EQ PROJ Complete W

ACKNOWLEDGEMENT
I would like to express my most sincere gratitude to MR.
S.C.Bansal , GM (HRG), who gave me an opportunity to work on such an
interesting topic. He provided me necessary impetus with all his zest, zeal
and motivation and without his guidance, support and extremely helpful
attitude; this project would not have seen the light of the day. He gave
valuable suggestions to me and was considerate enough to share his
knowledge and experiences for the accomplishment of training and
project work.
I would also like to take the opportunity to thank all the members
of HRG Department, Tel Bhawan, Dehradun for their constant guidance.
Last but not the least, I am highly grateful to all the employees of ONGC
posted at Tel Bhawan, Dehradun, for their kind cooperation during data
collection.
PREFACE
As an integral part of the curriculum, we students of MBA, needed to get
exposed to the actual human resource environment to get a better
understanding of Human Resource Management by way of undergoing
practical training. We consider ourselves fortunate enough that we had an
opportunity to join ONGC, Dehradun and undergo an eight weeks
training at the Human Resource Group,Tel Bhawan for gaining
substantial knowledge of “EMOTIONAL INTELLIGENCE” at
ONGC.
Emotional intelligence reveals the skills that distinguish star
performers in every field from entry level jobs to top executive position.
Self-awareness, self-confidence, self-control, commitment and integrity,
the ability to communicate, influence, initiate and accept changes.

SYNOPSIS
The rules for work are changing. We’re being judged by a
new yardstick; not by just how smart we are ,or by our
training and expertise, but also how well we handle ourselves
and each other. This yardstick is increasingly applied in
choosing who will not, who will be let go and who retained, who
passed over &who passed over and who promoted.
The new rules predict who is most likely to become a star
performer and who is more prone to derailing. And no matter
what field we work in currently, they measure the traits that are
crucial to our marketability for future jobs. The new rules focus
on personal qualities , such as initiative and empathy,
adaptability and persuasiveness rather than academic abilities.
This is no passing fad , nor just the management nostrum of the
moment. The data that argues for taking it seriously are based on
studies of thousands of working people, in callings of every kind
.The research distills with unprecedented precision which
qualities make star performers.

In a time with no guarantees of job security, when the very
concept of a “job” is rapidly being replaced by “portable skills”,
these are prime qualities that make and keep us employable.
Talked about loosely for decades under a variety of names ,from
“character” and “personality” to “soft skills” and “competence”,
there is at last a more precise understanding of these human
talents ,and a new name for them;
“EMOTIONAL INTELLIGENCE”
The concept of emotional intelligence is an umbrella term that
captures a broad collection of individual skills, and dispositions,
usually referred to as soft skills, that are outside the traditional
areas of specific knowledge ,general intelligence ,and technical
or professional skills .Most of the authors on the topic note that
in order to be a well adjusted ,fully functioning member of
society, one must possess both traditional intelligence(IQ),and
emotional intelligence(EQ).
It is a commonly held notion that it takes more
than just brains to succeed in life-one must also be able to

develop and maintain healthy inter-personal relationships. Taken
from this perspective emotional intelligence is nothing new.
EXECUTIVE SUMMARY
1) Besides intellectual competence, recently it has been observed
that EMOTIONAL INTELLIGENCE is equally important for
managerial performance, so that innovative ideas derived out of
intellectual competence can be implemented well in right spirit
through people, applying EMOTIONAL INTELLIGENCE.
2) There are various negative emotions like sadness, anger,
anxiety etc. and there are various positive emotions like
happiness, motivated, optimistic etc.
3)For the purpose of our survey regarding Emotional
Intelligence in ONGC, we have concentrated on managerial
aspects in organizational context.Thus for negative emotions like

sadness, anger, fear, worries are taken as negative emotions and
positive thinking, enthusiastic, non-egoistic and appreciating
subordinates are taken as positive emotions.
4)The score of sample of 200 employees is divided into 3
categories Good, Fair, Poor, based on 3 question for each
positive and negative emotions.
5)The score of employees in general in managing negative
emotions is satisfactory.
6)On the other hand the score for positive emotions in executives
is quiet less(2% good for positive thinking, 3% good for
enthusiastic, 6% good for non-egoistic, 5% good for appreciating
subordinates)
7) Training program specifically designed inculcating positive
emotions for better human resource are organised.

A BRIEF HISTORY OF THE
ORGANISATION
In October 1955, Petroleum Division was created within the
geological survey of India, at Dehradun exclusively for oil
exploration in the country. The division grew into the
Directorate of oil and natural gas, which was later, raised to the
status of commission on 14th August 1956. This commission
was then converted into a statutory body on 15th October 1956
with headquarter at Dehradun .On 23rd June 1993; ONGC was
incorporated as a public limited under the company’s act. The
oil and natural gas corporation was formed on 1st February
1994.
ONGC is a public sector undertaking .It has an impressive track
record of progress over the last 50 years. ONGC is today one of
the largest oil exploration and production company. It is premier
national corporate contributing over 40 % of domestic oil and
gas production. ONGC ranks among the top 20 oil companies

of the world. ONGC has discovered about 225 oil and gas
fields. It has deployed around over 4000 oil/ gas injections well.
COMPANY PROFILE
Securing Sustained Growth
Born as a modest corporate entity within serene Himalayan
settings on 14th August 1956 as commission, Oil and Natural
Gas Corporation Limited (ONGC), has grown into a full
fledged horizontally integrated upstream petroleum company.
Today, ONGC is a flagship public sector enterprise and India’s
highest profit making corporate, which has achieved the
landmark of inception, ONGC has produced more than 600
million metric tones of crude oil and supplied more than 200
billion cubic meters of gas, thus fuelling India’s economy.
To achieve this sustained growth, ONGC decided to double the
oil and gas reserves. In 45 years of operation ONGC accreted
six billions tones of oil and oil equivalent reserves and ONGC
has drawn a plan to double these reserves in the next 20 years.
Secondly, the global recovery factor of ONGC is of the order of
28% ; the target is to raise this to the level of 40% over the same
20 years.
Out of the six billion tones of oil and gas reserve accretion, four
billion tones are accepted to come from offshore and deep
waters. To improve recovery factor from the existing fields,
ONGC is investing Rs. 2,000 Crores in 15 Redevelopment
Schemes.
Corporate Rejuvenation Campaign
ONGC is in the process of reorganization, which is designed to
focus on results, rather than activities. The concept of “Virtual
Corporate” is introduced wherein the Key Executive is the CEO
of the sub-corporate assign to him. The Directors act as the
Chairman of the Boards for the sub-corporate in their charge.

This process is designed to inculcate entrepreneurship and
encourages the Virtual Corporate to function like a MNC.
Best in class Standard
Information Technology and communication System are being
integrated and upgraded. A number of new projects – project
PROMISE (Professional Review of Major Infocom Systems
and Equipments), projects IMPETUS (Implementing,
Maintenance & Procurement Efforts .Through Upgraded
Systems) are launched. All these projects are aimed at
integrating infotech resources, integrate company-wide ERP
management system and facilitate better maintenance and repair
of equipment and facilities.
ONGC Videsh Limited
ONGC Videsh , the wholly owned subsidiary of ONGC
concluded a deal for 20 % firm in another 20% carried interest
in Sakhalin – 1 project. Estimated at US $ 1.7 billion, this is the

largest single foreign investment ever made by any Indian
corporate.
ONGC Videsh also holds a 45% interest in Vietnam Offshore
Gas Project and the project will start production by end of 2002.
ONGIO International Limited
ONGIO International Limited, a 50:50 joint venture between
ONGC and IOC, has incorporated to provide training
consultancy and services from drilling to dispensing, in India
and abroad.
ONGC Corporate Ranking
In its annual survey (2000-01) of Asia’s 1000 largest
companies, the Asia week magazine ranks ONGC as the fourth
most profitable oil and Gas Company in Asia, after Petrochiana,
Petroleum National of Malaysia and China National Offshore
oil.
With its Market Capitalization crossing Rs. 75,000 Crore and
net profit crossing Rs.10, 000 crore, ONGC has been ranked 1st
in Economic Times 500 Corporate for the year 2002-03.
 It has been ranked 326th in Financial Times Global 500 by
Market Capitalization.
 It has been ranked 133rd in Forbes 400 Global Corporate
by Market Capitalization.
 It has been ranked 1st in Business Today 500 Corporate by
Net Profits.
ONGC VISSION AND MISSION
“To be a world class Oil and Gas Company integrated and

energy business with dominant Indian leadership and global
presence.”
World Class
 Dedicated to excellence by leveraging competitive

advantages in R&D and technology with involved people.
 Imbibe high standards of business ethics and

organizational values.
 Abiding commitment to safety, health and environment to

enrich quality of community life.
 Foster a culture of trust, openness and mutual concern to

make a stimulating and challenging experience for our
people.
 Strive for customer delight through quality products and

services.
Integrated in Energy Business
 Focus on Domestic and international oil and gas

exploration and production business opportunities.
 Provide value linkages in other sectors of energy business.

 Create growth opportunities and maximize shareholder
value.
Dominant Indian Leadership
Retain dominant position in Indian petroleum sector and enhance

India’s energy availability.
ONGC’S INSTITUTES
ONGC has institutionalized research and development in the oil
& gas and related sectors and established separate institutions to
undertake specific activities in key areas of exploration, drilling,
reservoir management , production technology, ocean
engineering, safety and environment protection in the form of 9
independently –managed R&D centers . These institutes are
also supported by regional laboratories.
These R&D institutes with experienced and highly qualified
manpower support exploration and production activities of
ONGC.
 GEOPIC: Geodata Processing and Interpretation Centre.
 KDMIPE: Keshav Deva Malaviya Institute of Petroleum
Exploration.
 IDT: Institute of Drilling Technology.
 IRS : Institute of Reservoir Studies.

 IEOT: Institute of Engineering and Ocean Technology.
 IMD :Institute of Management development.
 INBIGS: Institute of Biotechnology and Geotectonic
Studies.
 IOGPT: Institute of Oil and Gas Production Technology.
 IPSHEM: Institute of Petroleum Safety, Health and
Environment Management.
ONGC SPECIALISES IN :-
 Geological and Geophysical Surveys.
 Geochemical studies, Bio-Stratigraphic Analysis.
 Basin Evaluation, Techno-Economic Analysis.
 Formation Analysis and Reservoir Modeling.
 Estimation of Resources and Reservoirs.
 Drilling of Exploratory and Development Wells.
 Bottom Hole Reservoir Studies.
 Repair and Rehabilitation of Sick Wells.
 Simulation Techniques.
 Computer application in Petroleum Industry.
 Equipment Management and Quality Assurance.
 Material Management and Logistics: on land,

marine and air.
 Construction and maintenance: Onshore and
Offshore.
 Safety Audits and Environmental Studies.
 Corrosion Studies in Offshore Structure.

 Erection and Maintenance of Gas Sweetening
plants.
ORGANIZATION STRUCTURE-
DESIGN AND REDESIGN
ONGC earlier had an organizational structure which was
patterned on regional lines. Entire ONGC was divided into 5
regions, viz., Northern region based at Jammu, Central region
Based at Kolkatta, Eastern region based at Nazaira, Western
region based at Baroda and Southern region Based at Mumbai
Offshore project.
But when ONGC expanded at Scorching based in terms of
work plan, manpower equipment and technological up
gradation. Such a simplified structure increasingly offered
bottlenecks in function.
During mid 80’s ONGC was reorganized as a matrix by
overlapping regional profit centers with functional profit

centers. All existing regions were transformed in regional
profit centers by a Regional Director. Each and every activity
was grouped by combining it with 5 profit centers drawn on
functional lines, viz., Exploration Business Group (EBG),
Operational Business Group (OBG) and support services.
Now, Chairman cum Managing Director who, as a part of
functional organization is assisted by Functional Directors of
Exploration, Drilling, Operation, Technical, Personnel and
Finance Heads ONGC. These Directors are functionally
assisted by Heads of these functions in the Regional Business
Centers.
As a part of Regional Organization, the CMD is assisted by
6 Regional Directors who head the 7 Regional Business
Centers. To these Regional Directors, administratively

reporting is made by the head of disciplines of Exploration,
Drilling ,Operation,Technical, Personnel and Finance.
ONGC CLIENTELE
 Abu Dhabi National Company(ADNOC)
 British Petroleum
 Command Petroleum(I)Private Limited.
 Directorate General of Hydrocarbons,India
 Dony Polo Petrochemicals Limited
 Essar Oil
 Gas Authority of India Limited
 Geasite Surveys Singapore(P) Limited
 Hardy Exploration & production Company
 Hindustan Oil Exploration Company
 Hightech Drilling Services
 Hyundai Heavy Industries

 Interlink Petroleum Limited
 Oil India limited
 Petro Vietnam
 Phonenix Overseas
 Rai Coastal Services
 Reliance petroleum Limited.
HUMAN RESOURCE MANAGEMENT AT
ONGC
ONGC considers the human to be its greatest assets in its stride
to achieve corporate excellence. The success of the company is
due to its highly motivated, professionally competent,
committed multidisciplinary workforce comprising of Scientist,
technologist, engineers and others.

DIFFERENT CADRES IN HUMAN
RESOURCE DEPARTMENT
DIRECTOR (HR)
EXECUTIVE DIRECTOR : E9
GROUP GENERAL MANAGER : E8
GENERAL MANAGER : E7
DY. GENERAL MANAGER : E6
CHIEF MANAGER : E5
MANAGER : E4
DY. MANAGER : E3
SENIOR P&A OFFICER : E2
P&A OFFICER : E1
ASSISTANT P&A OFFICER : E0

HR VISION, MISSION & OBJECTIVES
HR VISION
“To attain organizational excellence by developing and
inspiring the true potential of company’s human capital and
providing opportunities for growth, well being and
enrichment.”
HR MISSION
“To create a value and knowledge based organization by
inculcating a culture of learning, innovation and team
working and aligning business priorities with aspiration of
employee’s leading to development of an empowered,
responsive and competent human capital.”
HR OBJECTIVES
 To develop and sustain core values.
 To develop business leaders for tomorrow.
 To provide job contentment through empowerment,
accountability and responsibility.

 To build and upgrade competencies through virtual
learning, opportunities for growth and providing
challenges in the job.
 To foster a climate of creativity, innovation and
enthusiasm.
 To enhance the quality of life of the employees and
their family.
 To inculcate high understanding of ‘Service’ to a
greater cause.
HR STRATEGY
 To meet challenging demands of the business
environment, focus of the HR strategy is on change
of the employees, ‘mindset’
 Building quality, culture and resources.
 Re-engineering and Redeployment for maximizing
utilization of HR potential.
 To build and upgrade competencies through virtual
learning, opportunities for growth and providing
challenges in the job.
 Re-strengthening mutual faith, trust and respect.
 Inculcating a spirit of learning & enjoying
challenges.
 Developing Human Resource through virtual
learning, providing opportunities for growth,
inculcating involvement and exposure to
benchmarking in performance.
ROLE OF HR
 Alignment of HR vision with Corporate Vision.
 Shift from support group to strategic partner in
business operations.
 HR as a change agent.
 Enhance productivity and performance by
developing employee competency and potential.
 Developing professional attitude and approach.
 Developing ‘Global Managers’ for tomorrow to
ensure the role of global players.

MAJOR FUNCTIONS OF HRG
 Assessment of manpower requirement in various
projects and disciplines at various levels. This is done
on the basis of detailed zero-based studies and HRG’s
recommendations are submitted to management for
approval. Thus, for deciding the recruitment, HRG
plays a nodal role.
 Evaluation of manpower norms and practice in
different functional areas.
 Studying and recommending the needs of internal
redeployment of manpower with a view of enhancing
productivity.
 Providing primary data input for succession
planning of corporate level executives.
 Providing essential data inputs for promotions and
transfers of executives.
 Maintaining computerized manpower databases,
work center wise, discipline wise, level wise etc. along
with details like number of women and SC/ST
employees.
 Compiling and disseminating ‘performance
growth parameters’ in the area of HRM.
 Acting the nodal agency administering the
performance incentive scheme, its annual revision and
making amendments/providing clarifications from time
to time to region/projects.
 Coordinating corporate challenge programmes,
like revision of performance appraisal system in the
corporation and corporate restructuring /
transformations
 Formulation and modification of Voluntary
Retirement Scheme.
 Providing periodic input for organizing training by
IMD and RTI’s for P&A personnel.
 Involvement in corporate grievance handling
committee for redressal of employee grievance.
 Publication of ‘HRM’, quarterly, corporate journal
on Human Resource Management.

 Carrying out miscellaneous jobs in the areas of
HRM(like providing summer training to students of
various fields, replying to manpower related point of
questionnaires from external agencies and government
and providing information to in house agencies as and
when required and taking up assignments as per the
directives from Director(HR), CMD from time to time)
 Formation and administration of ‘productivity
linked honorarium’ scheme.
 Psychometric application for better productivity
and for improving quality of life.
Carrying out system studies/optimization studies whenever
assigned by management or at HRG’s own initiation.

EMOTIONAL INTELLIGENCE
Emotional intelligence refers to the “capacity for recognizing our
own feelings and the feelings of others ,for motivating
ourselves ,and for managing emotions well in ourselves and in
our relationships.”
It describes abilities distinct from but complementary
to ,academic intelligence ,the purely cognitive capacities
measured by I.Q.Many people who are book smart but lack
emotional intelligence end up working for people who have

lower I.Q.’s than they but who excel in emotional intelligence
skills.
These two different kinds of intelligence –intellectual and
emotional-express the activity of different parts of the brain.The
intellect is based solely on the working of the neocortex,the
more recently evolved layers at the top of the brain.The
emotional centers are lower in the brain,in the more ancient
subcortex ; emotional centers involves these emotional centers at
work,in concert with the intellectual centers.
Emotional intelligence can also be defined in terms of “being
able to monitor and regulate one’s own and other’s feelings ,and
to use feelings to guide thought and action.”
This can be classified into five basic emotional and social
competencies:-
a)Self-awareness:
Knowing what we are feeling in the moment ,and using those
preferences to guide our decision making;having a realistic
assessment of our own abilities and a well-grounded sense of
self-condidence.
b)Self-regulation;
-Handling our emotions so that they facilitate rather than
interfere with the task at hand;being conscientious and delaying
gratification to purse goals;recovering well from emotional
distress
c)Motivation;
-Using our deepest preferences to move and guide us toward our
goals,to help us take initiative and strive to improve,and to
persevere in the face of setbacks and frustrations.

d)Empathy;
-Sensing what people are feeling ,being able to take their
perspective and cultivating rapport and attunement with a broad
diversity of people.
e)Social skills;
-Handling emotions in relationships well and accurately reading
social situations and networks ;interacting smoothly ;using these
skills to persuade and lead ,negotiate and settle disputes ,for
cooperation and teamwork.
EMOTIONAL STABILITY , COMPETENCE
AND INTELLIGENCE
Just like technical knowledge, administrative capabilities and
conceptual clarity are required at various level of management,
similarly 3 different types of competence are required for
working effectively in an org.
1. PHYSICAL COMPETENCE: This is mostly required for
lower cadre of jobs for higher efficiency and productivity and its
requirement gets gradually reduced as the executive goes higher.
2.INTELLECTUAL COMPETENCE :This is required for
middle , seniors as well as at top mgt. Level for solving
problems ,giving innovative ideas and development of org.
3.EMOTIONAL COMPETENCE : Intellectual competence as
well as physical competence can be utilized optimally , when an
executive has emotional competence also. EMOTIONAL
COMPETENCE IN SIMPLE TERMS IS TAKING THE
Problems it is , essential for decision NEITHER
EXAGGERATING IT NOR UNDERMINING IT, TRYING

FOR CORRECTIVE ACTIONRATHER THAN GETTING
ANGERY ETC. SINCE OUR ACTION\REACTION GET
AFFECTIVE FROM EMOTIONAS. It is essential for decision
making, interpersonal skills and finally reaches to emotional
intelligence.
EMOTIONAL STABILITY; is remaining calm even under
troubles, odd situation and problems.
EMOTIONAL COMPETENCE: is evaluating situation for
correction, rather than getting worried.
EMOTIONAL INTELLIGENCE : It is capability to face
problem and developing corrective action, and interacting with
executive concerned in rightful manner for solution and org.
development.
Recently it has come to light that Emotional Competence
/Intelligence is of paramount importance because it is this, which

enhances the practical application of there 2 competencies, as
things are to be ultimately done through people.
Positive traits of emotional intelligence: Happiness, Motivated,
Friendly, teaming, Proactive, Empathy, Guiding.
Competence an intelligence appreciating, positive thinking,
solution seeking, corrective action, etc.
Negative traits f emotional intelligence: Sadness, fear, anxiety,
depression, anger, stress, jealously , dullness , competence &
intelligence , revenge , playing politics , punishing ,stop talking ,
worry , banging , etc.

CLARIFICATIN ABOUT CONCEPTIONS /
MISCNCEPTIOS FOR EMOTINAL
INTELLIGENCE
1.Suppressing anger forcibly is not emotional intelligence. but
reducing the feel of anger is emotional intelligence.
2.Feeling over smart by flattery is not emotional intelligence, but
getting motivated through achievement is EQ.
3.Feeling frustrated and stopping work due to non-promotion is
not emotional intelligence, but highlighting one’s real
achievement and doing better for getting promotion next year is
emotional intelligence.
4. Feeling stress / anxiety if to many works given at a time is not
emotional intelligence, but prioritizing the s per importance &
urgency and ding them one by one is emotional intelligence
5. Listening all aspects, different views/alternatives / pros &
cons and taking decisions afterwards is emotional intelligence,
but giving orders whimsically or under anger/hurriedness is not
emotional intelligence.
6. Getting worried by uncertainty or politics played against you
is not emotional intelligence, but developing various alternatives
with probabilities and taking action as per best
option/alternatives available is emotional intelligence.
7. Criticizing everything existing and making abrupt changes is
not emotional intelligence, but first understanding, consulting
concerned persons and then taking decision keeping objective in
mind is emotional intelligence.

8. Finding mistakes and banging badly the subordinate is not
emotional intelligence, but first appreciating his good work done
and then guiding/motivating him to correct mistakes is emotional
intelligence.
9. Being hooked up by peculiar situation, lift or luck and bossing
over senior unlucky knowledgeable executives is not emotional
intelligence, but taking the in to confidence and asking their
ideas is emotional intelligence
10. Not promoting some senior knowledgeable sincere mgr. For
10 –12 years, because his colleague back bitted against him is
not emotional intelligence, but seeing his seniority, work
efficiency, achievement etc. and then promoting is emotional
intelligence.
11.Keeping quiet, even when your juniors / subordinate is
speaking against you is not emotional intelligence, but replying
to him, with firmness, how he should have behaved and taken
care of in future is emotional intelligence.
12.Praising yourself too much, not giving importance to what
others are saying; rather showing them down is not emotional
intelligence, but identifying and telling others there specific
good points ;along with areas where they can learn from you is
emotional intelligence .
HOW DO ORGANISATIONS BENEFIT
FROM HAVING EMPLOYEES WITH
EMOTIONAL INTELLIGENCE?
When it comes to technical skills and core competencies that
make a company competitive ,the ability to outperform
others depends on the relationships of the people involved
which ultimately relates to the degree of its emotional
intelligence of its employees and leaders.
And there is a ripple effect –leaders possessing emotional
intelligence will create an effective work climate that will further
develop emotional intelligence at the subordinate levels.Studies
show that,outstanding organizations that employ individuals
with a high degree of emotional intelligence hold the following
in common-;
Success Factors Of Emotionally Intelligent Organizations

*ORGANIZATION’S COMMITMENT -
COLLABORATION ,SUPPORT AND SHARING
TO A BASIC STRATEGY. RESOURCES
*INTIATIVE TO STIMULATE -
INNOVATION,RISK TAKING AND LEARNING
IMPROVEMENTS IN PERFORMANCE
TOGETHER
*OPEN COMMUNICATON AND TRUST -
A PASSION FOR COMPETITION AND
-BUILDING WITH ALL STAKEHOLDERS
CONTINUAL IMPROVEMENT.
*BUILDING RELATIONSHIPS INSIDE AND -
A BALANCE BETWEEN THE HUMAN AND

OUTSIDE THAT OFFER COMPETITIVE
FINANCIAL SIDE OF THE COMPANY’S
ADVANTAGE.
AGENDA.
WHY EMOTIONAL INTELLIGENCE IS
IMPORTANT?
Emotional intelligence at strategic level or corporate level means
bluntly confronting but consequential truth they have been
avoiding.This is where inter-personal relationships and
relationship networks play an important role.People get better at
their work if they grow more adept at handling their own
emotions and impulses,at motivating themselves and if they are
empathetic and have self-awareness.
Researchers investigated dimensions of
emotional intelligence by measuring related concepts,such as
social skills, inter-personal competence, psychological maturity
and emotional awareness. I share an important relationship with
other phenomenon like leadership, group performance,
individual performance, inter personal exchange, managing
change, and conducting performance evaluations. Emotional
intelligence skills that help harmonize, is increasing, is

increasingly becoming valued as a workplace asset in the
coming year.
Emotional intelligence helps to measure one’s:-
1) Emotional energy
2) Stress management capacities
3) Positive/negative attitudes
4) Level of self-esteem
5) Commitment to work.
6) Attention to detail
7) Courage
8) Self-direction
9) Tolerance
10) Consideration for others
11) Sociability
COMPETENCY OF STARS
There are two levels of job competencies ,and two types of job
competence models.
1.THRESHOLD COMPETENCIES
These are two minimal skills needed to carry out the
tasks associated with a given position.. Most of the organization
competence models fit into this category.
2.DISTINGUISHING COMPETENCIES
They are competencies that set star
performers apart from average ones. These are the competencies
people already in a job need in order to perform superbly.
But the two competencies that carry most weight in making
someone outstanding in that field are the drive to improve and

skill at persuasion and influence (these are emotional
competencies)
List of competencies in themselves do not tell exactly how much
each of these ingredients contributes to outstanding
performance ,though they are good general indicators.The
absolute best data comes from competence studies that analyze
the “relative weight”each competence carries in distinguishing
the stars from the average.That’s because a single cognitive
competence,say migt turn out to be three times as important as
given single emotional competence – or viceversa –in
contributing to star performance.
For lower level positions(like purchasing clerks and clerical
assistants)there is usually a higher premium on technical abilities
than on interpersonal ones ..But at higher levels (professional or
managerial positions), the inter-personal ability matter more than
technical skills, in setting star performers apart. And for these

upper level occupations the more people advanced in their
position, the more important become inter-personal skills (but
not the technical ones)in distinguishing superior from average
performance.
In general, emotional competencies play a
far larger role in superior job performance than do cognitive
abilities and technical expertise.
A study of emotional competence in leadership was done at
Hey? Mc Ber in Boston by “Lyle Spencer Jr. with Wei Chen.
Their analysis of more than three hundred top-level executives
from more than fifteen global companies showed that six
emotional competencies distinguished stars from the average;
these are-;
1.influence
2.team-leadership
3.organizational
awareness
4.self-confidence
5.the drive to achieve
6.and leadership itself.
GUIDELINES FOR EMOTIONAL
COMPETENCE TRAINING
ASSESS THE JOB
-;Training should focus on the competencies needed for most
excellence in a given job or role.
Caveat –;Training for irrelevant competencies is pointless.
Best practice-;Design training based on systematic needs
assessment.
ASSESS THE INDIVIDUAL
-The individual’s profile of strength’s and limitations should be
assessed to identify what needs improving.
Caveat-;Inept feedback can be upsetting ;skillful feedback is
motivating.
Best practice-;Use emotional intelligence in delivering initial
evaluation of a persons emotional competence.
GAUGE READINESS
-;People are at different levels of readiness.
Caveat-;When people lack readiness ,training is more likely to
be wasted.
Best practice-;Assess for readiness ,and if someone is not yet
ready, make readiness an initial focus.
MOTIVATE
People lean to the degree they are motivated-for example, by
realizing that a competence is important to doing their jobs well-
and making the competence a personal goal for change.
Caveat;-If people are unmotivated training will lack
effectiveness.
Best practice-;Make clear how training will pay off on the job
or for the individuals career,or to be otherwise rewarding.
-MAKE CHANGE SELF DIRECTED

When people direct their learning program,tailoring it to their
needs,circumstances,and motivation learning is more effective.
Caveat- One –size-fits-all training programs fit no one
specifically.
Best practice –Have people choose their own goals for
development and help them design their own plan for pursuing
them.
FOCUS ON CLEAR, MANAGABLE GOALS
People need clarity on what the competence is and the steps
needed to improve it..

Caveat-;Poorly focused or unrealistic programs for change lead
to fuzzy results or failure.
Best practice-;Spell out the specifics of the competence and
offer a workable plan to get there.
PREVENT RELAPSE
Habits change slowly,and relapses and slips need not signal
defeat.
Caveat-;People can become discouraged by the slowness of
change and the inertia of old habits.
Best practice-;Help people use lapses and slip-ups as lessons to
prepare themselves better for the next time.

GIVE PERFORMANCE FEEDBACK
Ongoing feedback encourages and helps direct change.
Caveat-;Feed back can send the training off track.
Best practice-;Design into the change plan feedback from
superiors ,peers,friends-anyone who can help coach,mentor,or
give appropriate progress reviews.
ENCOURAGE PRACTICE
Lasting change requires sustained practice both on and off the
job.
Caveat-;A single seminar or workshop is a beginning ,but not
sufficient in itself.
Best practice-;Use naturally arising opportunities for practice at
work and at home ,and try the new behaviors repeatedly and
consistently over a period of months.
ARRANGE SUPPORT
Like minded people who are also trying to make similar changes
can offer crucial ongoing support.
Caveat-;Going it alone makes change tougher.
Best practice-;Build a network of support and
encouragement.Even a single buddy or coach will help.
PROVIDE MODELS
High-status,highly effective people who embody the competence
can be models who inspire change.

Caveat-;A do –what –I –say-not –what –I-do attitude in
superiors undermines change.
Best practice-;Encourage superiors to value and exhibit the
competence;make sure trainers do, too.
ENCOURAGE
Change will be greater if the organization’s environment
supports the change ,values the competence,and offers a safe
atmosphere for experimentation.
Caveat; -When there is no real support, particularly from
bosses, particularly from bosses, the change effort will seem
hollow –or too risky.
Best practice-; Encourage change that fits the value of
organization. Show that the competence matters for job
placement, promotion, performance review, and the like.

REINFORCE CHANGE
People need recognition –to feel their change efforts matter.
Caveat-;A lack of reinforcement is discouraging.
Best practice-;Be sure the organization shows its values the
change in a consequential way;praise,a raise,or expanded
responsibility.
EVALUATE
Establish ways to evaluate the development effort to see if it has
lasting effects.
Caveat-;Many or most development programs go unevaluated,
and so mistakes or pointless programs go unchanged.
Best practice-;Find measures of the competence or skill as
shown on the job, ideally before and after training, and also
several months(and, if possible, a year or two)later.

PROCESS OF TURNING NEGATIVE
EMOTIONS INTO POSITIVE EMOTIONS
PERSONAL COMPETENCE
These competencies determine how we manage ourselves.
Self awareness;-
Knowing one’s internal states ,
preferences ,resources, and intuitions.
1.Emotional awareness;-Recognizing one’s emotions and
their effects.
2.Accurate Self-Assessment;-Knowing one’s strengths and
limits.
3.Self-Confidence;-A strong sense of one’s self-worth and
capabilities.
Self-regulation;-
Managing one’s internal states, impulses, and
resources.
1. Self -Control;-Keeping disruptive emotions and impulses
in check.
2. Trustworthiness;-Maintaining standards of honesty and
integrity.
3. Conscientiousness; -Taking responsibility for personal
performance
4. Adaptability; -Flexibility in handling change.
5. Innovation;-Being comfortable with novel ideas,
approaches, and new information.
Motivation;-
Emotional tendencies that guide or facilitate reaching goals.

1. Achievement Drive;-Striving to improve or meet a
standard of excellence.
2. Commitment;-Aligning with the goals of the group or
organization.
3. Initiative;-Readiness to act on opportunities.
4. Optimism-Persistence in pursuing goals despite obstacles
and setback.
SOCIAL COMPETENCE
These competencies determine how we handle relationships.
Empathy ;-
Awareness of other’s feelings ,needs and concerns.

1. Understanding Others;-Sensing other’s feelings and
perspectives ,and taking an active interest in their concerns .
2. Developing Others; -Sensing other’s development needs and
bolstering their abilities.
3. Service Orientation;-Anticipating, recognizing ,and meeting
customer needs.
4. Leveraging Diversity;-Cultivating opportunities through different
types of people.
5. Political Awareness;-Reading a group’s emotional currents and
power relationships.
Social Skills;-
Adeptness at inducing desirable responses in others.
1. Influence;-Wielding effective tactics for persuasion.

2. Communication:-Listening openly and sending convincing
messages.
3. Conflict Management:-Negotiating and solving disagreements.
4. Leadership:-Inspiring and guiding individual and groups.
5. Change Catalyst:-Initiating or managing change.
6. Building Bonds:-Nurturing instrumental relationships.
7. Collaboration And Cooperation:-Working with others towards
shared goals.
8. Team Capabilities:-Creating group synergy in pursuing collective
goals.
SURVEY METHODOLOGY
RESEARCH OBJECTIVE
1) To analyze the Emotional Intelligence of ONGC
employees.
2) To suggest measures for enhancing the Emotional
Intelligence for improving the effectiveness of employees
in ONGC.
RESEARCH METHODOLOGY
The method have been divided under the following heads
 The Data
 Modus Operandi
THE DATA
 SOURCES OF DATA
Primary data was collected through the administration of
questionnaire and discussion with employees. Secondary data
was collected from the published reports of the company.

 SAMPLE SIZE
The universe of sample under study was estimated to be
around 1000 employees. A sample size of 150 respondents
was selected from different departments.
 SAMPLING TECHNIQUES
The sampling technique selected for the study was random in
nature.
 TOOLS OF DATA ANALYSIS
Data analysis was carried through graphic representation of
the data.
MODUS OPERANDI
The research work was started by doing a conceptual study of
the objective. A judicious use of various research
methodologies have been made in undertaking this study.
Both primary and secondary data was used. Detailed
information was collected through published data of ONGC.A

pilot survey was conducted to test the questionnaire so as to
remove inconsistencies and repetitions, to delete irrelevant
questions etc. for pilot survey, a sample of 10 employees was
taken.
METHODOLOGY ADOPTED
A Sample of 150 employees of ONGC TELBHAWAN
Dehradun was taken for the purpose of the study.
The data was collected by administering a Personal
Outlook questionnaire to the employees. The questionnaire
was divided according to the eight emotions undertaken for
study.First Four of which were based on negative emotions
and and rest four were based on positive emotions.
The four negative emotions recognized are
 Anger
 Worries/Stress
 Sadness/Depression
 Fear
The Four positive emotions recognized are:-
 Non Egoistic/Friendly
 Appreciating/Motivating
 Positive Thinking
 Enthusiastic/Motivated
Primary sources of data:
 Questionnaire
 Discussion with employees
Secondary source of data:
 Published reports of the company.
 Literature of the company.

MAJOR FINDINGS:-
On analysis of various negative emotions and positive emotions
as shown in PIE-CHART following conclusion are worth
mention.
NEGATIVE EMOTIONS
1) 85% employees are either fair or good in managing
sadness/depression and 15% are poor in this regard.
2) 83% employees are either fair or good in managing fear.Thus
in general employees are not working under fear.
3) 88% employees are either good or fair in managing anger
only 12% are poor.
4) 86% employees are either fair or good in managing
worries/stress only 14% are poor in this respect.
POSITIVE EMOTIONS
5) Only 2% employees are of positive thinking whereas 55%
employees are poor or negative thinking

6) Only 3% employees are enthusiastic, motivated and 52%
persons are poor and demotivated.
7)Only 6% persons are good in respect of friendliness, non
egoistic and 35% employees are poor in this regard or very much
egoistic
8)Only 5% executives are appreciating/motivating their
subordinate and 60% are poor or not motivating their
subordinate.
ANALYSIS OF FINDINGS
1) In ONGC employees by and large are able to manage their
negative emotions, since ONGC being a PSU employees are not
fearful and their bosses cannot afford to show too much anger on
them.On the whole employees are easy going and casual.
2) But the percentage of employees with positive emotions like
positive thinking, enthusiastic/motivated in work, friendly/non
egoistic in nature, and appreciating/motivating their subordinate
is very very less varying from 2% to 6% as good.

CONCLUSION
1) The percentage of employee who are good in managing negative
emotion as well as who are poor in managing negative emotion are very
less.most of the employees fall in the category of fair in managing
negative emotion.
2) Only 2% positive thinking, only 3% enthusiastic in work, only 6% non
egoistic in nature and only 5% motivating the subordinates are very very
less.Thus positive emotion are to be inculcated in ONGC employees
particularly in above mentioned 4 aspects to improve human resource
utilisation and management.
RECOMMENDATION
Training program specifically designed to enhance E.Q. particularly to
inculcate positive emotion for better human resource management should
be organized (percentage of executives having positive emotion is too
less).
BIBILOGRAPHY
 DANIEL GOLEMAN “EMOTIONAL INTELLIGENCE”
 DANIEL GOLEMAN “WORKING WITH EMOTIONAL

INTELLIGENCE”
 PRINTED REPORTS OF ONGC

CASE STUDY ON EMOTIONAL
INTELLIGENCE
Mukesh was a man of creative intelligence and high ambitions.
After passing M.Tech. in Industrial Engineering (3 decades
back), he appeared for planning Engineer job in a P.S.U. The
Chairman of interview board had returned a few days back after
attending a high level seminar in U.S.A., so asked Mukesh ‘you
know, what is PERT?’ Mukesh explained . Further C.I.B, Mr.
Paswan asked ‘What is LOB?, Fortunately or unfortunately
Mukesh knowing that too, so told about it. ‘now, you tell me ,
how would you use LOB in production planning chart?’
Since Mukesh knowing LOB in details and C.I.B. had only
heard its name, Mukesh replied –SIR, LOB IS NOT A
PRODUCTION PLANNING TECHNIQUE, BUT
PRODUCTION CONTROL OR TO BE MORE SPECIFIC, A
PROJECT CONTROL MONITORING TECHNIQUE’.

C.I.B. pulled up his nose and asked angrily-‘What is chemical
Milling.? Mukesh told that also though it was not related with
job applied for. ‘But , what is the chemical used?’ Mukesh
asked- ‘for which metal, sir?’ ‘O.K. you tell me for aluminum’.
Mukesh replied –‘Sodium Hydroxide solution, sir’ . By this time
, Mr. Paswan lost his patience and said with a smile, ‘No, not
sodium Hydroxide solution, but Alkali solution.’ Other
member of interview board said- sir, OH is Alkali only. He is
telling more specifically’.
Mukesh was surprised; even after replying all question correctly,
he was not , selected . Anyway, he learned something and after
some days applied in Indian Shipping company. Before entering
the Interview room, he saw the mane plate on the door . It was
0of Mr. T.K. Sen, who was C.I.B. Here, Mr. Sen further asked
him a technical question, showing some diagram and asked-
‘why the liquid goes from point A to point B?’ Mukesh
replied – ‘ Because pressure at A is more than pressure at B.’
Mr. Sen said - –‘that is not the real reason.’ On Mukesh’s

asking , what is the real reason Mr. Sen said – ‘Because
pressure at B is more than pressure at A.’ Mukesh promptly
said –‘Thank you very much, sir. When he was about to stand
up, Mr. Sen told him – ‘Had you said , it is the same thing, I
would not have selected you. I wanted to test something else
also, besides knowledge.’
Mukesh started applying outside and got a job in Avon Industry.
After working there for some days, he came to know that there
was huge production loss due to machines breakdowns. He
thought of a special Incentive Scheme specific to maintenance
workers and went to GM. there he said - ' sir, yesterday you told
a beautiful incentive scheme for maintenance people for
reducing break down time.' GM did not say that yesterday he did
not meet him, rather said- ' yes, yes, I give so many beautiful
ideas. What was that, which I told you, Mukesh explained in
details, his newly designed incentive scheme for reducing
machines breakdown time. GM even then, did not say that
scheme' was not told by him. thus that incentive scheme became
GM's idea and everybody co-operated, particularly the
production department.
Please discuss the above case in regard to :-
 Why Mr. Paswan did not select Mukesh, though he replied
all the questions correctly?
 How , you would have tackled (answer questions) Mr.
Paswan to get selected in interview?
 Comment on Mukesh's interview with Mr. Sen what Mr.
Sen wanted, to see besides knowledge?
 Comment on Kapur's behavior - 'idea good, but not
practical?
 how, you would have talked with Mr. Kapur, if you were
Mukesh for AELC for ISC?
 comment on Mukesh's strategy with GM of private
industry and GM behavior ?
 What lessons on emotional intelligence, do you learn from
this case?
LESSONS TAKEN FROM CASE STUDY
1. Being an interviewee you should be emotionally stable,not
loosing control over the questions thrown.
2. Emotional creativity is required for good performance.
3. You should know to interpret the attitude of other
person,adjudge it and satisfy the ego if required putting your
own ego aside.
4. Full confidence is necessary to prove your capability .
5. Not only devising idea but it’s implementation is also
required
6. Handle difficult people and tense situation with diplomacy
and tact(manipulating situations).
7. Performing effectively under pressure rather than reacting out
of panic anger or alarm.
8. Awareness about group dynamics and politics between
various people and departments of organisation.
9. Emotional intelligence is not indulging in politics .

10. Flexibility in the face of challenges or obstacles.
11. Should be open in recognizing and appreciating people.
12. Detect crucial conditions including conflicts in relation.
HOW TO IMPROVE E.Q.
1. Should not have any biased views or pre-conceived notions
about persons and things.
2. Don’t focus on symptoms only try to find reasons behind the
problems.
3. Analyze the situation: Its pros and cons good and bad points,
opportunities and threats.
4. Identify the factors, which are affecting the situations and
persons.
5. Take the concerned persons in to confidence for mutual
interest.
6. Try to convert threats I to opportunities by searching silver
lines in clouds.
7. Try to take personal pain into personal gain i.e. blessing in
disguise.
8. Don’t concentrate on problems and tensions; search and
focus on solutions.
9. Don’t restrict on apparently visible solutions / practices; look
beyond them.
10.Listen others with empathy and allow them to ventilate their
feelings.
11.Share your information with him; may be problem is due to
gap in communication.
12.Keep the objective in mind, what ultimately you want and is
feasible.
13.Adopt Win-Win attitude and approach, not only proving
yourself right.
14.Thinking or conversation must result in specific solution, not
remain undecided
15.In critical situations, when you are excited, take decision later
on, when calm.
16.When you are right and your boss / senior is also right, not
need of argument.
17.If some subordinate or peer goes o telling problems only, ask
solution from him only.
18.You may take a firm stand, decisive, but be soft in dealing
with persons.
19.To ‘ Win the War ‘, you may have to lose the battles, so
accept small defeats.
20.When somebody blames you unnecessarily, just ignore, as if
giving the blame back.
21.Accept one idea of others (even though not perfect) ,so that
he accepts your ideas.
22.Neither boast yourself too much , nor condemn others too
much ; reduce the gap.

SYNOPSIS
The rules for work are changing. We’re being judged by a
new yardstick; not by just how smart we are ,or by our
training and expertise, but also how well we handle ourselves
and each other. This yardstick is increasingly applied in
choosing who will not, who will be let go and who retained, who
passed over &who passed over and who promoted.
The new rules predict who is most likely to become
a star performer and who is more prone to derailing. And no
matter what field we work in currently, they measure the traits
that are crucial to our marketability for future jobs. The new
rules focus on personal qualities , such as initiative and empathy,
adaptability and persuasiveness rather than academic abilities.
This is no passing fad , nor just the management nostrum of the
moment. The data that argues for taking it seriously are based on
studies of thousands of working people, in callings of every kind

.The research distills with unprecedented precision which
qualities make star performers.
In a time with no guarantees of job
security, when the very concept of a “job” is rapidly being
replaced by “portable skills”, these are prime qualities that make
and keep us employable. Talked about loosely for decades under
a variety of names ,from “character” and “personality” to “soft
skills” and “competence”, there is at last a more precise
understanding of these human talents ,and a new name for them;
“EMOTIONAL INTELLIGENCE”
The concept of emotional intelligence is an umbrella term that
captures a broad collection of individual skills, and dispositions,
usually referred to as soft skills, that are outside the traditional
areas of specific knowledge ,general intelligence ,and technical
or professional skills .Most of the authors on the topic note that
in order to be a well adjusted ,fully functioning member of
society, one must possess both traditional intelligence(IQ),and
emotional intelligence(EQ).
It is a commonly held notion that it takes more
than just brains to succeed in life-one must also be able to
develop and maintain healthy inter-personal relationships. Taken
from this perspective emotional intelligence is nothing new.

SURVEY METHODOLOGY
RESEARCH OBJECTIVE
3) To analyze the Emotional Intelligence of ONGC
employees.
4) To suggest measures for enhancing the Emotional
Intelligence for improving the effectiveness of employees
in ONGC.
RESEARCH METHODOLOGY
The method have been divided under the following heads
 The Data
 Modus Operandi
THE DATA
 SOURCES OF DATA
Primary data was collected through the administration of
questionnaire and discussion with employees. Secondary data
was collected from the published reports of the company.
 SAMPLE SIZE
The universe of sample under study was estimated to be
around 1000 employees. A sample size of 150 respondents
was selected from different departments.
 SAMPLING TECHNIQUES
The sampling technique selected for the study was random in
nature.
 TOOLS OF DATA ANALYSIS
Data analysis was carried through graphic representation of
the data.
MODUS OPERANDI
The research work was started by doing a conceptual study of
the objective. A judicious use of various research
methodologies have been made in undertaking this study.
Both primary and secondary data was used. Detailed
information was collected through published data of ONGC.A
pilot survey was conducted to test the questionnaire so as to
remove inconsistencies and repetitions, to delete irrelevant
questions etc. for pilot survey, a sample of 10 employees was
taken.
METHODOLOGY ADOPTED
A Sample of 150 employees of ONGC TELBHAWAN
Dehradun was taken for the purpose of the study.
The data was collected by administering a Personal
Outlook questionnaire to the employees. The questionnaire
was divided according to the eight emotions undertaken for
study.First Four of which were based on negative emotions
and and rest four were based on positive emotions.
The four negative emotions recognized are
 Anger
 Worries/Stress
 Sadness/Depression
 Fear
The Four positive emotions recognized are:-
 Non Egoistic/Friendly
 Appreciating/Motivating
 Positive Thinking
 Enthusiastic/Motivated
Primary sources of data:
 Questionnaire
 Discussion with employees
Secondary source of data:
 Published reports of the company.
 Literature of the company.

QUESTIONS CLUBBED SHOWING NEGATIVE
AND POSITIVE EMOTIONS
NEGATIVE EMOTIONS
A;-ANGRY (QUES NO. 1,13,19)
B;-WORRIED AND STRESSED (QUES NO.2,3,17,20)
C;-SAD ,IGNORED,NOT BEING HELPED (QUES
NO.5,9,10)
D:-8
E:-FLUCTUATING-18
POSITIVE EMOTIONS
F:-NON – EGOISTIC (QUES NO. 11, 16 ,4)
G:-APPRECIATION ( QUES NO. 12)
H:-POSITIVE THINKING (QUES NO. 14, 15)
I:-HAPPY (QUES NO. 6 )
J:- ENTHUSIASTIC (QUES NO. 7 )

SUGGESTIONS
The survey was conducted among 1,000 employees at
ONGC .their responses towards emotional intelligence
correspond to the suggestions.
1) Employees need to be more consistent in their approach
and behavior.
2) Psychological workshops should be conducted to train
about controlling emotions and managing stress.
3) Non-monetary remunerations should be given frequently to
increase the morale.

4) The percentage of employees who fear taking initiatives or
decisions were found to be more .Training programmes
should be designed for improvements.
5) The overall inference concerned to the positive emotions
at ONGC were satisfactory ,hence training programmes to
retain this should be designed.

CONCLUSION
Emotional intelligence reveals the skills that distinguish star
performers in every field ,from entry level jobs to top executive
positions.Self-awareness,self-confidence,and self-control,
commitment and integrity ,the ability to communicate and
influence, to initiate and accept change.
These competencies are at premium in today’s job market. The

higher up the leadership you go, the more vital these skills
become,often influencing those who are hired or fired, passed
over or promoted.
The ONGC picture corresponding to emotional intelligence is

quite positive which accounts for all its international ranking as
one of the most well established ,renound and successful
organization.
PERSONAL OUTLOOOK
Please tick mark anyone, what you really feel, not what you
think you should or ideal
(1) How often you feel angry( Office as well as house ).

i)never ii)rarely iii)sometimes iv)frequently v)almost
daily
(2) How often you feel worried on injustice, being criticized

and overloaded.
daily
(3) How often you feel under stress on politics against you /
critical situation.
daily
(4) How often you admit your mistake.

daily
(5) How often you feel sad/depressed.

i)never ii)rarely iii)sometimes iv)frequently v)almost daily
(6) How often you feel happy/exuberant.

(7) How often you feel motivated/enthusiastic/encouraged.

(8) How often you fear/afraid, when
caught/banged/criticized.
(9) How often you feel ignored/left out.

(10) How often you feel people friendly to you/being helped.

(11) How often you accept others suggestions/modification in

your ideas.
(12) How often you express your love and appreciation for
others.
(13) How often you bang/criticize/showdown your juniors.

(14) How often you have positive thinking, troubles as

oppurtunities , blessings in disguise.
(15) How often you are able to take decisions even in

uncertainties and troubles.
(16) I can recognize my imperfections without feeling guilty.

(17) When someone gets angry at me it spoils my day.

(18) I experience all types of feelings everyday(Positive and
Negative).
(19) My intense emotion cause me to feel out of control.

(20) I agonize over decisions or put off decisions making.

PERSONAL OUTLOOK -SCORING
(1) How often you feel angry (Office as well as house).

i) Never ii) rarely iii) sometimes iv) frequently v) almost daily
1 4 5 3 2
(2) How often you feel worried on injustice, being criticized and overloaded.
i) Never ii)rarely iii) sometimes iv)frequently v)almost daily
4 5 4 3 1
(3) How often you feel under stress on politics against you / critical situation.
i) never ii)rarely iii) sometimes iv)frequently v)almost daily
3 5 3 2 1
(4) How often you admit your mistake.

1 3 5 3 1
(5) How often you feel sad/depressed.

3 5 4 2 1
(6) How often you feel happy/exuberant.

i)never ii)rarely iii) sometimes iv)frequently v)almost daily
1 2 3 4 5
(7) How often you feel motivated/enthusiastic/encouraged.

1 2 3 4 5
(8) How often you fear/afraid, when caught/banged/criticized.

4 5 3 2 1
(9)How often you feel ignored/left out.

4 5 3 2 1
(10) How often you feel people friendly to you/being helped.

1 2 5 4 3
(11) How often you accept others suggestions/modification in your ideas.

1 3 5 3 1
(12) How often you express your love and appreciation for others.
1 2 3 5 4
(13)How often you bang/criticize/showdown your juniors.

3 5 4 2 1
(14)How often you have positive thinking, troubles as oppurtunities , blessings in

disguise.
1 2 4 5 3
(15)How often you are able to take decisions even in uncertainties and troubles.
1 2 3 5 4
(16)I can recognize my imperfections without feeling guilty.

1 3 5 3 1
(17) When someone gets angry at me it spoils my day.

3 5 4 2 1
(18)I experience all types of feelings everyday(Positive and Negative).

3 5 4 2 1
(19)My intense emotional cause me to feel out of control.

4 5 3 2 1
(20)I agonize over decisions or put off decisions making.

4 5 3 2 1

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ACKNOWLEDGEMENT

I would like to express my most sincere gratitude to MR.

S.C.Bansal , GM (HRG), who gave me an opportunity to work on such an

valuable suggestions to me and was considerate enough to share his

knowledge and experiences for the accomplishment of training and

of HRG Department, Tel Bhawan, Dehradun for their constant guidance.

exposed to the actual human resource environment to get a better

understanding of Human Resource Management by way of undergoing

practical training. We consider ourselves fortunate enough that we had an

opportunity to join ONGC, Dehradun and undergo an eight weeks

training at the Human Resource Group,Tel Bhawan for gaining

substantial knowledge of “EMOTIONAL INTELLIGENCE” at

Emotional intelligence reveals the skills that distinguish star

Self-awareness, self-confidence, self-control, commitment and integrity,

the ability to communicate, influence, initiate and accept changes.

The rules for work are changing. We’re being judged by a

new yardstick; not by just how smart we are ,or by our

training and expertise, but also how well we handle ourselves

and each other. This yardstick is increasingly applied in

passed over &who passed over and who promoted.

The new rules predict who is most likely to become a star

performer and who is more prone to derailing. And no matter

on personal qualities , such as initiative and empathy,

adaptability and persuasiveness rather than academic abilities.

This is no passing fad , nor just the management nostrum of the

studies of thousands of working people, in callings of every kind

.The research distills with unprecedented precision which

qualities make star performers.

concept of a “job” is rapidly being replaced by “portable skills”,

these are prime qualities that make and keep us employable.

Talked about loosely for decades under a variety of names ,from

“character” and “personality” to “soft skills” and “competence”,

there is at last a more precise understanding of these human

talents ,and a new name for them;

The concept of emotional intelligence is an umbrella term that

captures a broad collection of individual skills, and dispositions,

usually referred to as soft skills, that are outside the traditional

areas of specific knowledge ,general intelligence ,and technical

or professional skills .Most of the authors on the topic note that

in order to be a well adjusted ,fully functioning member of

society, one must possess both traditional intelligence(IQ),and

It is a commonly held notion that it takes more

than just brains to succeed in life-one must also be able to

from this perspective emotional intelligence is nothing new.

1) Besides intellectual competence, recently it has been observed

that EMOTIONAL INTELLIGENCE is equally important for

managerial performance, so that innovative ideas derived out of

intellectual competence can be implemented well in right spirit

through people, applying EMOTIONAL INTELLIGENCE.

2) There are various negative emotions like sadness, anger,

anxiety etc. and there are various positive emotions like

happiness, motivated, optimistic etc.

3)For the purpose of our survey regarding Emotional

Intelligence in ONGC, we have concentrated on managerial

aspects in organizational context.Thus for negative emotions like

positive thinking, enthusiastic, non-egoistic and appreciating

subordinates are taken as positive emotions.

4)The score of sample of 200 employees is divided into 3

categories Good, Fair, Poor, based on 3 question for each

positive and negative emotions.

5)The score of employees in general in managing negative

is quiet less(2% good for positive thinking, 3% good for

enthusiastic, 6% good for non-egoistic, 5% good for appreciating