for in"iAi"uals! an" other is eare" towar"
oraniEations.
Ini@iual :oping $trategie$=
1any strateies for helpin in"iAi"uals manae stress haAe been
propose".
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2n"iAi"ual copin strateies are use" when an employee un"er stress
eChibits un"esirable behaAior on the jobs such as performance! straine"
relationship with co-wor&ers! absenteeism alcoholism an" the li&e.
Employees un"er stress re4uire help in oAercomin its neatiAe effects. $he
strateies use" are%
E>er:i$e=,
One metho" by which in"iAi"ual can manae their stress is throuh
eCercise. People who eCercise reularly are &nown to less li&ely to haAe
heart attac&s than inactiAe people are. +esearch also has sueste" that
people who eCercise reularly feel less tension an" stress are more conflict
an" slow reater optimism.
Rela>ation=,
* relate" metho" in"iAi"ual can manae stress is relaCation. -opyin
with stress re4uire a"aptation. Proper relaCation is an effectiAe way to a"opt.
+elaCation can ta&e many forms. One way to relaC is to ta&e reular
AacationsL people can also relaC while on the job 'i.e. ta&e reular brea&s
"urin their normal wor&"ay). * popular way of restin is to sit 4uietly with
close" eyes for ten minutes eAery afternoon.
Time management=,
$ime manaement is an often recommen"e" metho" for manain
stress! the i"ea is that many "aily pressures can be ease" or eliminate" if a
person "oes a better job of manain time. One popular approach to time
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manaement is to ma&e a list! eAery mornin or the thins to be "one that
"ay. $hen you roup the items on the list into three cateories% critical
actiAities that must be performe"! important actiAities that shoul" be
performe"! an" optimal or triAial thins that can be "eleate" or postpone"!
then of more of the important thins "one eAery "ay.
ROLE MANAGEMENT=,
.ome what relate" to time manaement in which the in"iAi"ual
actiAely wor&s to aAoi" oAerloa"! ambiuity an" conflict.
SUPPORT GROUPS=,
$his metho" of manain stress is to "eAelop an" maintain support
roup. * support roup is simply a roup of family member or frien"s with
whom a person can spen" time. .upportiAe family an" frien"s can help
people "eal with normal stress on an onoin basis. .upport roups can be
particularly useful "urin times of crisis.

&E0A"IORAL SEL1,CONTROL=,
2n ultimate analysis! effectiAe manaement if stress presupposes
eCercise of self-control on the part of an employee. 0y consciously
analyEin the cause an" conse4uences of their own behaAior! the employees
can achieAe self-control. $hey can further "eAelop awareness of their own
limits of tolerance an" learn to anticipate their own responses to Aarious
stressful situations. $he stratey inAolAes increasin an in"iAi"uals control
oAer the situations rather than bein solely controlle" by them.

COGNITI"E T0ERAPY=,
$he conitiAe therapy techni4ues such as ElliJs rational emotiAe
mo"el an" 1eichenbaumJs conitiAe stratey fir mo"ification haAe been
use" as an in"iAi"ual stratey for re"ucin job stress.
COUNSELING=
Personal counselin help employees un"erstan" an" appreciate a
"iAerse wor&force! the holistic approach a"opte" by the counselor iAes him
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a comprehensiAe Aiew of the employee as client an" enable him to "eal the
issues of wor& relate" problems in a larer conteCt with his awareness of the
inter-relationship amon problems in a"justment with self! other an"
enAironment an" that a wor& concern will effect personal life an" Aice-Aersa!
the employee woul" receiAe help rear"in the problem in all life.
One of the a"Aantae of the in"iAi"ual interAentions is the in"iAi"ual
can use these s&ills to improAe the 4uality of life in offer "omains li&e
family! social support an" self! thus re"ucin the neatiAe carry of
eCperiences in these "omains into the wor& life which miht effect his
occupation mental health.
ORGANIBATIONAL STRATEGIES=,
$he most effectiAe way of manain stress calls for a"optin stressors
an" preAent occurrence of potential stressors.J
$wo basic oraniEational strateies for helpin employees manae
stress are institutional prorams an" collateral prorams.
Mor& 3esin .tress 1anaement prorams
Mor& sche"ules 5ealth promotions prorams
-ulture Other prorams
.uperAision
In$titutional program$=,
2nstitutional prorams for manain stress are un"erta&en to
establishe" oraniEational mechanism for eCample! a properly "esine" job
an" wor" sche"ules can help ease stress. .hift wor& in particular can
constantly haAe to a"just their sleep an" relaCation patterns. $hus! the "esin
of wor& sche"ules shoul" be a focuse" of oraniEational efforts to re"uce
stress.
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$he oraniEationJs culture can also use" to help to manae stress. $he
oraniEation shoul" striAe to foster a culture that reinforces a healthy miC of
wor& an" nonwor&in actiAities.
Finally! superAision can play an important institutional role in
oAerloa". 2n manain stress. * superAisor is a potential manaer source of
oAerloa". 2f ma"e aware of their potential for assinin stressful amounts of
wor&! superAisors can "o a better job &eepin wor&loa"s reasonable.
COLLATERAL PROGRAMS=
2n a""ition to their institutional efforts aime" at re"ucin stress! many
oraniEations are turnin to collateral prorams. * collateral stress proram
in an oraniEational proram specifically create" to help employees "eal
with stress. $he oraniEations haAe a"opte" stress manaement prorams!
health promotion prorams an" other &in"s of prorams for this purpose.
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COM#AN$ #ROFILE
Enery is important parameter in the oAerall economic "eAelopment
actiAity of any country. 2t has become synonymous with proress in all
fiel"s of actiAities. 2ts stan"ar" of liAin in the wor"s of 3*6D2 is as
follows it is sai" that the "ifference between a starAin 2n"ian peasant an" a
prosperous *merican farmer is that behin" his elbow the 2n"ia farmer has
almost nothin while his *merican counterpart has thousan"s of hours
power. $his! it is enery! which is the "iAi"in line between any substance
economy an" a hihly "eAelope" economy. 2n"ia is poor an" *merican is
rich because *merica consumes nearly 9: times as much enery as is
consume" by 2n"ia. Enery is at the heart of the mo"ern in"ustrial society. 2t
coul" also be effectiAe weapon in the battle aainst object poAerty.
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$here is a close correlation between enery consumption an" leAel of
economic "eAelopment. Enery means Hcapacity of "oin wor&I. $here are
Aarious sources of enery but in 2n"ia the important sources are coal!
hy"roelectricity. Oil an" natural as! nuclear fuels fire woo" an" animal
wastes. 3espites the "eAelopment of Aarious sources in the enery sector!
the fact still remains that low last enery sources li&e fire woo"! cattle "ru
an" Aeetable wastes account for as much at 49 percent of enery
consumption in the country.
Power "eAelopment in 2n"ia bean in ?><K when a ;::8M hy"ro
station was first commissione" at 3arjeelin! in ?><< a first steam station
was set up in -alcutta with a total of ?::&w. $here after! a series of hy"ro
an" steam power station were commissione". 0ut the power "eAelopment
was not in a systematic an" planne" manner in the country. $herefore! in
or"er to achieAe the objectiAe of promotin the co-or"ination "eAelopment
an" rationaliEation of eneration! transmission an" "istribution of electricity
on a reional basis throuhout the country in the most efficient an"
economic way the state electricity boar" '.E0s) was constitute" in the
Aarious states of the country un"er the proAisions of the electricity 'supply)
act ?<4>. $hese .E0s! were to enjoy the monopoly in respect of eneration!
transmission an" "istribution of electricity in the country. *fter constitution
of .E0s! there was phenomenal improAement in the "eAelopment of
installe" capacity an" power eneration. $he efficiency of wor&in of power
plant an" their maintenance haAe been unsatisfactory as a result of which the
power eneratin capacity alrea"y create" coul" not haAe been fully utiliEe".
Power is the sinle factor! which chane" the way of liAin. $he
#ational $hermal Power -orporation Dimite"! establishe" on #oAember K
th
in ?<K9! has become the most important infrastructure input for improAin
the stan"ar" of liAin to meet the rowin "eman" an" to fulfill the nee"s of
the country. ,ust in ;< years this company has rown to be the larest
pro"ucer of power in the country. #$P- the #*7*+*$#* power iant
to"ay enerates one fourth of the total power in the country an" it is ran&e"
<
th
larest thermal power eneratin utility in the worl".
8eepin the sinificance of power supply in siht! #$P- has been
chosen for the purpose of the stu"y as it has many units un"er its control.
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+amaun"am .uper $hermal Power .tation '+.$P.) has been selecte" for
the stu"y.
BRIEF HISTOR4 OF NTPC:
HPowerI $he sinle factor which chane" the way in which man liAe"
for millions of years! has become the most important infrastructure input for
improAin the stan"ar" of liAin both "irectly as well as in"irectly by way of
contributin in the economic "eAelopment to ma&e aAailable to the nation
reliable F 4uality power in increasinly lare 4uantities. #*$2O#*D
$5E+1*D POME+ -O+PO+*$2O# D$3 was forme" in ?<K9L #$P-
+amaun"am unit with approAe" capacity of ;=:1M an" installe" capacity
of ;?OO1M is the larest $hermal Power plant powerin .outh 2n"ia's
rowth. +amaun"am unit of #$P- cre"ite" with first 2.P ?4::? certifie"
.uper $hermal Power .tation in our country.
#$P- a front runner in the 2n"ian Power sector in one of the lares F
the best power utilities of the worl"! there by contributin of 2n"ia's
emerence as one of the worl"'s lea"in economies. $he Morl" 0an&! in its
performance au"it report on #$P-'s projects obserAe" that.
B#$P- recor" in plant construction! cost containment F operatin
efficiency has been eCceptional! while as an institution it has bro&en new
roun" in OraniEation F 1anaement! successfully naAiate" the
transition from constructions to operatin company F enerally cope" 4uite
well with the problems of rapi" eCpansionB.
$wo corporations $he #ational 5y"ro Electric Power -orporation
'#5P-) F #ational thermal Power -orporation '#$P-) were set in ?<K9
-K= in the center sector as a step to achieAe the objectiAes. $he company
starte" functionin in 1arch ?<K= with the appointment of a chairman F
1anain 3irector.
LOCATION:
$he ;?:: 1M +amaun"am .uper $hermal Project is locate" in
8arimnaar 3istrict of *n"hra Pra"esh to the .outh of riAer 6o"aAari. $he
project is lin&e" to the south 6o"aAari -oal fiel" or the .inareni -ollieries.

NTPC ACTIVITIES:
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?. Plannin F 2nAestiation of new sites! preparation of feasibility
prospect report F the "esinin as well as enineerin of power
station.
;. #$P- also manaes the K;: 1M 0a"arpur $hermal Power .tation in
3elhi F ;K: 1M 0*D-O -aptiAe power plant '1.P)
G. Operation F 1aintenance of Power .tations.
4. +esearch F "eAelopment in area relate" to power eneration
9. #$P- also bae" a turn&ey contract for the construction of;? .ub -
stations from #epal electricity authority.
=. $he + F3 usin of #$ P- has been instrumental in enhancin the
reliability of plant F e4uipment.
OBJECTIVES OF NTPC:
C $o a"" eneratin capacity with in prescribe" time F cost. $o operate
F maintain power stations at hih aAailability ensurin minimum cost
of eneration. 2t has planne" massiAe rowth to ma&e itself a 4:!:::
1M company.
C $o maintain the financial soun"ness of the company by manain the
financial operations in accor"ance with oo" commercial utility
practices.
C $o function as a responsible corporate citiEen F "ischare social
responsibility! in respect of enAironment protection an" rehabilitation.
$he corporation will striAe to utiliEe the ash pro"uce" at its stations to
the maCimum eCtent possible throuh pro"uction of ash bric&s!
buil"in materials etc.
C $o a"opt appropriate human resources "eAelopment policy lea"in to
creation of team of motiAate" an" competent power professionals. $o
intro"uce! assimilate F attain self sufficiency in technoloy! ac4uire
eCpertise in utility mt. Practices to "isseminate &nowle"e
essentially as a contribution to other constituents of the power sector
in the country.
C $o "eAelop +F3 for achieAin improAe" plant reliability
$o eCpan" the consultancy operations F to participate in Aentures
abroa".
CORPORATE OBJECTIVES:
O $o a"" eneratin capacity with in prescribe" time F cost.
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O $o eCpan" the constancy operations F to participate Aentures aboar".
O $o maintain the financial soun"ness of the company by m ain the
financial operations in accor"ance with oo" commercial utility.
O $o operate an" maintain power stations at hih aAailability ensurin
minimum -ost of eneration.
O $o "eAelop '+F3) for achieAin improAe" plant reliability.
O $o "eAelop appropriate commercial policy lea"in to remuneratiAe
tariffs F minimum receiAables.
O 2mplement strateic "iAersification in the areas of +F1. 5y"ro. D#6
an" #on conAentional an" eco-frien"ly fuels an" eCplore new areas
li&e transmission information technoloy etc.
O Promote consultancy.
O 1a&e pru"ent ac4uisitions. -ontinuously "eAelop competent human
resources to match worl" stan"ar"s.
G 0e a responsible corporate citiEen with thrust on enAironment
protection rehabilitation an" ash utiliEation.

VISION OF NTPC:
TO BE ONE OF THE WORLD'S LARGEST AND BEST POWER
UTILITIES. POWER INDIA'S GROWTH
CORE VALUES 5COMIT6
1 -ustomer focus.
1 OraniEational pri"e.
1 1utual +espect an" $rust.
1 2nitiatiAe an" spee" total 4uality.
1 $otal Ouality.
MISSION OF NTPC:
1a&e aAailable reliable! 4uality power in increasinly lare 4uantities
at appropriate tariffs! an" ensure timely realiEation of reAenues. .pee"ily
plan an" implement power projects! with contemporary technoloies.
DISTRI&UTION O1 PO3ER O1 NTPC RAMAGUNDAM
S/No State Di$tri<ute Per:entage
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Capa:it; 'M3. 'C.
?. *n"hra Pra"esh 9>: ;K.=?<
;. $amil #a"u 4K: ;;.G>?
G. 8arnata&a G49 ?=.4;<
4. 8erala ;49 ??.==K
9. 6oa ?:: 4.K=;
=. Pon"icherry 9: ;.G>?
K. /nallocate" G?: ?4.K=;
PERFORMANCES:
#$P- stations F the #$P- manae 0a"arpur station has been
accre"ite" with H2.O ?4::?I for soun" enAironment manaement system F
practices.
FINANCIAL PERFORMANCE:
#$P- recor"e" a proAisional turnoAer of +s.G:::: crores "urin
;::4-:9 as aainst +s.;9?>4 crores "urin ;::G-:4. $he proAisional net
profit after taC for ;::G-:4 is +s.4<:9 crores! as compare" to +s.99:: crores
last year. $he proAisional +eturn on -apital Employe" '+O-E) an" +eturn
on #et worth '+O#M) are ?;.G? P an" ?4.?GP respectiAely for the year
;::4-:9. *n interim "iAi"en" of +s.4:: -rores has been pai" to the
6oAernment for ;::G-:4.
$he total out stan"ins as on G?.?:.;::9 stoo" at +s ;=:K>.<= crores
inclu"in a principal amount of +s.?=:4<.99 crores.
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STATION HIGH LIGHTS:
1 +ecor" haulae of coal in sinle "ay of K>!K;: 1$ on ;< ,une ?<<>
*sian recor".
1 .tation recor"e" hihest loa"in factor of <<.4P for the yr ?<<< ;:::
1 -ontinuous run or 72 unit '9::1M) for 4:= "ays! thir" best in the
worl".
1 +amaun"am 9::1M unit-K 'stae-222) has successfully complete"
one year of commercial operation on ;9.:G.:= without any tube
lea&ae. $he unit enerate" G>:;.4<; 1/s Q a PDF of >=.>?P.
-onsi"erin the loss of eneration of ;<K 1/s "ue to bac&in "own!
the "eeme"! PDF is <G.9<:/:. $he unit also has achieAe" a continuous
run of <K "ays without trippin in the first year of operation itself.
1 +amaun"am station achieAe" 4K.<4P '?>.=G D1$) of *sh
utiliEation "urin the financial year aainst the taret of 4KP '?>.;:
D1$).
1 +amaun"am F .imha"ri were recommen"e" for commen"ation
certificate for Hstorae commitment to ECcelI by 6?22.
1 +amaun"am bae" H2nnoAatiAe safety practicesI awar" for the year
;::9 from institution of Enineers.
1 +amaun"am station bae" H0est 1anaement awar" from 6oAt. of
*2I fur the year ;::4-:9.
1 #$P- N +amaun"am bae" ol"en shie" for the financial years
;:::-:?! ;::?-:;! ;::;-:G an" ;::G-:4 for outstan"in performance
in power eneration.
I,'/a..)1 ca&ac*/7 !" NTPC P$!8)c/':
ProDe:t$ No/ o% ProDe:t$ Commi$$ione Capa:it;
'M3.
#$P- OM#E3 ?G ?<!<>:
-O*D :K G!<99
6*./D2O.F/ED
O#E3 0Y ,7-s
-O*D G G?4
GRAND
TOTAL
-E -F/-F7
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Capa:it; power plant uner 9" with SAIL
C!a. 9a')1 &$!8)c/'=
Sl/No/ Coal &a$e State Commi$$ione Capa:it;
?. .inrauli /ttar Pra"esh ;!:::
;. 8obra -hhattisarh ;!?::
G. +amaun"am *n"hra Pra"esh ;!=::
4. Fara&&a Mest 0enal ?!=::
9. 7i"hyachal 1a"hya Pra"esh ?!=::
=. +ihan" /ttar Pra"esh ;!;::
K. 8ahaloan 0ihar ;!:::
>. 3a"ri /ttar Pra"esh >4:
<. $acher 8aniha Orissa >4:
?:. /nchahar /ttar Pra"esh G!:::
??. $acher $hermal Orissa >4:
?;. .imha"ri *n"hra Pra"esh G!:::
?G. $an"a /ttar Pra"esh 44:
Total *727+(
Q -apacity presently un"er implementation.
7in"yachal ?::: 1M
/nchahar ;?: 1M
8ahaloan .tate 22
Phase 2 ?9:: 1M
Phase 22 ?::: 1M
Ga' Ba')1 P$!8)c/'=
?4. *nta +ajasthan 4?G
?9. *uralya /ttar Pra"esh =9;
?=. 8awas 6ujarat =49
?K. 3a"ri /ttar Pra"esh >?K
?>. ,ahanor-6an"har 6ujarat =4>
?<. 8ayam&ulam 8erala G9:
;:. Fari"aba" 5aryana 4G:
Total -F2-F7
Gran total 'Coal G Ga$ G 9".
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Capa:it; Power $tation manage State In$talle
&; NTPC 'M3.
;?. 0a"arpur 3elhi K:9
Sterling Performance of 2005-06:-
?. $he company ta&es a new name H#$P- Dimite"I aline" to its new
business plans.
;. $he company mar&et capitaliEation ,?? crosses +s. One trillion '+s.
?!::!::: crore) an" is one of the top three larest 2n"ian companies in
terms of mar&et cap.
G. * hihest eAer eneration of ?K:.>> 07s "urin ;::9-:= reisterin an
increase :?K.4:P oAer the eneration of ?9<.?? 07s "urin ;::4-:9.
4. Mith ?<.9?P Rinclu"in capacity of joint Aenture companiesS share of
the total installe" capacity of the nation! #$P- contribute" ;K.=>P
electricity enerate" in the country "urin ;::9-:=.
9. -oal stations of #$P- achieAe" an operatin aAailability of ><.<9C/
=. -oal stations of #$P- recor"e" a PDF of >K.94P! which is the hihest
for any financial year since inceptionL $ilt PDF "urin preAious year
was >K.9?P.
K. ?::P realiEation for the thir" year in succession.
>. ProAisional an" un au"ite" net sales of +s. ;!9<!<;> million "urin the
year ;::9-:= as aainst +s. ;!;9!G?= million for the year ;::4-:9.
howeAer! proAisional an" un au"ite" 6ross +eAenue is +s. ;!>=!4KG
million "urin ;::9-:= as aainst +s. ;!99!4=: million for the year
;::4-:9.
<. ProAisional an" un au"ite" net profit after taC for the year ;::9-:=is +s.
9K!:K= million a compare" to +s. 9>! :K: million "urin the year ;::4-
:9.
?:. $otal capacity a""e" "urin the year four years of ?:
th
plan perio"
';::;-;::=) increases to 4::: 1M with another 9:: 1M ettin
a""e" "urin the far company to ;4!;4< 1M 'inclu"in capacity of
,oint Aenture companies).
??. -onstruction wor&s on <4K: 1M in proress.
?;. Further projects with capacity of GK;: 1M un"er bi""in process.
?G. +atnairi 6as an" power supply PAt Dt" forme" TTith #$P- haAin a
sta&e of ;>.GGP for ta&in oAer an" operatin the 3abhol power
project.
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?4. $he 6oAernment allots K mortJ coal minin bloc&s to #$P- for
capacity use ta&in the total mines allotte" to > with an eCpecte" output
of 9: 1$ per annum.
?9. * consortium comprisin of #$P- an" two other members allotte" an
eCploration bloc& in *runachal Pra"esh.
?=. -apital eCpen"iture incurre" in ;::9-:= on capital scheme was +s.
K?!>K< million compare" to +s. 9G!=:G million in ;::4-:9 capital
outlay for ;,:=:K set at +s. ?!?G!;9: million.
?K. * /.3 ? 0n me"ium $ern #ote proramme establishe". #$P-
becomes the first 2n"ian corporate since ?<<K to ma&e successful
offerin of ?: year fiCe" rate amountin to /.3 G:: million.
?>. .tan"ar" F PoorJs haAe reAise" outloo& on the ratin of the company
from stable to positiAe while affirmin the @00UJ issuer ratin.
?<. *n interim "iAi"e" o ;:P for the financial year ;::9-:= amountin to
+s. ?=!4<? million.
;:. 6oAernment has assine" #$P- the consultant role to mo"erniEe an"
improAe seAeral plants across the country in the partnership @2n
ECcellenceJ proram of the oAernment.
;?. -ollaboratin the oAernment in the +ajiA 6an"hi 6rameen
7i"yuti&aran Yojuna.
;;. #$P- has also ta&en up 3istribution 6eneration for rural electrification
of remote Aillaes throuh non-conAentional enery sources.
;G. .imha"ri project receiAers international project manaement awar"
institute" by 2nternational project manaement *ssociation '21P*)
#$P- is the only *sian -ompany that has receiAe" this awar".
;4. +an&e" G
r"
H6reat Place to wor& for in 2n"iaI by 1/. 6row $alent an"
0usiness worl" ;::9.
;9. #$P- has achieAe" all the tarets to be rate" HECcellentI "urin ;::9-
:= for the nineteenth year since inception of the 1O/ system.
NTPC ORGANIZATION AND FUNCTIONS:
$he oraniEations "esin is one of the main factors! which ultimately
"etermines the effectiAeness of enterprises.
$he boar" of "irectors is the supreme policy ma&in bo"y! which iAe
the "irection to the actiAities of the oraniEation. $he hea" of this boar" is
the chairman F manain "irector who is also the full time chief eCecutiAe
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of the company. $he members of this boar" are both full-time "irectors as
well as senior leAel officers.
$he basic "iAisions! which are accountable to -13! *re%
?. $echnical an" Enineerin "iAision.
;. -orporate -ommercial "iAision.
G. Operation .erAices "iAision.
4. -orporate Finance "iAision.
9. -orporate 5uman resources "iAision.
=. -orporate Projects 3iAision.
K. 7iilance "iAision.
NTPC RAMAGUNDAM
$he foun"ation stone for +.$P. was lai" on ?4-??-?<K> by .ri.
1orarji 3essai then Prime minister of 2n"ia.
+amaun"am a Aibrant ;=:: 1M station is a larest $hermal Power
station in .outh 2n"ia with three ;:: 1M F three 1M an" ?9:: sets an"
also one of the larest in the country. 2ts emerency has put the .outhern
.tates one step ahea" in their effort to meet their power re4uirement.
$hir" in the series super $hermal Power .tation set up by #$P-
+amaun"am. 2t is situate" in the interiors of *n"hra Pra"esh on the ban&s
of 6o"aAari +iAer in 8arimnaar 3istrict of $elanana! just across the ol"
pithea"s of .inareni -ollieries.
+amaun"am has been raisin at this time F earne" the prou"
"estination of bein the only station in the country to omission all the seAen
units ahea" of sche"ule! constructe" at a cost of +s. ?K:; crores! the station
has been one of the larest recipient its of the worl" 0an&. 2ts project
implementation F financial control has earne" a path from the Morl" 0an&
H+amaun"am a be consi"ere" as the school for construction of Power
projectsI. $he major eCternal financin sources are 20+3! 23* F OPE-.
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+amaun"am eneration proportion has achieAe" the 6oAt. of 2n"ia
meritorious pro"uctiAity awar" as many four times. $he beneficiaries of
+.$O. are *n"hra Pra"esh! $amil #a"u! 8arnata&a! 6oa an" Pon"icherry.
$he plant loa" factor for the year ;::G-:4 was >.GP an" it stoo" in
the fourth place the #$P- station.
$o cater to the rowin "eman" for power the seAenth unit of 9::
1M is bein a""e". $he station ha" re4uire" infrastructure facilities an" the
commitment of the employee. $he project after completion will be the
larest power station supplyin power to the .outhern 6ri". $he 5onorable
/nion 1inister of the Power .ri. .uresh 0abu in the presence if .ri. #.
-han"ra 0abu #ai"u! 5onorable -hief 1inister of *n"hra Pra"esh lai" the
foun"ation on ??th ,an ;::; an" complete" ahea" of sche"ule.
COMPAN4 AT GLANCE
2nstalle" -apacity % ;=::1M
/nit .iEes % GV;::1M
4V9::1M
/nits -ommissione" % /nit- 2 October! ?<>G
/nit- 22 1ay! ?<>4
/nit- 222 3ecember! ?<>4
/nit- 27 ,une! ?<>>
/nit- 7 1arch! ?<><
/nit- 72 October! ?<><
/nit- 722 #oAember ;:::
$ransmission .ystem % ;4:: c&s -4::87
.ource of -oal % .outh 6o"aAari -oal fiel"s
of .inareni -olleries
Mater .ources % .ri +am .aar Project
0eneficiary .tates % *n"hra Pra"esh! $amil #a"u!
8arnata&a! 8erala! 6oa an"
Pon"icherry.
*pproAe" inAestment % +s. G>KK.=> crores
-oal -onsumption % >.= million tones per annum
Mater -onsumption % ;9: cusec
-oal $ransportation % '16+) 1erry-or-roun" system
of ;;.9 &ms 2n"ian +ailway.
$otal Dan" % ?:!::: *cres.
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RESEARCH METHODOLOGY
3iscuss the research "esin! research problems! important of the
stu"y! scope an" sinificance of the stu"y! source of "ata! 4uestionnaire!
sample "esin statistically techni4ues use"! an" objectiAe of the stu"y an"
limitations of the stu"y.
RESEARCH DESIGN:
* research "esin is an arranement of con"itions for collection an"
analysis of "ata in a manner that aims to combine releAance to the research.
Purpose with economy in proce"ure. 2t is the conceptual structure
within which research is con"ucte" an" it constitutes the blueprint for the
collection! measurement an" analysis of "ata. 2t inclu"es an outline of what
the researcher will "o from within the hypothesis an" its operational
implications to the final analysis of "ata.
$he research "esin use" for the stu"y is "escriptiAe "esin.
3escriptiAe research "esin inclu"es surAeys an" fact fin"in en4uires of
"ifferent &in"s. $he major purpose of "escriptiAe research is "escription of
the state of affairs! as it eCists at present.
SOURCE OF DATA:
$he releAant "ata has been collecte" from the primary sources an"
secon"ary sources. $he primary "ata is collecte" by a 4uestionnaire from the
employees. For this purpose of "ata collection! the 4uestionnaire was
circulate" amon the employees to collect information. $he secon"ary "ata
is collecte" by news paper company journals! maaEines websites etc.
:UESTIONNAIRE ADMINISTRATION:
$he 4uestionnaire was prepare" after counselin with the officer.
Employee relations of the 5+ "epartment of #$P-. $he researcher prepare"
a set of 4uestionnaire. * four point scale Hstronly aree to stronly
"isareeI was use" for this purpose.
SAMPLE DESIGN:
* sample of ?9: respon"ents was ta&en usin ran"om samplin. $he
researcher contacte" the eCecutiAe personally an" brief summary of the
nature of the stu"y an" "etails in the 4uestionnaire were narrate" to them.
PERIOD OF STUD4:
$he present stu"y ha" been un"erta&en for perio" of = wee&s! in
which it ha" "iAi"e" into three staes as such. .tae 2 is of research problem
an" collection the literature of the topic chosen. .tae 22 is of analysis an"
interpretations by usin "ifferent statistical tools! fin"ins an"
recommen"ations.
STATISTICAL TOOLS USED:
For the purpose of present stu"y percentae analysis was use".
LIMITATIONS OF STUD4:
?. $he sample siEe chosen is coAere" only a small portion of the whole
population of #$P-! +amaun"am.
;. $he stu"y is confine" to limite" perio" i.e. .iC wee&s.
G. *ccuracy of the stu"y is purely base" on the information as iAen by
the respon"ents.
4. 3ata collecte" cannot be asserte" to the free from crores! as the
sample siEe restricte" to the employees.
HIERARCH4 OF MANAGEMENT
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*/ 0ow o%ten o ;ou $a; the wor HI am <u$; or I am ha@ing har
time4 At the worI pla:eJ

Option$ Re$pon$e ' C .
7ery often <
often ;=
+arely ;>
7ery rarely ;9
#eAer ?;
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0
$
10
1$
20
2$
30
#%&'
O()%*
O()%* R+&%,' #%&'
&+&%,'
N%-%&
R%./0*.%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '9;P) rarely
an" Aery rarely says that they are busy at wor& place.
-/ You thinI ph;$i:al en@ironment pro<lem in the worI pla:e :au$e
Stre$$J ' Temperature2 lighting2 ga$e$2 u$t .

.tronly aree ;=
*ree G=
-annot say ?=
3isaree ?=
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.tronly "isaree =
0
$
10
1$
20
2$
30
3$
40
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
Opinion of stu"y reAeal that! majority of the respon"ents '=;P) aree
with physical enAironment '$emperature! Dihtin! 6ases an" 3ust) causes
.tress.

E/ You %eel time pre$$ure to :omplete worIJ

.tronly aree ?:
*ree 4?
-annot say ?G
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3isaree ;>
.tronly "isaree >

0
$
10
1$
20
2$
30
3$
40
4$
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
$he finally yet importantly! the 4uestion as&e" about the
employees! majority of the employees '9?P) of the #$P- aree an"
stronly aree with aboAe statement.
F/ Do ;ou %eel la:I o% :o,operation in o%%i:eJ
7ery often <
often ;=
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+arely ?=
7ery rarely ?K
#eAer G;
0
$
10
1$
20
2$
30
3$
40
4$
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '=>P)
face" lac& of co-operation in office remainin 'G;P) of employees
neAer face" lac& of co-operation in oraniEation.
6/ 1amil; pro<lem$ :au$e $tre$$J

.tronly aree ?<
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*ree 4?
-annot say ??
3isaree ?<
.tronly "isaree ?:
0
$
10
1$
20
2$
30
3$
40
4$
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '=:P)
stronly aree an" aree with family problems causes stress.
K/ Do ;ou ha@e pro<lem o% &P L $ugar L an; other health pro<lem$J
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7ery often 9
often ?K
+arely ?<
7ery rarely ?;
#eAer 4K
0
$
10
1$
20
2$
30
3$
40
4$
$0
#%&'
O()%*
O()%* R+&%,' #%&'
&+&%,'
N%-%&
R%./0*.%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '4KP) sai"
"onJt loAe health problems li&e 0P! suar.
)/ Ph;$i:al e>er:i$e M ;oga reu:e the $tre$$J
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.tronly aree G<
*ree G=
-annot say ??
3isaree <
.tronly "isaree 9
0
$
10
1$
20
2$
30
3$
40
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents 'K9P)
aree with aboAe statement that by "oin physical eCercise F yoa
stress will be re"uce".
+/ Meitation M pra;er to reu:e the $tre$$J
.tronly aree 4:
*ree GK
-annot say ?4
3isaree =
.tronly "isaree G
0
$
10
1$
20
2$
30
3$
40
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents 'KKP)
aree with aboAe statement that me"itation F prayer to re"uce the
stress.
7/ La:I o% :ommuni:ation :au$e$ $tre$$J
.tronly aree ?G
*ree 99
-annot say ?K
3isaree <
.tronly "isaree =
0
10
20
30
40
$0
60
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%

Interpretation=
aree with aboAe statement i.e. lac& of communication causes stress.
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*(/Spening time with ;our %amil; reu:e$ $tre$$J
.tronly aree G9
*ree 44
-annot say <
3isaree >
.tronly "isaree 4
0
$
10
1$
20
2$
30
3$
40
4$
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents 'K<P)
aree with aboAe statement i.e. appen"in more time with family
re"uces stress.
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**/Impro@ing worIing :onition$2 reu:e$ the $tre$$J
.tronly aree ;=
*ree 9=
-annot say >
3isaree K
.tronly "isaree G
0
10
20
30
40
$0
60
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
S)&0*1,'
+1&%%
A1&%%
C+**0)
.+'
D2.+1&%%
S)&0*1,'
32.+1&%%

Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '>;P)
aree with improAin wor&in con"itions in office stress will be
re"uce.
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*-/Rational allo:ation o% worI reu:e$ the $tre$$J
.tronly aree ??
*ree 99
-annot say ;:
3isaree ?:
.tronly "isaree 4
0
10
20
30
40
$0
60
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%

Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '==P)
aree with rational allocation of wor& re"uces the stress.
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*E/1inan:ial moti@ation$ reu:e the $tre$$J
.tronly aree ?;
*ree 4G
-annot say G;
3isaree ?:
.tronly "isaree G
0
$
10
1$
20
2$
30
3$
40
4$
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '99P)
aree with aboAe statement i.e. financial motiAation re"uces the stress.
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*F/Training M De@elopment program$ help to :ope,up with new
te:hnolog; reu:e$ the $tre$$J
.tronly aree ?=
*ree 9;
-annot say ;?
3isaree >
.tronly "isaree G
0
10
20
30
40
$0
60
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
aree with aboAe statement i.e. trainin an" "eAelopment with
chanes.
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*6/Nee %or %amil; :oun$eling i$ re?uireJ
.tronly aree ??
*ree ;<
-annot say ;>
3isaree ?<
.tronly "isaree ?G
0
$
10
1$
20
2$
30
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '4:P)
aree" that family counselin is nee"e" to plan an" oAer come the
stress.
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*K/Rela>ation reu:e$ the $tre$$J
.tronly aree G;
*ree 4>
-annot say ?G
3isaree =
.tronly "isaree ?
0
10
20
30
40
$0
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%
Interpretation=
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*s is eAi"ent from the chart! majority of the respon"ents '>:P)
aree with aboAe statement i.e. relaCation 'holy"ays! leaAes! family!
tours etc.) re"uces stress.
*)/1ollowing $a%et; pre:aution$ reu:e$ the $tre$$J
.tronly aree ?9
*ree 9:
-annot say ;?
3isaree ?:
.tronly "isaree 4
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0
$
10
1$
20
2$
S)&0*1,'
+1&%%
A1&%% C+**0)
.+'
D2.+1&%% S)&0*1,'
32.+1&%%
R%./0*.
%

Interpretation=
*s is eAi"ent from the chart! majority of the respon"ents '=9P)
aree with aboAe statement i.e. followin safety precautions stress is
re"uce".
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FINDINGS % SUGGESTIONS
1INDINGS=
$he fin"in of the present reAeale" the followin.
f 1ost of the respon"ent fall un"er law stress cateory.
f $hee is in sinificance relationship between stress F
"emoraphy factors i.e. ae! eCperience F "esination.
f $he followin "imensions of personal policies F practices of
the oraniEation haAe contribute" to stress amon employees.
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f +espon"ents who fall un"er the E;* F E9 ra"e are more
stresse" in comparison with the other ra"e.
f $he oraniEation falls a Aery tall structure of stress amon
hierarchy F this is one of the reasons for employees bein
stresse".
f $here is no sinificancant "ifference of stress amon
employees wor&in in plant F other "epartments.
f $he employees wor&in in the plat aAe a positiAe response in
answerin the 4uestionnaire
SUGGESTIONS=
* .mall percentae of the employees "i" haAe hih stress. Person
facin stress at the oraniEational leAel of lot of psycholoical problems in
the form of "ecrease" motiAation! absenteeism low pro"uctiAity tarets not
bein achieAin etc. as a ree"y for the aboAe sai" employees facin stress
are a"Aise" to atten" stress manaement courses which will help them to
buil" copin strateies an" cause out their stress. $he stress manaement
cause comprise of a pac&ae proram consistin of%
++elaCation
+PositiAe outloo& towar"s wor&s / responsibilities
+.elf analysis throuh personality type testes
+2nter personal s&ill "eAelopment
+Protection yoa cum me"itation
+$ime manaement
+.ince $ F 3 job relate" factors! performance appraisal F job
satisfaction were perceiAe" stressful by the employees! the
employees shoul" be counsele" rear"e" the matter
+*t the in"iAi"ual leAel the employees coul" practice a relaCin
holi"ay 'where in 4uality time is spent with the family) eAery
fortniht or mouth
++ealiEe eCcessiAe use of tea / coffee ciarette is not answer to
stress
+$ry to et =-K hrs of continuous sleep per "ay
CONCLUSION
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CONCLUSION=
$he present stu"y was con"ucte" at #$P- in +amaun"am.
$he aim was to fin" the stress leAels! personality type of the
employees. $his was "one usin a "etaile" 4uestionnaire. $he stu"y
reAele" that fall un"er low stress cateory only a small percentae is
hihly stresse" F nee"e" preAailin in the oraniEation to some
eCtent.
*t the en" of the stu"y! we can conclu"e that throuh there are
sins of stress amon the employees F such stress is affectin their
behaAiors! it can be controlle" F re"uce" effectiAely.
$his can be "one by iAin counselin F incorporatin the
suestions iAen here in at in"iAi"ual F oraniEation leAel.

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?. 5ow often "o you say the wor" H2 am busy or 2 am haAin har" timeI *t
the wor& placeW
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7ery often ' ) Often ' ) +arely ' )
7ery rarely ' ) #eAer ' )
;. You thin& physical enAironment problem in the wor& place cause .tressW
'$emperature! lihtin! ases! "ust)
.tronly aree ' ) *ree ' ) -annot say ' )
3isaree ' ) .tronly "isaree ' )
G. You feel time pressure to complete wor&W
4. 3o you feel lac& of co-operation in officeW
9. Family problems cause stressW
=. 3o you haAe problem of 0P / suar / any other health problemsW
K. Physical eCercise F yoa re"uce the stressW
>. 1e"itation F prayer to re"uce the stressW
<. Dac& of communication causes stressW
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?:..pen"in time with your family re"uces stressW
??.2mproAin wor&in con"itions! re"uces the stressW
?;.+ational allocation of wor& re"uces the stressW
?G.Financial motiAations re"uce the stressW
?4.$rainin F 3eAelopment prorams help to cope-up with new technoloy
re"uces the stressW
?9.#ee" for family counselin is re4uire"W
?=.+elaCation re"uces the stressW
?K.Followin safety precautions re"uces the stressW
?>.Please offer suestions if any for better manaement of wor& stress in
#$P-.
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BIBLIORAPH4
Books for reference:
Fred Lut!ns : "Or#!n$%!t$on Be!&$or'
(c Gr!) H$** Intern!t$on!*
Ed$t$on+
Ste,en P+ Ro-$n : "Or#!n$%!t$on Be!&$or .
conce,t /ontro&ers$es 0
A,,*$c!t$ons'
1+ As)!t! R!2!$! : "A ce*e-r!t$on c!**ed L$fe'
Un$3ue consu*t!nts 4P5 Ltd+
1+ 6+ 7!$n : "Te 2!n!#e2ent 8ourn!* of
,o)er ,rofess$on!*s'
NTP/ Art$c*es+
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Stress Management Project

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