INDIAN FIRMS ENGAGED IN INTERNATIONAL BUSINESS

The rupee has depreciated steeply against the dollar in the past two months and is trading at
Rs 56 per dollar. This has negatively affected the already weakened Indian economy. With
India being a net importer the impact is more severe. However there are certain companies
that are ma!or e"porters and hence are benefited when the rupee depreciates. Here we are
providing a list of the top ten companies that have the highest percentage of e"ports forming
part of sales.
1. Oracle Financial Services Software
T!e
#ublic $%&'( 5)*+66,-&'( ./&&0
Fo"n#e#
1223
$ea#%"arters
4umbai India
&e !eo!le
5erek Williams Harinder!it &ingh Richard 6ackson Robert 7. Weiler &
8enkatachalam 9het 7amat &amantha Wellington
William 9orey West $5irectors0
:1;
Services
IT business consulting andoutsourcing services
Reven"e
)5.6< billion$=&>523 million0 $*31*0
:*;
E'!loees
?26<* $4arch *31*0
(arent
.racle 9orporation
)e*site
oracle.com
Offices an# !resence
Asia Pacific
1
@ustralia( &ydney
9hina( &hanghai
India( Bangalore Chennai Mumbai $Goregaon0 Pune Gurgaon$%#.0 Bhubaneswar Hyderab
ad :&urat;:Au!arat; Kerala Navi Mumbai $/&A%=0
6apan( Tokyo
#hilippines( Makati
&ingapore( Singapore
&outh 7orea( Seoul
Taiwan( aipei
8ietnam( Hanoi
!urope Middle !ast and "#ri$a
Aermany( %rank#urt
The -etherlands( "msterdam
Russia( Mos$ow
=7( &ondon
Areece( "thens
Ireland( 'ublin
&witBerland( (uri$h
-igeria( &agos
=@'( 'ubai
South "meri$a
9hile( Santiago de Chile
North "meri$a
=&@( Boston Bloomington )MN* !dison )N+* Miami New ,ork City
9anada( oronto
+. O!to ,irc"its -In#ia.
-
Tra#e# as
%&'( 5)*)21
-&'( .#T.9IR9=I
Fo"n#e#
122*
:1;
$ea#%"arters
%angalore India
&e !eo!le
8inod Ramnani 9hairman and 4anaging 5irector
(ro#"cts
4edical devices
Reven"e
13.CC billion$=&>1<3 million0 $*3130
:*;
O!eratin/
inco'e
).56 billion $=&>52 million0
Net inco'e
*.6 billion $=&>+) million0
E'!loees
.ver 1<33
S"*si#iaries
@dvanced 4icronic 5evices Dtd. 9ardiac &cience 9orporation
9riticare &ystems Inc. 5evon Innovations #vt Dtd. 'urocor Ambh
4a"cor Difescience Inc. 4ediaid Inc. -.&. Remedies #vt. Dtd. .pto
9ardiac 9are Dtd. .pto 9ircuits $4alaysia0 &5- %H5 .pto 'urocor
Healthcare Dtd. .pto Infrastructure Dtd. .rmed 4edical Technology
Dtd. =neti"s 8ascular Inc.
USA0 In#ia an# Malasia

.
O!to ,irc"its -In#ia. Li'ite# $.9I0 is a vertically integrated multinational
medical technology Aroup that specialiBes in primary acute and critical
care products for the global markets. Aroup companies such as 9ardiac
&cience 9riticare'urocor 4ediaid @45D and =neti"s 8ascular are
leaders in cardiac and vital signs monitors emergency cardiac care
eEuipment vascular treatments and sensing technologies. The 9ompanyFs
=&/5@ listed and 9' marked products are marketed in more than 153
countries and sold through direct and indirect sales channels across many
emerging and developing economies.
1. Infoss
Operations
The HeadEuarters of Infosys is located in %engaluru
.n )1 4arch *31+ Infosys had <23 clients across )3 countries.
Locations( Infosys has a global presence with C) offices and 2+
development centers in the =nited &tates India 9hina @ustralia 6apan
4iddle 'ast and 'urope.
:16;
In recent years Infosys has begun shifting operations to the =nited
&tates and other countries. In *31* Infosys announced a new office
in 4ilwaukee Wisconsin to service HarleyG5avidson being the 1<th
international office in the =nited &tates.
:1C;:1<;
Infosys hired 1*33 =nited
&tates employees in *311 and e"panded the workforce by an additional
*333 employees in *31*.
/
Infoss Li'ite#
T!e
#ublic
Tra#e# as
%&'( 533*32
-&'( I-/H
-H&'( I-/H
%&' &'-&'I 9onstituent
9-I -ifty 9onstituent
In#"str
IT services IT consulting
Fo"n#e#
12<1
Fo"n#ers
-arayan 4urthy
-andan -ilekani
Raghavan
Aopalkrishnan
&.5 &hibulal
$ea#%"arters
'lectronics 9ity %angalore 7arnataka India
Area serve#
Worldwide
&e !eo!le
7. 8. 7amath $9hairman of the %oard0
::8ishal sikka
;; $9'. J 450
&. Aopalakrishnan $'"ecutive 8ice 9hairman0
Services
IT business consulting and outsourcingservices
E'!loees
163+35 $)1 4arch *31+0
:*;
Divisions
Infosys %#.
Dodestone 4anagement 9onsultants
)e*site
infosys.com
0
2. T,S
Tata 9onsultancy &ervices part of the Tata Aroup that is one of IndiaKs largest industrial
conglomerates and most respected brands is an IT services business solutions and
outsourcing organisation that delivers real results to global businesses ensuring a level of
certainty that no other firm can match. T9& offers a consultingGled integrated portfolio of IT and
ITGenabled services delivered through its uniEue Alobal -etwork 5elivery 4odelL $A-54L0
recognised as the benchmark of e"cellence in software development. .f its total sales 21 per
cent of the revenue comes from e"ports while the remaining is derived from the domestic
markets.
Type Publi$
Traded as
BS!1 0.-0/2
NS!1 CS
BS! S!NS!3 Constituent
CN3 Ni#ty Constituent
Industry 4 servi$es5 4 $onsulting
Founded 1678
Founders +9:9' ata
Headquarters Mumbai5 Maharashtra5 4ndia
Area served ;orldwide
Key people
Natra<an Chandrasekaran
)C!= > Managing 'ire$tor*
Services
45 business $onsulting and
outsour$ing servi$es
Revenue ?S@ 1.9// billion )%, -21.A1/*
B1C
Operating
income
?S@ .91- billion )%, -21.A1/*
B1C
Profit ?S@ -906 billion )%, -21.A1/*
B1C
7
Total assets ?S@ 0/908 billion ).1AMarA-21.*
B1C
Total equity ?S@ D977 billion ).1AMarA-21.*
B1C
Employees .205/.1 )+une -21/*
B-CB.C
Parent ata Group
Susidiaries
CMC &imited5 CS China5 :''C5
Computational :esear$h
&aboratories5 CS eAServe &td9
!esite www9t$s9$om
"ocations
CS has operations in the #ollowing lo$ations1
India1 "hmedabad5Bangalore5 Baroda5 Bhubaneswar5 Chandigarh5 Chennai5 Coimbatore5 Patna5 'elhi5
Gandhinagar5 Goa5 Gurgaon5 Guwahati5 Hyderabad5 4ndore5 +amshedpur5 Ko$hi5 Kolkata5 &u$know5
Mumbai5 Nagpur5 Noida5 Pune and rivandrum
B72CB71C
Africa1 South "#ri$a5 Moro$$o
B7-C
Asia #e$cluding India%1 Bahrain5 China5 4srael5 ?"!5 Hong kong5 4ndonesia5 +apan5 Malaysia5
Philippines5 Saudi "rabia5 Singapore5 South Korea5 aiwan5 hailand
B7.CB7/CB70C
Australia1 "ustralia
Europe1 Belgium5 'enmark5 %inland5 %ran$e5 Germany5 Hungary5 4$eland5 :epubli$ o# 4reland5 4taly5
&uEembourg5 Netherlands5 Norway5 Portugal5 Spain5 Sweden5 SwitFerland and ?nited Kingdom9
&ort' America1 Canada5 MeEi$o and ?nited States9
Sout' America1 "rgentina5 BraFil5 Chile5 Colombia5 !$uador5 Peru and ?ruguay
3. Divi4s La*
D
5iviKs Daboratories is engaged in the manufacture of generic active pharmaceutical ingredients
$@#Is0 custom synthesis of active ingredients and other specialty chemicals such as peptides
and nutraceuticals. The company has three multiGpurpose manufacturing facilities with a total
reactor capacity of +533 cubic meters and all support infrastructure such as utilities
environment management and safety systems. The company in a matter of short time has
e"panded its breadth of operations to provide complete turnkey solutions to the domestic
Indian pharmaceutical industry. .f its total sales more than 23 per cent of the revenue comes
from e"ports while the remaining comes from the domestic markets.
!stablished in the year 16625 with :esear$h > 'evelopment as its prime #undamental5 'ivis
&aboratories #o$ussed on developing new pro$esses #or the produ$tion o# "$tive Pharma 4ngredients
)"P4s* > 4ntermediates9 he $ompany in a matter o# short time eEpanded its breadth o# operations to
provide $omplete turnkey solutions to the domesti$ 4ndian pharma$euti$al industry9
;ith #ive years o# eEperien$e5 eEpertise and a proven tra$kAre$ord o# helping many $ompanies with its
turnAkey and $onsulting strengths5 'ivis &aboratories established its #irst manu#a$turing #a$ility in
16609
Built on a 022 a$re site at Hyderabad )?nitA4*9 the plant $omprises o# 1. multiApurpose produ$tion
blo$ks and has spa$e #or #urther growth and eEpansion9
'ivis &aboratories set up its se$ond manu#a$turing #a$ility at Gisakhapatnam )?nitA44*9 in the year
-22- on a .02 a$re site9 he site has 1/ multi purpose produ$tion blo$ks9
Docations (
-ew 6ersy &witBerland 8ishkpatna Hudrabad
5. Ra6es7 E8!orts
8
Ra!esh '"ports Dimited $R'D0 is the largest gold !ewellery manufacturer in the world and also
the countryKs largest e"porter of gold !ewellery with a market share of around +3 per cent.
&hubh 6ewellers is the retail brand of the company. .f the total sales around <5 per cent of
the revenue comes from e"ports while the remaining is from the domestic markets. R'D
e"ports plain gold !ewellery and studded gold !ewellery mainly to the =& =7 &ingapore and
the =@'. It is also the only Indian company to be recognised by the Aovernment of India as a
M/ive &tar '"port HouseK in the field of gold !ewellery.
H :!& is headIuartered in Bangalore5 4ndia
H 1688 A Brothers :a<esh Mehta and Prashant Mehta <oined #amily retail <ewellery business9
H 1662 A :a<esh !Eports established the #irst organiFed gold <ewellery manu#a$turing #a$ility in 4ndia9
H 1661 A :a<esh !Eports established 4ndiaJs #irst :>' #a$ility in the <ewellery se$tor99
H 166/ A :a<esh !Eports emerged as the largest eEporter o# <ewellery #rom 4ndia9
H 1660 A 4nitial Publi$ =##er )4P=* o# se$urities to #und eEpansion o# manu#a$turing #a$ility
H 1660 A 4P= overwhelmingly subs$ribed and :!& se$urities listed and traded on the BS! and NS!
(old )ar*ets
Gold is used #or investment as $oins and bullion5 #abri$ation o# <ewellery and various industrial
purposes9 he total supply o# gold is globally estimated at about /122 tones5 out o# whi$h about -622
tones is utiliFed #or <ewellery #abri$ation and rest o# the gold #or investment and industrial purposes9 he
total <ewellery market is estimated at about 62bn ?S' per annum out o# this gold and gold <ewellery
a$$ounts #or about 70bn ?S'9 4ndia is the largest $onsumer o# gold in the world5 the other ma<or
$onsumers o# gold in the world are ?nited States o# "meri$a5 Middle !ast5 urkey5 4taly and the ?K9
Gold is $onsumed in almost all the $ountries a$ross the world9
9. Tec7 Ma7in#ra
6
Type Publi$
Traded as
BS!1 0.-D00
NS!1 !CHM
BS! S!NS!3 Constituent
CN3 Ni#ty Constituent
Industry 4 servi$es5 4 $onsulting
Founded 1687
Headquarters Mumbai5 4ndia
B1C
Key people
"nand Mahindra )Chairman > %ounder*
Gineet Nayyar )GC*
CP Gurnani )C!= > M'*
Services 45 business $onsulting and outsour$ing servi$es
Revenue @.91 billion )$ombined revenue o# Mahindra Satyam and e$h Mahindra* )-21.*
B-C
&et income @/68 million )-21-*
B-C
Employees 6-5D-6 )"ugust -21/*
B.C
Parent Mahindra Group
!esite www9te$hmahindra9$om
Tec' )a'indra "imited is an 4ndian multinational provider o# in#ormation te$hnology )4*5
networking te$hnology solutions and business support servi$es )BP=* to the tele$ommuni$ations
industry9
B/C
e$h Mahindra is a part o# the Mahindra Group $onglomerate9 "nand Mahindra is the
#ounder o# e$h Mahindra9 4t is headIuartered at Mumbai5 4ndia9 e$h Mahindra was ranked K0 in
4ndiaJs so#tware servi$es #irms and overall K111 in %ortune 4ndia 022 list #or -21-9
B0C
e$h Mahindra5 on
+une -05 -21. announ$ed the $ompletion o# a merger with Mahindra Satyam9
Tec' )a'indra offices
e$h Mahindra has o##i$es in more than .2 $ountries9
4ndia1Kolkata5 Pune5 Noida5 Chennai5 Bangalore5 Mumbai5 Gurgaon5 Chandigarh5 Hyderabad
and Gisakhapatnam
urkey14stanbul5
:. A*an Offs7ore
"ban =##shore &td9
12
Type Publi$ $ompany )BS!1 0-.-2/* )NS!1 "B"N*
Industry =il and gas
Founded 1687
Headquarters Chennai5 amil Nadu
Key people :e<i "braham5 managing dire$tor
Products =il5 petro$hemi$al5 petroleum
Revenue --6927 billion )?S@.98 billion* )-211*
!esite abano##shore9$om
he "B"N Group was born as a small engineering #irm in Chennai5 "ban Constru$tions5 established by
late Mr9 M9 "9 "braham in 16879 " visionary5 Mr9 M9 "9 "braham began his $areer as an engineering
pro#essional in the Constru$tion 4ndustry with illustrious names like the ata Group and Saipem9
he Group took giant strides into newer arenas o# operation like the eEe$ution o# highApressure systems
and $rossA$ountry pipelines #or re#ineries and #ertiliFer and petro$hemi$al industries9 4nevitably5 "ban
ventured into the highApowered domains o# drilling5 power generation9
)umai #India%
+uai
Singapore
Channai5 =slo )Norway* 5 )alaysia 5,ietnam
-runei 5)e$ico 5-ra.il
;. Sesa Goa
11
Type Publi$ &imited
Traded as
BS!1 022-60
NS!1 S!S"G="
N,S!1 SS&
Industry Mining
Founded 160/
Headquarters Goa5 Karnataka5 =disha A 4ndia
Key people
"nil "garwal
)Chairman !miritus*
Navin "garwal
)Chairman*
om "lbanese
)Chie# !Ee$utive =##i$er*
'9'9 +alan
)C%=*
Products (in$ &ead =il and Gas 4ron ore "luminium Copper Gold and Silver
Revenue 7-98/ billion )-212*B1C
&et income -79-6 billion )-212*B-C
Employees "pproE9 /5122 )-212*
!esite www9sesasterlite9$om
Sesa GoaLs $orporate o##i$e is lo$ated in Patto PlaFa5 Pana<i9 he name o# the building is MSesa GhorL5
B1.C
whi$h means the MHouse o# SesaL9 4t has two international o##i$es5 one ea$h in Shanghai5 China and
Monrovia5 &iberia9 4n 4ndia5 7 o##i$es are lo$ated outside Goa N 'elhi5 Bengaluru5 Bhubaneswar5
Mangalore5 Krishnapatnam and +amshedpur9 4n Goa5 there are di##erent o##i$es5 based on operations9 he
ship building division is in Sirsaim and :iver %leet > Shipping o##i$e is in Gas$oAdaAGama9 he
metallurgi$al $oke division is in SanIuelim and the pig iron division is based out o# Mar$ela9 he Goa
4ron =re division is in Codli5 Sanguem and the Karnataka o##i$e is lo$ated in Chitradurga9
1<. Dr. Re##4s La*
'r9 :eddyJs &aboratories &td9
1-
Type Publi$
Traded as
NS!1 '::!'',
BS!1 0221-/
N,S!1 :',
Industry Pharma$euti$als
Founded 168/
Headquarters Hyderabad5 elangana5 4ndia
Key people
"n<i :eddy )%ounder*
G9 G9 Prasad )C!=*
Kallam Satish :eddy )Chairman*
Revenue @-91 billion )-21-*
&et income @.22 million )-21-*
Employees 175.22 )'e$ember -21-*
!esite www9drreddys9$om
+r/ Reddy0s "aoratories "td5 is a pharma$euti$al $ompany based in Hyderabad5 elangana5 4ndia9
he $ompany was #ounded by "n<i :eddy5 who had previously worked in the mentor institute5 4ndian
'rugs and Pharma$euti$als &imited5 o# Hyderabad5 4ndia9
B1C
'r9 :eddyJs manu#a$tures and markets a
wide range o# pharma$euti$als in 4ndia and overseas9 he $ompany has over 162 medi$ations5 72 a$tive
pharma$euti$al ingredients )"P4s* #or drug manu#a$ture5 diagnosti$ kits5 $riti$al $are5 and biote$hnology
produ$ts9
(loal e$pansion
he $ompany ele$ted to eEpand globally5 and a$Iuired other entities9 4n Mar$h -22-5 'r9 :eddyLs
a$Iuired BMS &aboratories5 Beverley5 and its wholly owned subsidiary Meridian Health$are5 #or 1/981
million !uros9 hese $ompanies deal in oral solids5 liIuids and pa$kaging5 with manu#a$turing #a$ilities
in &ondon and Beverley in the ?K9 :e$ently5 'r9 :eddyLs entered into an :>' and $ommer$ialiFation
agreement with "rgenta 'is$overy &td95 a private drug development $ompany based in the ?K5 #or the
treatment o# $hroni$ obstru$tive pulmonary disease )C=P'*9
Organisational Structure of the WTO
The Ministerial Conference is the highest organ of the WTO and is to meet at least once
every two years. It is normally composed of all the Ministers of Trade of the Members of
1.
the WTO. The Ministerial Conference has supreme authority over all matters, as expressed
under rticle I!"# WTO greement.
The General Council is composed of representatives of all the members $ normally
country delegates based in %eneva. The %eneral Council is in session between the
meetings of the Ministerial Council. In essence this is the real engine of the WTO and has
all the powers of the Ministerial Council when that body is not in operation. The %eneral
Council also acts as the &ispute 'ettlement (ody and the Trade )olicy (ody *rticle I!"+,-
WTO greement..
The Council for Trade in Goods, the Council for Trade in Services and the Council
for Trade-Related Aspects of Intellectual Property Rights TRIPS! have been
established with speci/c spheres of responsibility. In fact, there are separate agreements
within the framewor0 of WTO that de/ne and con/ne their operation *rticle I!"1 WTO
greement..
The Co""ittee on Trade and #evelop"ent, the Co""ittee on $alance-of-
Pay"ents Restrictions and theCo""ittee on $udget% &inance and
Ad"inistration have self,evident functions *see rticle I!"2 WTO greement.. 3i0ewise
the #irector-General and the Secretariat operate on a purely administrative basis.
4owever, it should be stated that the &irector,%eneral and the sta5 of the 'ecretariat shall
be exclusively international in character and they shall not see0 or accept instructions
from any government or any other authority external to the WTO *rticle !I"- WTO
greement..
1/
impact of MNC's in india
MN,s an# In#ian In#"stries=
&ome economists think that 4-9s are helpful for Indian industrial sector they think that Indian
companies learn new techniEue of production and new management techniEues with the
arrival of 4-9s in the Indian economic scene. 4-9s increase competition in the industrial
sector so when Indian companies compete with global giants they also improve in their
working. With the entrance of 4-9s in India demand for skilled persons increased to a great
e"tent so more and more people are becoming skillful and the problem of skilled persons is
solved for Indian industries also. 4-9s also bring foreign capital in the country which help to
e"pand the market and Indian industries also take benefit of it.
There are some economists who have some different opinion according to them the
technology transferred by them is not useful for countries like India because 4-9s use capital
intensive techniEue and developing countries have scarce capital and labour abundant so the
technology they transfer is of little use. The competition increased by 4-9s is also disastrous
for domestic industries only few strong domestic industries have enough strength to face the
competition with global giants. @s well as skilled persons are concerned 4-9s give higher
salaries to the skilled persons and thus able to e"plore the services of the most skilled persons
and the Indian industries are still out of the services of these skilled people. -o doubt 4-9s
bring foreign capital in India but this capital later becomes the cause of reimbursement of profit
to the 4-9Ks parent countries which cause capital flight from the country
Several efects. :
1 in the sector in which we were behind like computers,electronic goods got the latest variety.
2 In the felds like textiles we sufered because we have a strong base of that but the products r simple
and not glamorous . The MNC'S in this feld have ruined the small sector.
3 MNC do not come alone . They have their govt backing also. They get preference in the laws like it
happened in ANDHRA PRADESH. It seems as is they r generating employment but reality is diferent.
Some thorny plants r beautiful . Its just like that. The way they treat the villagers or unskilled staf is very
10
pathetic.
4 In the name of collaboration they do not care of our tradition like in the form of NSURANCE only
allopathy treatment is taken as the base for getting refund . A great part of our population takes
homeopathy and ayurvedic medicines. They r not recognised by the company.IF U SUPPORT THIS
AND GO ON SAYING THAT IT HAS IMPROVED THE ECONOMY THEN its true u do not understand
its real meaning.
5 Many items were reserved for small sector but we r seeing the entrance of foreign products in that
feld also.DEAR SCHOLARS INDIA DO NOT MEAN SPECIAL STATES OR METROPOLITANS. OR
ARISTOCRATE CLASS. By ofering 2 gulab jamun for Rs 300 (IN MUMBAI ) u think we r improving no
not at all
.
6 They r allowed to exploit our resources but our mnc's r not allowed to do that in other countries.Do u
know that.
7 At present they r not investing in the basic goods or services like building CHEAP HOMES FOR
POOR, CHEAP technology in the feld of medicines.Our people r making products at cheaper rate but
they r not promoted at the large scale.
Impact of MNCs in india are:
1) Increase in job oportunities
2) Cheaper goods
3) Increased foreign exchange
4) Indian companies are under stif competion as the MNC's products are at par then the indian's
5) Increase in rate of Economic Growth
MNC's in India infuenced the whole business infrastructures in India, and its not only job oppurtunities,
but we are able to really understand where we in the international scenario.. And this helped us to
develope our businesses to compete with any part of the world, we understood what global market
17
demands and what they get.. So in my view the impact MNC's had in india market is incredible, and is
all refected in the products we use now a days.
mnc has implied both good aspect and bad culture in india
it has uplifted may youngsters from bottom level to upper middle class level
but it has detoriated some ethics which is follwed in indian culture
1.Money Flow
2.Income to Government
3.Job Opportunity to youngters
4.Recognisation from the world community.
5.Nowadays the world is looking the growth of indians.
6.Be proud of Indian
MN,s an# a/ric"lt"re=
Indian economy is an agrarian economy, a ma!or part of the population depends on agriculture directly
or indirectly. If we go back to past few decades Indian agriculture was considered backward but now
the time is changing and 4-9s such as 4ahycoG4onsanto help in moderniBing Indian agriculture. They
provide modern agricultural inputs such as HH8 seeds pesticides fertiliBers and modern agricultural
eEuipments to the Indian farmers and thus Indian agriculture has turned itself from subsistence level to
making profits. 4-9s also encourage research activities in the field of agriculture in developing
countries like India.
If we see the other part of the picture India with billion plus population has put agriculture at the heart
of its economy and food security at the center of its agriculture policy. In developing countries 4-9s
encourage commercial farming because they need cheap raw material. /armers also get good amount
for their crop so the result is danger of food security which the world is facing these days. @ big number
of Indian farmers are small and medium farmers who are not able to use e"pensive agricultural
eEuipments so the gap is widening among rich and poor farmers which is disastrous for the agriculture.
4oreover 4-9s are making Indian farmers dependent on HH8 seeds provided by them and thus the
biodiversity of Indian varieties are in danger.
1D
ORGANIZATION STRUCTURE
Infosys
The %oard of 5irectors met today and announced the following changes to the %oard.
4r. -. R. -arayana 4urthy appointed 9hairman 'meritus.
4r. 7. 8. 7amath named as the 9hairman of the %oard.
4r. &. Aopalakrishnan named as the 9oG9hairman of the %oard.
4r. &. 5. &hibulal named as the 9hief '"ecutive .fficer and 4anaging 5irector.
The appointments are effective from @ugust *1 *311. The decision of the %oard is
based on the recommendations of the -ominations 9ommittee. &peaking on the
occasion
#rof. 6effrey &. Dehman 9hairman of the -ominations 9ommittee said NThis is a great
18
moment for Infosys. These three leaders meld an e"traordinary range of talents and
e"periences with a united commitment to drive the company to unprecedented levels of
accomplishment while remaining true to its historic values.
We could not be in better hands.N
16
5r. ReddyFs originally launched in 12<+ producing active pharmaceutical
ingredients. In 12<6 ReddyFs started operations on branded formulations.
Within a year ReddyFs had launched -orilet the companyFs first recogniBed
brand in India. &oon 5r. ReddyFs obtained another success with .meB its
branded omepraBole O ulcer and reflu" oesophagitis medication O launched
at half the price of other brands on the Indian market at that time.
Within a year ReddyFs became the first Indian company to e"port the active
ingredients for pharmaceuticals to 'urope. In 12<C ReddyFs started to
transform itself from a supplier of pharmaceutical ingredients to other
manufacturers into a manufacturer of pharmaceutical products.
International e8!ansion>e#it?
The companyFs first international move took it to Russia in 122*. There 5r.
ReddyFs formed a !oint venture with the countryFs biggest pharmaceuticals
-2
producer%iomed. They pulled out in 1225 amid accusations of scandal
involving Na significant material loss due to the activities of 4oscowFs
branch of ReddyFs Dabs with the help of %iomedFs chief e"ecutiveN.
:<;
ReddyFs sold the !oint venture to the 7remlinGfriendly &istema group. In
122) ReddyFs entered into a !oint venture in the 4iddle 'ast and created
two formulation units there and in Russia. ReddyFs e"ported bulk drugs to
these formulation units which then converted them into finished products.
In 122+ ReddyFs started targeting the =& generic market by building state
of art manufacturing facilities.
-1
Frederick Winslow Taylor
Fre#eric@ )inslow Talor
--
Taylor circa 1233
Born 4arch *3 1<56
#hiladelphia #ennsylvania =.&.
Die# 4arch *1 1215 $aged 520
#hiladelphia #ennsylvania =.&.
,a"se of #eat7
InfluenBa
Restin/ !lace
West Daurel Hill 9emetery
%ala 9ynwyd #ennsylvania =.&.
Nationalit @merican
-.
Occ"!ation 'fficiency e"pert
4anagement consultant
&nown for N/atherN of the
&cientific management
J 'fficiency 4ovement
$o'e town Aermantown #hiladelphia #ennsylvania
Reli/ion Puaker
S!o"se-s. Douise 4. &pooner
,7il#ren 7empton Robert and 'liBabeth(all adopted orphans)
(arents /ranklin Taylor
'mily @nnette Winslow
Awar#s 'lliott 9resson 4edal $123*0
Taylor was born in 1<56 to a wealthy Puaker family in Aermantown #hiladelphia #ennsylvania.
TaylorFs father /ranklin Taylor a #rincetonGeducated lawyer built his wealth on mortgages.
:);
TaylorFs mother 'mily @nnette Taylor $nQe Winslow0 was an ardent abolitionist and a coworker
with Ducretia 4ott. His fatherFs ancestor &amuel Taylor settled in%urlington -ew 6ersey in 16CC.
His motherFs ancestor 'dward Winslow was one of the fifteen original 4ayflower #ilgrims who
brought servants or children and one of eight who had the honorable distinction of 4ister. Winslow
served for many years as the Aovernor of the #lymouth colony.
'ducated early by his mother Taylor studied for two years in /rance and Aermany and traveled
'urope for 1< months.
:+;
In 1<C* he entered #hillips '"eter @cademy in '"eter -ew Hampshire
with the plan of eventually going to Harvard and becoming a lawyer like his father. In 1<C+ Taylor
passed the Harvard entrance e"aminations with honors. However due allegedly to rapidly
deteriorating eyesight Taylor chose Euite a different path.
Instead of attending Harvard Taylor became an apprentice patternmaker and machinist gaining
shopGfloor e"perience at 'nterprise Hydraulic Works in #hiladelphia $a pumpGmanufacturing
company whose proprietors were friends of the Taylor family0. He left his apprenticeship for si"
months and represented a group of -ew 'ngland machineGtool manufacturers at #hiladelphiaFs
-/
centennial e"position. Taylor finished his fourGyear apprenticeship and in 1<C< became a machineG
shop laborer at4idvale &teel Works. @t 4idvale he was Euickly promoted to time clerk
!ourneyman machinist gang boss over the lathe hands machine shop foreman research director
and finally chief engineer of the works $while maintaining his position as machine shop foreman0.
TaylorFs fast promotions probably reflected not only his talent but also his familyFs relationship with
'dward 9lark part owner of 4idvale &teel. $'dward 9larkFs son 9larence 9lark who was also a
manager at 4idvale &teel married TaylorFs sister.0
Taylor was a mechanical engineer who sought to improve industrial efficiency. Taylor is regarded
as the father of scientific management and was one of the firstmanagement consultants and
director of a famous firm. In #eter 5ruckerFs description
/rederick W. Taylor was the first man in recorded history who deemed work deserving of
systematic observation and study. .n TaylorFs Fscientific managementF rests above all the
tremendous surge of affluence in the last seventyGfive years which has lifted the working masses in
the developed countries well above any level recorded before even for the wellGtoGdo. Taylor
though the Isaac -ewton $or perhaps the @rchimedes0 of the science of work laid only first
foundations however. -ot much has been added to them since O even though he has been dead
all of si"ty years.
:<;
TaylorFs scientific management consisted of four principles(
1. Replace ruleGofGthumb work methods with methods based on a scientific study of the tasks.
*. &cientifically select train and develop each employee rather than passively leaving them to
train themselves.
). #rovide N5etailed instruction and supervision of each worker in the performance of that
workerFs discrete taskN $4ontgomery 122C( *530.
+. 5ivide work nearly eEually between managers and workers so that the managers apply
scientific management principles to planning the work and the workers actually perform the
tasks.
-0
$enri Faol
Henri %ayol
Henri Fayol )4stanbul5 -6 +uly 18/1 N Paris5 16 November 16-0* was a %ren$h mining engineer !S
'4:!C=: o# mines who developed a general theory o# business administration that is o#ten $alled
%ayolism9
B1C
He and his $olleagues developed this theory independently o# s$ienti#i$ management but
roughly $ontemporaneously9 &ike his $ontemporary5 %rederi$k ;inslow aylor5 he is widely
a$knowledged as a #ounder o# modern management methods9%ayol was born in 18/1 in a suburb o#
4stanbul5 =ttoman !mpire9 His #ather )an engineer* was appointed superintendent o# works to build the
Galata Bridge5 whi$h bridged the Golden Horn9
B1C
he #amily returned to %ran$e in 18/D5 where %ayol
graduated #rom the mining a$ademy OP$ole Nationale SupQrieure des MinesO in SaintAPtienne in 18729
he nineteenAyear old engineer started at the mining $ompany OCompagnie de CommentryA
%our$hambaultA'e$aFevilleO in Commentry9 By 1622 the $ompany was one o# the largest produ$ers o#
iron and steel in %ran$e and was regarded as a vital industry9
B1C
%ayol be$ame managing dire$tor in 18885
when the mine $ompany employed over 125222 people5 and held that position over .2 years until 16189
Based largely on his own management eEperien$e5 he developed his $on$ept o# administration9 4n 1617
he published these eEperien$e in the book O"dministration 4ndustrielle et GQnQraleO5 at about the same
time as %rederi$k ;inslow aylor published his Principles of Scientific Management
-7
SHORT TER) A&+ "O&( TER) P"A&S OF OR(A&ISATIO&
Planning 1'aracteristics
Many businesses develop strategic planning within a short,term, medium,term and
long,term framewor0. 'hort,term usually involves processes that show results
within a year. Companies aim medium,term plans at results that ta0e several years
to achieve. 3ong,term plans include the overall goals of the company set four or
/ve years in the future and usually are based on reaching the medium,term
targets. )lanning in this way helps you complete short,term tas0s while 0eeping
longer,term goals in mind.
S'ort2Term
'hort,term planning loo0s at the characteristics of the company in the present and
develops strategies for improving them. 6xamples are the s0ills of the employees and
their attitudes. The condition of production e7uipment or product 7uality problems are also
short,term concerns. To address these issues, you put in place short,term solutions to
address problems. 6mployee training courses, e7uipment servicing and 7uality /xes are
short,term solutions. These solutions set the stage for addressing problems more
comprehensively in the longer term.
)edium2Term
Medium,term planning applies more permanent solutions to short,term problems. If
training courses for employees solved problems in the short term, companies schedule
training programs for the medium term. If there are 7uality issues, the medium,term
response is to revise and strengthen the company8s 7uality control program. Where a
short,term response to e7uipment failure is to repair the machine, a medium,term solution
is to arrange for a service contract. Medium,term planning implements policies and
procedures to ensure that short,term problems don8t recur.
"ong2Term
In the long term, companies want to solve problems permanently and to reach their
overall targets. 3ong,term planning reacts to the competitive situation of the company in
its social, economic and political environment and develops strategies for adapting and
in9uencing its position to achieve long,term goals. It examines ma:or capital expenditures
such as purchasing e7uipment and facilities, and implements policies and procedures that
-D
shape the company8s pro/le to match top management8s ideas. When short,term and
medium,term planning is successful, long,term planning builds on those achievements to
preserve accomplishments and ensure continued progress.
Tata Motors Sets Long and Short Term Plans for Growth
Indian auto major Tata is currently having a tough time in both commercial vehicle and passenger vehicle market.
The company reported a decline of sales by 31.54 percent in passenger vehicle and about 10 percent fall in
commercial vehicle segment during the month of June 2013 compared to its sales performance in the same
month of previous year. To tackle the situation and increasing competition in Indian auto segment, Tata Motors,
under the leadership of new Chairman, Mr. Cyrus Mistry, is gearing up with short term and long term plans.
The company has revealed that it has long term plans to develop hybrid, electric and alternate fuel vehicles for the
country. Through these plans hybrid cars can be expected from Tata by 2020. With its HORIZONEXT strategy,
Tata is focusing on all-round development of the company which includes delivering better quality products and
improving customer experience by providing good services. Through this strategy Tata aims at aligning itself to
global standards.
The company owned JLR Group will be launching atleast eight new or refreshed products in the months to come.
Jaguar Land Rover Group is concentrating on growing markets like India, Brazil and Saudi Arabia for potential
opportunities.
AUTHORITY RELATIONSHIP AND ORGANIZATION CHART
Authority may be defined as the power to make decisions which guide the actions of
another. It is a relation shipwhich guide the actions of another. It is a relationship between two
individuals: one superior, another subordinate. between two individuals: one superior, another
subordinate.The superior frames and transmits decision with theThe superior frames
and transmits decision with theexpectation that these will be accepted by the
subordinate.expectation that these will be accepted by the subordinate.The
-8
subordinate executes such decisions and his conduct isThe subordinate executes
such decisions and his conduct isdetermined by them .determined by them .
ine functions are those which have direct responsibility forine functions are those
which have direct responsibility foraccomplishing the ob!ective of the enterprise
and staff refersaccomplishing the ob!ective of the enterprise and staff refersto
those elements of the organisation that help the line toto those elements of
the organisation that help the line towork most effectively in accomplishing the
prime ob!ectives of work most effectively in accomplishing the prime ob!ectives
of the enterprise.the enterprise."Allen"Allen ##ine theory becomes apparent from
the scalar principle asine theory becomes apparent from the scalar principle
asbeing that relationship in which a superior exercises directbeing that relationship
in which a superior exercises direct supervision over a subordinate $an authority
relationship supervision over a subordinate $an authority relationship direct line or
step. The nature of staff relationship is advisory .direct line or step. The nature of
staff relationship is advisory . The function of people in a pure staff capacity is
to The function of people in a pure staff capacity is to investigate, research and
give advice to line managers to investigate, research and give advice to line
managers towhom they report.whom they report.
SO&3 1ompany
In addition to continuously improving product Euality &ony is taking various steps to improve its
responsiveness and its customer service capabilities in line with its commitment G set forth in the
&ony #ledge of Puality G to Nrespect our customersF viewpoints in striving to deliver product Euality
and customer service that e"ceed their e"pectations.N In customer service this includes
responding to changing customer needs and in repair services building a structure for providing
the best possible repair service Euality.
9ompany @uthority has assigned 9& .fficers to coordinate customer service operations in
markets around the world where its products are sold. =nder the guidance and supervision of the
9orporate '"ecutive in charge of #roduct Puality and &afety and of regional headEuarters &ony
has also introduced a set of 7ey #erformance Indicators $7#Is0 G including improvement in rate of
repair completion within a predetermined period of time G and with the aim of enhancing customer
-6
service Euality on a global level has established a network of bases through which it provides
services tailored to the needs of local customers.
With the aim of providing highGEuality services to customers around the world &ony provides
ongoing training for employees and the staff of service partners. In addition to focusing on the
acEuisition of new service technologies and the sharing of solutions to ensure issues are swiftly
and effectively addressed staff are trained to help customers get the greatest en!oyment possible
from their &ony products.
9ustomer Information 9enter in 126) in 6apan to respond to customer inEuiries. Today &ony has
9ustomer Information 9enters worldwide enabling it to provide prompt responses to customer
needs that reflect customersF perspectives thereby helping &ony to enhance the Euality of its
customer service.
=tiliBes the Internet e"tensively to communicate with its customers. @s well as websites that
provide downloads of instruction manuals and software updates along with customer service
information &ony offers websites featuring freEuently asked Euestions $/@Ps0 and detailed product
troubleshooting guides. These websites give customers access to timely and easyGtoGunderstand
product and customer serviceGrelated information.
In certain regions &ony also provides customer support via such means as live Internet chat
sessions support using social networking service $&-&0 platforms and online forums through
which customers can share information to find solutions to issues. In each region &ony tailors its
support to meet the diversifying needs of its customers as it constantly strives to raise the level of
customer satisfaction.
&ony endeavors to create a rewarding corporate climate that supports the efforts of a diverse
range of employees.
&ince its establishment in 12+6
R
&ony has sought to remain at the forefront of technological
development building continuously on its achievements to create new lifestyles for people
everywhere. &ony has also fostered groundbreaking new businesses adopting an innovative
approach to this challenge that e"ceeds national and regional boundaries. In these efforts &ony
recogniBes its employees to be one of the most crucial aspects of its corporate foundation.
To fulfill its commitment to providing uniEuely &ony products services and user e"periences that
inspire dreams e"cite curiosity and enrich lives &ony acknowledges the importance of securing
.2
and fostering talented employees with a wide range of values and personalities irrespective of
nationality culture race gender age or the presence or absence of physical limitations. Auided
by the concepts of diversity and inclusion &ony recruits individuals from various backgrounds.
&ony also strives to create positive working environments and opportunities that enable individuals
with diverse backgrounds to fulfill their potential by learning from one another believing these to be
essential to a rewarding corporate climate.
SKILLS NEEDED TO BE A GOOD MANAGER
What s'ills does a "anager need(
There are three fundamental s0ills of a manager"
#. T6C4;IC3
The manager should be pro/cient at speci/c tas0s. This in turn helps to
provide the credibility or 0nowledge to persuade people to do certain things.
+. 4<M;
The manager has to 0now how to wor0 with people.
=. CO;C6)T<3
The manager can see the organisation as a whole. In other words, there has
to be some 0nowledge of the organisation and what it does and how it
interacts with other organisations.
The "ost i"portant s'ill of a "anager
>or more speci/c s0ills, here is a list compiled by management experts in
decreasing order of importance"
#. )eople s0ills
+. 'trategic thin0ing *planning ahead and predicting what was going to happen.
.1
=. !isionary
-. >lexible?adaptable to change
1. 'elf,management
@. Team player
2. 'olve,complex problems and ma0e decisions
A. 6thical?high personal standards
4ence the most important s0ill of a manager is to understand people and what
ma0es them motivated to do the wor0 in the achievement of certain goal*s..
Are "anagers leaders(
>irstly we need to 0now the di5erence between a leader and a manager.
leader is someone described as a creative genius who has the vision of
leading his?her people within an entire organisation or nation to something that we
can all believe in and realistically achieve as something worthwhile to strive for in
our lives.
manager is someone described as a practical genius who is aware of the
vision for an entire organisation or nation and can achieve various goal*s. to help
reach for this vision in a practical way.
;ow a good manager is one that has both managerial and leadership s0ills.
Thus a manager can be a leader. It all depends on the person8s upbringing, nature
of the managerial :ob, and the 0ind of 0nowledge and experience he?she ac7uires
to become a good manager.
What "a'es a good "anager(
management expert by the name of Charles %ibbon described the 0ey elements
of a 7uality manager as follows"
B#. )ossess well,de/ned goals.
+. (e able to allocate resources according to priorities.
=. (e able to ma0e decisions, act upon them, and accept responsibility for them.
.-
-. (e willing to compromise.
1. (e able to delegate and to depend on subordinates.
@. (e self,motivated and self,controlled.
2. (e able to organiCe, plan, and communicate for e5ective use of resources.
A. Maintain good relationships with others.
D. )ossess emotional maturity and the internal resources to cope with frustration,
disappointment, and stress.
#E. (e able to appraise oneself and one8s performance ob:ectively, to admit to
being wrong.
##. 6xpect that one will 0eep on growing, improve one8s performance, and
continue to develop.B *)erson #DA=, p.==-.
(ut :ust 0eep in mind the following points and you should do well"
#. If not in survival,mode, a manager should avoid creating hierarchies in an
organisation as this will only create inferiority and superiority complexes in
people after a while and will reduce the full potential of everyone.
+. Consistency in behaviour is an important characteristic of a good manager.
=. Managers should perform their wor0 exactly as they preach to others. This is
all part of consistency. s Marion ;icolson, managing director of the
ustralian /rm 3ibrary 3ocums, said" BOur philisophy is simple , we treat
people with respect and do what we say we8ll do.B
-. Managers should be friendly and approachable.
1. Communicate with everyone regularly and when it is necessary.
@. Managers should support their sta5 through praise, encouragement and
improving the wor0 environment.
2. Managers should be leaders. They must have creativity and not :ust the
practical s0ills to solve problems.
A. Managers should have the ability to con/dently and appropriately direct
others to wor0 if they have not yet actualised and reached the level of being
self,managed.
D. It is claimed that internal customers should never crac0 under pressure from
others. This is the robotic view of management. The human view of
..
management is that people are allowed to express their emotions and views.
It is the :ob of a manager to loo0 for these situations and to tal0 to sta5 as
early as possible to understand why and resolve them before the emotions
reach a level that can a5ect external customers. 'imilarly, the reverse is
true" loo0 for situations where external customers may /nd themselves
under stress or become frustrated, tal0 to these customers, listen to them,
and resolve the problems for things the manager has control over.
#E. Femember when things go wrong, everyone is responsible, not :ust
sta5, but also management. 6veryone must wor0 together. 'ac0ing people is
not the way to solve problems. It should be seen as a last resort.
##. The people who must improve the situation is everyone. We are all the
solution to our problems.
)o* "any sta+ should a "anager ,e "anaging(
It depends on how many sta5 the manager can handle, and what the sta5
themselves are doing or can bring to the table in terms of additional s0ills *e.g.
self,management..
If sta5 are doing a wide variety of di5erent things and?or self,managed in their
tas0s and other activities and are already ful/lling the role and beyond *e.g. /nding
creative solutions not expected of the role but is ma0ing a positive di5erence to
others and the organisation., you can supervise?manage less sta5 *but technically
you can handle more people under your wing.. If sta5 are doing similar things but
need to be told what to do after completing various tas0s *especially if people
might suddenly /nd themselves facing new tas0s and are not highly s0illed in
themselves., you will usually have to supervise?manage more sta5 more of the
time. It also depends on you" 4ow capable are you to be a good managerG &o you
./
receive assistanceG &o you li0e to supervise people or let them get on with itG 4ow
much self,con/dence have you gotG
4ow many sta5 you can manage and what sta5 are doing will determine
yourspan of management as the experts would say. The wider your span, the more
sta5 you can manage :ust so long as you don8t lose out on developing a 7uality
relationship with all your sta5. If you are having shallow relationships with your
sta5, it is 7uite li0ely your span of management is too great and it should be
reduced so that you can 0eep in touch with your sta5 *seriously, managers and
sta5 are human beings too..
India's top 10 BPO copanies
1! Genpact
Re"en#e$ Rs 4,592 crore (Rs 45.92 billion)
Gro%t&$ 12 per cent
Eployee stren!t" as on #arc" $1, 2%1%& '(er 41,%%% (incl)des *T ser(ices eployees, too).
+ey people& ,raod -"asin (president . c"ie/ e0ec)ti(e o//icer)
'! TCS BPO
.0
Re"en#e$ Rs $,142 crore (Rs $1.42 billion)
Gro%t&$ 1$ per cent
Eployee stren!t" as on #arc" $1, 2%1%& 12%,429 (incl)des *T ser(ices eployees, too).
+ey people& Ratan Tata (c"airan)3 4 5"andrasekaran (c"ie/ e0ec)ti(e o//icer6c)6ana!in!
director).
(! )ipro BPO
Re"en#e$ Rs 2,1%2 crore (Rs 21.%2 billion)
Gro%t&$ 15 per cent
Eployee stren!t" as on 7)ly 2$, 2%1%& 112,%%% (incl)des *T ser(ices eployees, too).
+ey people& 89i ,re7i (c"airan), :iris" ,aran7pye (7oint c"ie/ e0ec)ti(e o//icer), ;)res"
<aswani (7oint c"ie/ e0ec)ti(e o//icer).
*! Ae+is BPO
Re"en#e$ Rs 1,919 crore (Rs 19.19 billion)
Gro%t&$ 2$ per cent
Eployee stren!t"& #ore t"an $9,%%% (incl)des *T ser(ices eployees, too).
+ey person& 8par)p ;en!)pta (ana!in! director and !lobal c"ie/ e0ec)ti(e o//icer)
,! )NS G-o.a- Ser"ices
Re"en#e$ Rs 1,=5= crore (Rs 1=.5= billion)
Gro%t&$ 4 per cent
Eployee stren!t" as in 8pril 2%1%& 21,95= (incl)des *T ser(ices eployees, too).
+ey people& +es"a( #)r)!es" (c"ie/ e0ec)ti(e o//icer)3 8lok #isra (c"ie/ /inancial o//icer).
/! 0irstSo#rce So-#tions
Re"en#e$ Rs 1,12$ crore (Rs 11.2$ billion)
Gro%t&$ 1% per cent
Eployee stren!t" as o/ >)ne $%, 2%1%& 24,291 (incl)des *T ser(ices eployees, too).
+ey people& 8nanda #)ker7i (ana!in! director and c"ie/ e0ec)ti(e o//icer)3 #att"ew <allance
(7oint ana!in! director).
1! IB2 3a4s&
Re"en#e$ Rs 1,21% crore (Rs 12.1% billion)
Gro%t&$ = per cent
.7
Eployee stren!t", estiate& 8ro)nd 1%,%%% (incl)des *T ser(ices eployees, too).
5! Aditya Bir-a 2inacs
Re"en#e$ Rs 1,4%4 crore (Rs 14.%4 billion)
Gro%t&$ 62 per cent
Eployee stren!t"& #ore t"an 1$,%%% eployees at locations in 4ort" 8erica, E)rope, and
8sia at present (incl)des *T ser(ices eployees, too).
6! Infosys BPO
Re"en#e$ Rs 1,$=1 crore (Rs 1$.=1 billion)
Gro%t&$ 9 per cent
Eployee stren!t" as on >)ne $%, 2%1%& 114,=22 (incl)des *T ser(ices eployees, too).
10! Accent#re India
Re"en#e$ Rs 1,1$5 crore (Rs 11.$5 billion)
Gro%t&$ 1 per cent
Eployee stren!t"& 8bo)t 12,%%% (incl)des *T ser(ices eployees, too).
,ISIT -A&(A"ORE TI"E 1O)PA&3 A&+ 1O""E1T +ETAI"S FRO) E)P"O3ES STRESS
&tress is a universal element at work and all human beings have to face stress in all walks of
life. The conseEuences of stress are a deviation from the e"isting physical and psychological
condition of human life. The aim of this paper is to identify the cause of work stress among tile
factory workers in %angalore TID' factory 7arnataka
A## = Near Eco S!ace B"siness (ar@0 Bellan#"r0 Ban/loreA35<1<1
.D
The sample siBe consists of 133 respondents 53 male workers and 53 female workers
selected from Ban/alore TILE Factor0Ban/alore. 9onvenience sampling method under
-on #robability sampling was employed in selecting the sample.In order to ensure greater
clarity and validity pretesting was done with limited number of respondents and necessary
modifications were made in the interview schedule. With the ob!ectives in mind the
researcher collected first hand information about the universe through pilot study. The pilot
study helped the researcher to narrow down the scope of the study and facilitated the
selection of samples.
/or the study both primary as well as secondary information were collected. Interview
schedule method was used to collect the primary data. To collect information in deepest
level observation and guidance methods also were employed.
Te study of stress is important both for individuals and organiBations because of its deleterious
effects. 4odern life s full of stress and stress is the pressure people feel in life due to heir
reaction to the situations. -o one is immune to stress. &tress s a non specific response to
demands from environment and it results in physical psychological and behavioral deviations
of people. &tress can be managed at both individual level and organiBational level. Individual
approach to manage stress includes e"ercise behaviour control proper diet meditation
rela"ation etc. .rganiBational strategies to manage stress include clarity of employee roles
procedures policies and rules changes in organiBational structure counselling spread of
message of evil effects of stress and so on. &tress is dangerous. &tress management
techniEue is attracting more and more people. 'verybody in the workplace e"periences some
kind of frustrations tensions or an"ieties in relation to the general work environment. &tress
is a part of every employeeKs life. However where stress is e"cessive personal and
organiBational performance is at best damaged. @ll the worst stress is a liability and threat to
the survival of an organiBation. &tress can have serious conseEuences that affect both health
and work performance. In terms of health the current belief among many medical
practitioners is that 53 or C3S of all physical illness are related to stress. &tress can cause
depression irritation an"iety fatigue lowered self esteem and reduced !ob satisfaction.
.
Tile factory workers are blue collar workers. 4a!ority of them are privately employed and
are unorganiBed. They belong to the lower strata of socio economic groups and are highly
.8
stressed. Researchers and media are often interested to take up the problems of middle or
high income groups for publicity and acceptance. &o the researcher took it as a challenge
to conduct a study on this topic and bring out the problems of people who are mainly
unorganiBed and are often denied of their rights. &ince the result of the survey was rather
shocking the researcher felt that the need to depict the poor state of their life and bring it
to the notice of the authorities concerned. /actory workers develop a wide variety of
occupational illness during their working lives manifested in physical and psychological
stress. %lue collar workers perform manual labour and generally earn low wages. .ften
blue collar work is associated with lack of education but this is not the case. 4any blue
collar !obs reEuire advanced skills technical training or years of apprenticeship. /or many
workers that are considered blue collar dealing with work stress is a constant part of their
daily life. /aced with shrinking !ob market possible layoffs and factory closings blue collar
workers often worry about their financial future. 5epending on their position blue collar
workers often face a uniEue set of stressors.
.6