CONTENTS

Chapter-1 : Introduction Introduction of Stress Organizational Stress Sources of Stress Consequences of Stress Management of Stress Organization Profile Research methodology Data Analysis and Interpretation Findings and Suggestions Questionnaire Bibliography

Chapter-2 Chapter-3 Chapter-4 Chapter-5 Appendix

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INTRODUCTION
Stress has been called ³the invisible´. It is a disease that may affect you, your organization, and any of the people in it, so you cannot afford to ignore it. EVOLUATION OF STRESS: The Garden of Eden began as a tranquil stress environment. However when Adam was given the tantalizing chance to eat the forbidden fruit, he was trust into mankind¶s first stressful situation. Adam was offered a choice and, as we know, decision-making is the breeding ground for conflict, frustration and distress. DEFINITION: Stress in individual is defined as any interference that disturbs a persons¶ healthy mental and physical well being. It occurs when the body is required to perform beyond its normal range of capabilities. Stress is the way that you react physically, mentally and emotionally to various conditions, changes and demands in your life. High levels of stress can affect your physical and mental well being and performance. The results of stress are harmful to individuals, families, society and organizations, which can suffer from ³organization stress´. Ivancevich and Matteson define stress as individual with the environment. Behr and Newman define job stress as ³a condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning´. Stress is a dynamic condition, which an individual is confronted with an opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress is associated with constraints and demands. The former prevent you from doing what you desire, the latter refers to the loss of something desired. Stress is highest for those individuals who perceive that they are uncertain as to whether they will win or lose and lowest for those individuals who think that winning or losing is certainty. Canadian physician Hans Selye (1907-1982) in his book the stress of life 1956 popularized the idea of stress. According to Selye, the General Adaptation Syndrome consists of three phases. Ce level begins to decline irreversibly. The organism collapses.

It the stress persist. adrenaline discharges. colleagues. values. policies. Pestonjee has attempted / identified three important sectors of life in which Stress originates. Here the individual mobilizes to meet the threat. Depending on the nature & intensity of the threat and the condition of the organization the period of resistance varies and the severity of symptoms may differ from ³mild invigoration´ to ³disease of adaptation´. It is contended that stress can originate in any of these sectors or in combinations thereof. like temperament. Maximum adaptation occurs during this stage. refers to the totality of the work environment (task.). it may overwhelm the body resources. The Intrapsychic sector encompasses those things. The organism collapses. or the defensive reaction proves ineffective. The individual attempts to resist or cope with the threat. The first phases includes in initial ³stock shock phase´ in which defensive mechanism become active. The social sector refers to the other such factors. and persona. ulceration. compensation. Alarm reaction is characterized by autonomous excitability. Depleted of energy. increase heart rate. y Exhaustion: Adaptation energy is exhausted. The alarm reaction has two phases. abilities and health. . Sings of the alarm reaction reappear. These are Job and the organization The social sector Intrapsychic sector Job and organization.y Alarm Reaction: The first is the alarm phases. and the resistance level begins to define irreversibly. etc. the body enters the phase of third. The bodily signs characteristic of the alarm reaction disappear. y Resistance: The second is the phase of resistance. atmosphere. which are intimate.

In this stage.L ± STRESS TOLERANCE LEVEL In the figure we find that job and organization loads have increased and have made a dent in the personality.T. This indicates a balanced state. we find that job and organizational loads have become unmanageable and interact with intrapsychic loads. ORGANIZATION-INDIVIDUAL NORMAL INTERACTION PATTERN S. which are quite manageable. This is .In the figure below it can be seen that the magnitude of stress emanating from the stress to learner limit of the individual to handle these stress. we find minor surface changes taking place. MINIOR SURFACE CHANGES Adaptation attempt a) b) c) d) Extra effort Excessive concern of task Worries Anxiety In the stage three and the figure below.

Aggressive tendencies Several types of breakdowns and cracks are observable in this stage i. the individual requires proper psychological and medical care. Extra ordinary effort 2. At this stage. Most of the stress related diseases emerge at this point. Worry and anxiety about the self 3. When the situation persists we move into the next stage in which we start operating beyond the ³stress tolerance limit´. fourth stage.. Onset of physiological symptoms 4.e.the stage at which he negative consequences of the stress become apparent. . The figure below depicts the fourth and fifth stage. If unchecked the situation may culminate into the last and most intense phase wherein complete disintegration of personality takes place. MAJOR SURFACE DISFIGURATION Frantic copying 1.

Work related symptoms Lack of concentration Affected clarity of thinking & decision ± making Frequent absenteeism Affected team work Aggressive behavior B. bounce back . Physiological symptoms Headache / Migraine Insomnia Lack of appetite Digestive disorders Sexual disorders Temperamental changes. The reactions are received & analyzed by the environment. which in turn.STRESSORS OR LOADS BREAKDOWNS AND CRACKS: FAILURE IN COPING A. It is called the BOUNCE model because the behavioral decomposition taking place due to stress tense to get reflected in interpersonal reactions. Pestonjee has also developed a model to explain how we cope with stress reactions.

FUEL SHORTAGE STAGE:- . increased dissatisfaction and pessimism and increased absenteeism and inefficiency at work. enthusiasm. THE BOUNCE MODEL STRESSORS BORNOUT STRESS SYNDROME (BOSS):Boss can lead to at least four types of stress related consequences such as. lowered resistance to illness. HONEYMOON STAGE:This stage can be describe as accounting for the euphoric feeling of encounter with the new job such as excitement. the energy reverses are gradually depleted in coping with the demands of a challenging environment.signals to the individuals to bring about a change either at the orgasmic level or at the response level. depletion of energy reverses. Second. habits and strategies for coping with stress are formed in this stage which is often not useful in coping with later challenges. Dysfunctional features emerge in two ways first. challenge and pride. Veningle and spradley have identified five distinct stages of BOSS.

y Stress is through of in negative terms. pleasant side of stress caused by stress caused by good things. At this stage he develops ³escape mentality´ and feels oppressed. inefficiency.This stage can be identified as composed of the value feelings of loss. For examples an employee is offered a job promotion at another I. and fatigue and sleep disturbances leading to escape activate such as increased eating. self-doubling tendencies. For example. peptic ulcers. Constant worry in a susceptible individual can lead to ulcers. HITTING THE WALL STAGE:This stage of BOSS is characterized by total exhaustion of one¶s adaptation energy. chronic backaches. work. tension headaches. While recovery from this stage elude may be resourceful to tide over the crises. drinking & smoking. this is known as distress. it is called estruses. This is the positive. blood pressure. TYPES OF STRESS:y It the stress for the day to day adaptability of man to his environment and results in the maintenance of internal steady state (homeostasis) it is know as neustress. which may mark the end of one¶s professional career. the individual enters the stage of crisis. . fatigue and confusion arising from the individual¶s overdraws on reverses of adaptation energy. It is thought to be caused by something bad (for example the boss gives a formal reprimand for poor performance). Heightened pessimism. Other symptoms are dissatisfaction. It the stress response is unfavorable and potentially disease producing. CRISIS STAGE:When these feelings and physiological symptoms persist over period of time. one produces neustress in order to breath. If the stress response is favorable and results is favorable and results in improvement in physical and / or mental functioning.

An organization with a high level of absenteeism. deteriorating industrial and customer relations. rapid staff turnover.DEFINING STRESS AT WORK Change in working practices. my cause stress. indicating typical causes of stress that may effect stress at certain levels in the structure. and particular. or poor quality control is suffering from organizational stress. such as the introduction of new technology or the alternation of new technology or the alternative of targets. . ORGANIZATIONAL STRESS:Stress affects as well as the individual within them. or stress may be built into an organizations¶ structure. a worsening safety record. FOLLOWING ORGANIZATION:- THE PAT OF STRESS THROUGH IN The below chart shows one example of the structure of a department in an organization. Organizational stress can be measured by absenteeism and quality or work.

POTENTIAL SOURCES OF STRESS: There are three categories of potential stressors: i Environmental factor i Organization factor i Individual factors Environmental factors: Just as environmental uncertainty influences the design of an organization. Changes in business cycle create economic uncertainties.Causes that are affecting individuals. including ³sick building syndrome´. Stress is contagious. and subordinates. to poor working conditions. . to lack of communication. anyone who is not performing well due to increases the amount of pressure on their colleagues. The cause may range from unclear or overlapping job descriptions. superiors.

Role overhead is experienced when the employees is expected to do more than time permits. Organization factors: There are no storages of factors within the organization that can cause stress. automation and other forms of technological innovations are threat to many people and cause them stress. .Political uncertainties: If the political system in a country is implemented in an orderly manner. especially among employed with a high social need. robotics. Technological uncertainties: New innovations can make an employee¶s skills and experiences obsolete in a very short period of time. Interpersonal relationships can cause considerable stress. Interpersonal demands are pressures created by other employees. Role ambiguity is created when role expectations are not clearly understood and employee is not sure what he / she is to do. Technological uncertainty therefore is a third type of environmental factor that can cause stress. They include the design of the individual¶s job working conditions. work overload are few examples. Task demands are factors related to a person¶s job. there would not be any type of stress. Lack of social support from colleagues and poor. and the physical work layout. pressures to avoid error or complete tasks in a limited time period. Computers. Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization.

. and eventually decline. Some executive officers create a culture characterized by tension. Potential sources Consequences Organizational leadership represents the managerial style of the organizations senior executive. They establish unrealistic pressures to perform in the short-run impose excessively tight controls and routinely fire employees who don¶t measure up. which lead to stress. The establishment and decline stage are particularly stressful. and where decisions are made. This creates a fear in their hearts. An organization¶s life stage . become mature. Where it is in four stage cycle-creates different problems and pressures for employees. They are established. and anxiety. they grow.e. fear. Organizations go through a cycle.i. the degree of rules and regulations. Excessive rules and lack of participation in decision that affect an employee are examples of structural variables that might be potential sources of stress.Organizational structure defines the level of differentiation in the organization.

The experience and problems that people encounter in those other 128 non-work hrs each week can spell over to the job. Family problems: National surveys consistently show that people hold family and discipline. Economic problems: Economic problems created by individuals overextending their financial resources are another set of personal troubles that can create stress for employees and distract their attention from their work.Individual factors: The typical individual only works about 40 hrs a week. . troubles with children are examples of relationship problems that create stress for employee and that aren¶t at the front door when they arrive at work.

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. during working hours. According to Syele a stressors is ³Whatever produces stress with or without functioning hormonal or nervous systems´. Stressors: The agents or demands that evoke the potential response are referred to as stressors. race & class. there are also more macro-level dimensions unique to the organization that contains potential stressors. These changes have contributed to a major increase in stress. Extra organizational stressors include things such as social / technological change.CAUSES OF STRESS Society the working world and daily life have changed almost beyond recognition in the past 50 years. the family. relocation. Although the organization is made up of groups & individuals. economic & financial conditions. Stress is caused from both outside & inside the organization & from groups that employees are influenced by & from employees themselves. Extra organizational stressors: Extra organizational stressors have a tremendous impact on job stress. it is clear that job stress is not just limited to things that happen inside the organization. residential or community conditions. Organizational stressors: Besides the potential stressors that occur outside the organization. there are also those associated with the organization itself. Taking an open system perspective of an organization.

If the employee is denied the JOB STRESS . Poor / inadequate feedback about performance. Unfair control systems. Group stressors can be categorized into three areas. A great amount of formalization. PHYSICAL CONDITIONS Crowding & lack of privacy. Line-Staff conflicts. Lack of groups cohesiveness:³Cohesiveness´ or ³togetherness´ is a very important to employees. Lack of participation in decision making. Inadequate information. Excessive. heat or cold. GROUP STRESSORS: The group can also be a potential source of stress. arbitrary performance reviews. Interdependence of departments. Inaccurate / ambiguous measurement of performance. Inadequate lighting. Rotating works shifts.MACRO-LEVEL ORGANIZATIONAL STRESSORS: POLICIES Unfair. PROCESS Poor communication. Little opportunity for advancement. Inflexible rules. Unrealistic job descriptions. 1. especially at the lower levels of the organizations. Safety hazards. STRUCTURES Centralization. Air pollution.

the other stressors (Extra organizational. For example. interpersonal & inter-group conflict:Conflict is very closely conceptually or hostile acts between associated with in compatible or hostile acts between intra-individual dimensions. or because the other members of the group shut the person out. self-efficacy & psychological hardiness may all affect the level of stress someone experiences. it can be very stressful. & Group stressors) all eventually get down to the individual level. The same level of stress affects different people in different ways & each person has different ways of coping. they are much better off. role conflict. & between groups. Stress shows itself number of ways. By sharing their problems & joys with others. It this type of social support is lacking for an individual. Recognizing these personality types means that more focused help can be given. irritability. because the supervisor does things to prohibit or limit it.opportunity for this cohesiveness because of the task design. and the like. INDIVIDUAL STRESSORS: In a sense. between individuals within a group. accident proneness. this can be very stress producing. CONSEQUENCES OF STRESS The effect of stress is closely linked to individual personality. These can be subsumed under three categories: . organizational. such as personal goals or motivational needs / values. ulcers. 2. 3. Lack of social support:Employees are greatly affected by the support of one or more member of a cohesive group. loss of appetite. ambiguity. difficulty in making routine decisions. For instance. individual who is experiencing high level of stress may develop high blood pressure. Intra-Individual.

Organizational consequences: Organizational consequences of stress have direct affect on the organizations. increased smoking or consumption of alcohol. infact it has most psychological effect on the individual and lead to tension. According to a research conducted. paid speech. withdrawal and negative changes in attitude. it revealed that stress could create changes in metabolism. anxiety irritability. Due to this the organization may suffer directly or indirectly. increases blood pressure bring out headaches and induce heart attacks.  Psychological consequences of stress replace to an individual mental health and well-being from or felling depressed. which affect the individual directly. as well as changes in eating habits. Job related stress could cause dissatisfaction.Individual consequences Organizational consequence Burnout Individual consequences: Individual consequences of stress are those. but it is the individual who has to pays for it. Behaviorally related stress symptoms include changes in productivity. These include decline in performance. psychological and medical. increase heart and breathing rates. . Individual consequences of stress are broadly divided into behavioral.  Medical consequences of stress affect a person¶s well being. turnover. and sleep disorders.  Behavioral consequences of stress are responses that may harm the person under stress or others. and boredom.

body-mind and mind-body relaxation exercise. Burnout is a general feeling of exhaustion that develops when an individual simultaneously experiences too much pressure and few sources of satisfaction.Decline in performance can translate into poor quality work or a drop in productivity. Significant form of withdrawal behavior is absenteeism. Withdrawal behavior also can result from stress. morale and organizational commitment can all suffer. it is only by understanding the nature of individual responses that you can start fighting stress yourself and others. One main affect of employee stress is directly related to attitudes. Promotions and other organizational benefits get affected due to this. . along with motivation to perform at higher levels. seeking social support help individual improve their physical and mental resources to deal with stress successfully. Strategies like tie management. Burnout:A final consequence of stress has implementation for both people and organizations. Reduction or elimination of stress is necessary for psychological and physical well being of an individual. Apart from helping employees adopt certain coping strategies to deal with stress providing them with the service of counselor is also useful. Efficiency in stress management enables the individual to deal or cope with the stressful situations instead of avoidance. Managing stress in the work place Every responds to stress in a different way. Job satisfaction.

strained relationship with coworkers. The strategies used are: Exercise:One method by which individual can manage their stress is through exercise. and other is geared toward organizations. People who exercise regularly are known to less likely to have heart attacks than inactive people are. Relaxation:A related method individual can manage stress is relaxation. people can also relax while on the job (i. Individual coping strategies: Many strategies for helping individuals manage stress have been proposed. Individual coping strategies are used when an employee under stress exhibits undesirable behavior on the jobs such as performance. Some are strategies for individuals. Research also has suggested that people who exercise regularly feel less tension and stress are more conflict and slow greater optimism. Relaxation can take many forms.Many strategies have been developed to help manage stress in the work place. One way to relax is to take regular vacations.e. Employees under stress require help in overcoming its negative effects. . take regular breaks during their normal workday). absenteeism alcoholism and the like. Copying with stress require adaptation. Proper relaxation is an effective way to adopt.

A support group is simply a group of family member or friends with whom a person can spend time. the employees can achieve self-control. BEHAVIORAL SELF-CONTROL:In ultimate analysis. One popular approach to time management is to make a list. Supportive family and friends can help people deal with normal stress on an ongoing basis. They can further develop awareness of their own limits of tolerance and learn to anticipate their own responses to various stressful situations. and optimal or trivial things that can be delegated or postponed. By consciously analyzing the cause and consequences of their own behavior. The strategy involves increasing an individuals control over the situations rather than being solely controlled by them. the idea is that many daily pressures can be eased or eliminated if a person does a better job of managing time. COGNITIVE THERAPY:- . every morning or the thins to be done that day. effective management if stress presupposes exercise of self-control on the part of an employee. SUPPORT GROUPS:This method of managing stress is to develop and maintain support group. ambiguity and conflict. Time management:Time management is an often recommended method for managing stress.A popular way of resting is to sit quietly with closed eyes for ten minutes every afternoon. important activities that should be performed. Then you group the items on the list into three categories: critical activities that must be performed. ROLE MANAGEMENT:Some what related to time management in which the individual actively works to avoid overload. Support groups can be particularly useful during times of crisis. then of more of the important things done every day.

One of the advantage of the individual interventions is the individual can use these skills to improve the quality of life in offer domains like family. other and environment and that a work concern will effect personal life and vice-versa. Work Design Work schedules Culture Stress Management programs Health promotions programs Other programs .¶ Two basic organizational strategies for helping employees manage stress are institutional programs and collateral programs.The cognitive therapy techniques such as Elli¶s rational emotive model and Meichenbaum¶s cognitive strategy fir modification have been used as an individual strategy for reducing job stress. the holistic approach adopted by the counselor gives him a comprehensive view of the employee as client and enable him to deal the issues of work related problems in a larger context with his awareness of the inter-relationship among problems in adjustment with self. the employee would receive help regarding the problem in all life. ORGANIZATIONAL STRATEGIES:The most effective way of managing stress calls for adopting stressors and prevent occurrence of potential stressors. COUNSELING: Personal counseling help employees understand and appreciate a diverse workforce. social support and self. thus reducing the negative carry of experiences in these domains into the work life which might effect his occupation mental health.

. a properly designed job and word schedules can help ease stress. Finally. COLLATERAL PROGRAMS: In addition to their institutional efforts aimed at reducing stress.Supervision Institutional programs:Institutional programs for managing stress are undertaken to established organizational mechanism for example. A supervisor is a potential manager source of overload. the design of work schedules should be a focused of organizational efforts to reduce stress. supervisors can do a better job keeping workloads reasonable. If made aware of their potential for assigning stressful amounts of work. Thus. Shift work in particular can constantly have to adjust their sleep and relaxation patterns. In managing stress. The organizations have adopted stress management programs. A collateral stress program in an organizational program specifically created to help employees deal with stress. supervision can play an important institutional role in overload. health promotion programs and other kinds of programs for this purpose. The organization should strive to foster a culture that reinforces a healthy mix of work and nonworking activities. The organization¶s culture can also used to help to manage stress. many organizations are turning to collateral programs.

COMPANY PROFILE Energy is important parameter in the overall economic development activity of any country. This. India is poor and American is rich because America consumes nearly 50 times as much energy as is consumed by . Its standard of living in the words of DAGLI is as follows it is said that the difference between a starving Indian peasant and a prosperous American farmer is that behind his elbow the India farmer has almost nothing while his American counterpart has thousands of hours power. which is the dividing line between any substance economy and a highly developed economy. It has become synonymous with progress in all fields of activities. it is energy.

India. Energy is at the heart of the modern industrial society. It could also be effective weapon in the battle against object poverty.

There is a close correlation between energy consumption and level of economic development. Energy means ³capacity of doing work´. There are various sources of energy but in India the important sources are coal, hydroelectricity. Oil and natural gas, nuclear fuels fire wood and animal wastes. Despites the development of various sources in the energy sector, the fact still remains that low last energy sources like fire wood, cattle drug and vegetable wastes account for as much at 45 percent of energy consumption in the country.

Power development in India began in 1897 when a 200KW hydro station was first commissioned at Darjeeling, in 1899 a first steam station was set up in Calcutta with a total of 100kw. There after, a series of hydro and steam power station were commissioned. But the power development was not in a systematic and planned manner in the country. Therefore, in order to achieve the objective of promoting the co-ordination development and rationalization of generation, transmission and distribution of electricity on a regional basis throughout the country in the most efficient and economic way the state electricity board (SEBs) was constituted in the various states of the country under the provisions of the electricity (supply) act 1948. These SEBs, were to enjoy the monopoly in respect of generation, transmission and distribution of electricity in the country. After constitution of SEBs, there was phenomenal improvement in the development of installed capacity and power generation. The efficiency of working of power plant and their maintenance have been unsatisfactory as a result of which the power generating capacity already created could not have been fully utilized. Power is the single factor, which changed the way of living. The National Thermal Power Corporation Limited, established on November 7th in 1975, has become the most important infrastructure input for improving the standard of living to meet the growing demand and to fulfill the needs of the country. Just in 29 years this company has grown to be the largest producer of power in the country. NTPC the

NAVARATNA power giant today generates one fourth of the total power in the country and it is ranked 9th largest thermal power generating utility in the world.

Keeping the significance of power supply in sight, NTPC has been chosen for the purpose of the study as it has many units under its control. Ramagundam Super Thermal Power Station (RSTPS) has been selected for the study.

BRIEF HISTORY OF NTPC:
³Power´ The single factor which changed the way in which man lived for millions of years, has become the most important infrastructure input for improving the standard of living both directly as well as indirectly by way of contributing in the economic development to make available to the nation reliable & quality power in increasingly large quantities. NATIONAL THERMAL POWER CORPORATION LTD was formed in 1975; NTPC Ramagundam unit with approved capacity of 260MW and installed capacity of 21OOMW is the largest Thermal Power plant powering South India's growth. Ramagundam unit of NTPC credited with first ISP 14001 certified Super Thermal Power Station in our country.

NTPC a front runner in the Indian Power sector in one of the larges & the best power utilities of the world, there by contributing of India's emergence as one of the world's leading economies. The World Bank, in its performance audit report on NTPC's projects observed that.

"NTPC record in plant construction, cost containment & operating efficiency has been exceptional, while as an institution it has broken new ground in Organization & Management, successfully navigated the transition from constructions to operating company & generally coped quite well with the problems of rapid expansion".

Two corporations The National Hydro Electric Power Corporation (NHPC) & National thermal Power Corporation (NTPC) were set in 1975 -76 in the center sector

as a step to achieve the objectives. The company started functioning in March 1976 with the appointment of a chairman & Managing Director.

LOCATION:
The 2100 MW Ramagundam Super Thermal Project is located in Karimnagar District of Andhra Pradesh to the South of river Godavari. The project is linked to the south Godavari Coal field or the Singareni Collieries.

NTPC ACTIVITIES:
1. Planning & Investigation of new sites, preparation of feasibility prospect report & the designing as well as engineering of power station. 2. NTPC also manages the 720 MW Badarpur Thermal Power Station in Delhi & 270 MW BALCO Captive power plant (M.P) 3. 4. 5. Operation & Maintenance of Power Stations. Research & development in area related to power generation NTPC also bagged a turnkey contract for the construction of21 Sub - stations from Nepal electricity authority. 6. The R &D using of NT PC has been instrumental in enhancing the reliability of plant & equipment.

OBJECTIVES OF NTPC:
To add generating capacity with in prescribed time & cost. To operate & maintain power stations at high availability ensuring minimum cost of generation. It has planned massive growth to make itself a 40,000 MW company. To maintain the financial soundness of the company by managing the financial operations in accordance with good commercial utility practices. To function as a responsible corporate citizen & discharge social responsibility, in respect of environment protection and rehabilitation. The corporation will strive to utilize the ash produced at its stations to the maximum extent possible through production of ash bricks, building materials etc.

To develop (R&D) for achieving improved plant reliability. To expand the constancy operations & to participate ventures aboard. To maintain the financial soundness of the company by m aging the operations in accordance with good commercial utility. LNG and Non conventional and eco-friendly fuels and explore new areas like transmission information technology etc. assimilate & attain self sufficiency in technology. To introduce. Implement strategic diversification in the areas of R&M. financial VISION OF NTPC: µµTO BE ONE OF THE WORLD'S LARGEST AND BEST POWER UTILITIES. Continuously develop competent human resources to match world standards. CORPORATE OBJECTIVES: To add generating capacity with in prescribed time & cost. To develop R&D for achieving improved plant reliability To expand the consultancy operations & to participate in ventures abroad. To operate and maintain power stations at high availability ensuring minimum Cost of generation. To develop appropriate commercial policy leading to remunerative tariffs & minimum receivables. Be a responsible corporate citizen with thrust on environment protection rehabilitation and ash utilization. Make prudent acquisitions. acquire expertise in utility mgt. Promote consultancy. POWER INDIA'S GROWTH¶¶ . Practices to disseminate knowledge essentially as a contribution to other constituents of the power sector in the country.To adopt appropriate human resources development policy leading to creation of team of motivated and competent power professionals. Hydro.

619 22. Mutual Respect and Trust. quality power in increasingly large quantities at appropriate tariffs. 7.381 16. 5. DISTRIBUTION OF POWER OF NTPC RAMAGUNDAM S. Organizational pride. 4. . MISSION OF NTPC: Make available reliable. 2. Total Quality.667 4. Speedily plan and implement power projects.CORE VALUES (COMIT) Customer focus. and ensure timely realization of revenues. 6.762 PERFORMANCES: NTPC stations & the NTPC manage Badarpur station has been accredited with ³ISO 14001´ for sound environment management system & practices.762 2. 3.429 11. Initiative and speed total quality.No State Distributed Capacity (MW) 1.381 14. with contemporary technologies. Andhra Pradesh Tamil Nadu Karnataka Kerala Goa Pondicherry Unallocated 580 470 345 245 100 50 310 Percentage (%) 27.

Station recorded highest loading factor of 99. The provisional Return on Capital Employed (ROCE) and Return on Net worth (RONW) are 12.06 without any tube leakage.63 LMT) of Ash utilization during the financial year against the target of 47% (18.492 MUs @ a PLF of 86. Ramagundam bagged ³Innovative safety practices´ award for the year 2005 from institution of Engineers. Ramagundam & Simhadri were recommended for commendation certificate for ³storage commitment to Excel´ by G1II.03.400 Crores has been paid to the Government for 2003-04.94% (18.13% respectively for the year 2004-05.2005 stood at Rs 26078. as compared to Rs.16049.4% for the yr 1999 2000 Continuous run or VI unit (500MW) for 406 days. An interim dividend of Rs.5500 crores last year. third best in the world.25184 crores during 2003-04. Ramagundam 500MW unit-7 (stage-III) has successfully completed one year of commercial operation on 25.96 crores including a principal amount of Rs. The unit generated 3802.590/0.31 % and 14. the deemed.720 MT on 29 June 1998 Asian record. .4905 crores.FINANCIAL PERFORMANCE: NTPC recorded a provisional turnover of Rs.20 LMT).81%. The total out standings as on 31. The provisional net profit after tax for 200304 is Rs.55 crores. PLF is 93. The unit also has achieved a continuous run of 97 days without tripping in the first year of operation itself. Considering the loss of generation of 297 MUs due to backing down. Ramagundam station achieved 47.30000 crores during 2004-05 as against Rs. STATION HIGH LIGHTS: Record haulage of coal in single day of 78.10.

Ramagundam station bagged ³Best Management award from Govt. of AI´ fur the year 2004-05. 2001-02. . NTPC ± Ramagundam bagged golden shied for the financial years 2000-01. 2002-03 and 2003-04 for outstanding performance in power generation.

000 440 19. 12. 13. 9.980 3.600 .000 2. 4.249 No.FUEL ONED BY JVCs COAL GRAND TOTAL 3 23 314 24.980 Commissioned Capacity 2. 11.Installed capacity of NTPC Projects: Projects NTPC OWNED COAL GAS/LIQ.600 1. 1. 10. 5.100 2.200 2. of Projects 13 07 Commissioned Capacity (MW) 19. Coal Based Singrauli Kobra Ramagundam Farakka Vidhyachal Rihand Kahalgoan Dadri Tacher Kaniha Unchahar Tacher Thermal Simhadri Tanda Total State Uttar Pradesh Chhattisgarh Andhra Pradesh West Bengal Madhya Pradesh Uttar Pradesh Bihar Uttar Pradesh Orissa Uttar Pradesh Orissa Andhra Pradesh Uttar Pradesh 1. 6.000 840 840 3.000 840 3.No.955 Capacity power plant under JV with SAIL Coal based projects: Sl. 7.600 2. 2. 8. 3.

Badarpur Delhi State Installed (MW) 705 Sterling Performance of 2009-10:1.@ Capacity presently under implementation. Anta Auralya Kawas Dadri Jahanor-Gandhar Kayamkulam Kerala Faridabad Total Haryana 24. 3.249 Rajasthan Uttar Pradesh Gujarat Uttar Pradesh Gujarat 350 430 413 652 645 817 648 Grand total (Coal + Gas + JV) Capacity Power station managed By NTPC 21.00. Vindyachal 1000 MW Unchahar 210 MW Kahalgoan State II Phase I 1500 MW Phase II 1000 MW Gas Based Projects: 14.88 BVs during 2005-06 registering an increase 017. . 16. A highest ever generation of 170. One trillion (Rs. 20. 18. 1. 17. 19.11 BVs during 2004-05. 2. The company market capitalization J11 crosses Rs.40% over the generation of 159. The company takes a new name ³NTPC Limited´ aligned to its new business plans.000 crore) and is one of the top three largest Indian companies in terms of market cap. 15.

With 19.249 MW (including capacity of Joint venture companies). 13.13. Provisional and un audited net sales of Rs. 2.250 million. Construction works on 9470 MW in progress. 57. 2.603 million in 2004-05 capital outlay for 2J0607 set at Rs.68% electricity generated in the country during 2005-06. 5. 9.54%. 2. NTPC becomes the first Indian corporate since 1997 to make successful offering of 10 year fixed rate amounting to USD 300 million. 7. A consortium comprising of NTPC and two other members allotted an exploration block in Arunachal Pradesh. 14. 1. provisional and un audited Gross Revenue is Rs. Provisional and un audited net profit after tax for the year 2005-06is Rs.59.51%. . Coal stations of NTPC recorded a PLF of 87. 100% realization for the third year in succession. 2.076 million a compared to Rs.51% [including capacity of joint venture companies] share of the total installed capacity of the nation.879 million compared to Rs.4.928 million during the year 2005-06 as against Rs. 6. 17. 070 million during the year 2004-05. 8. 11.316 million for the year 2004-05. NTPC contributed 27. Total capacity added during the year four years of 10th plan period (2002-2006) increases to 4000 MW with another 500 MW getting added during the far company to 24.33% for taking over and operating the Dabhol power project. 10. 71. 12. 53. Further projects with capacity of 3720 MW under bidding process. 15. however.86. Ratnagiri Gas and power supply Pvt Ltd formed \ith NTPC having a stake of 28. Coal stations of NTPC achieved an operating availability of 89.460 million for the year 2004-05. Capital expenditure incurred in 2005-06 on capital scheme was Rs.55.473 million during 2005-06 as against Rs. 16.95%. 58. A USD 1 Bn medium Tern Note programme established.25. which is the highest for any financial year since inception. The Government allots 7 mort¶ coal mining blocks to NTPC for capacity use taking the total mines allotted to 8 with an expected output of 50 MT per annum. Standard & Poor¶s have revised outlook on the rating of the company from stable to positive while affirming the µBB+¶ issuer rating. 18. Tilt PLF during previous year was 87.

4. 21. which give the direction to the activities of the organization. Corporate Commercial division. Corporate Finance division. . Collaborating the government in the Rajiv Gandhi Grameen Vidyutikaran Yojuna. The members of this board are both full-time directors as well as senior level officers. The head of this board is the chairman & managing director who is also the full time chief executive of the company. Ranked 3rd ³Great Place to work for in India´ by M/S Grow Talent and Business world 2005.19. 23. 3. 16. NTPC has achieved all the targets to be rated ³Excellent´ during 2005-06 for the nineteenth year since inception of the MOU system.491 million. Are: 1. Government has assigned NTPC the consultant role to modernize and improve several plants across the country in the partnership µIn Excellence¶ program of the government. NTPC has also taken up Distribution Generation for rural electrification of remote villages through non-conventional energy sources. Technical and Engineering division. The board of directors is the supreme policy making body. Simhadri project receivers international project management award instituted by International project management Association (IMPA) NTPC is the only Asian Company that has received this award. 22. 24. which ultimately determines the effectiveness of enterprises. Operation Services division. An interim divided o 20% for the financial year 2005-06 amounting to Rs. 25. NTPC ORGANIZATION AND FUNCTIONS: The organizations design is one of the main factors. The basic divisions. 2. which are accountable to CMD. 20.

constructed at a cost of Rs. N. Tamil Nadu. Its project implementation & financial control has earned a path from the World Bank ³Ramagundam a be considered as the school for construction of Power projects´. 1702 crores.3% and it stood in the fourth place the NTPC station. Ramagundam generation proportion has achieved the Govt. Karnataka. IDA & OPEC. Third in the series super Thermal Power Station set up by NTPC Ramagundam. of India meritorious productivity award as many four times. Suresh Babu in the presence if Sri. Goa and Pondicherry. Chandra Babu Naidu. Its emergency has put the Southern States one step ahead in their effort to meet their power requirement. The plant load factor for the year 2003-04 was 8. Morarji Dessai then Prime minister of India. . The station had required infrastructure facilities and the commitment of the employee. The beneficiaries of RSTOS are Andhra Pradesh. The major external financing sources are IBRD. Ramagundam has been raising at this time & earned the proud destination of being the only station in the country to omission all the seven units ahead of schedule. The Honorable Union Minister of the Power Sri. Ramagundam a vibrant 2600 MW station is a largest Thermal Power station in South India with three 200 MW & three MW and 1v500 sets and also one of the largest in the country.NTPC RAMAGUNDAM The foundation stone for RSTPS was laid on 14-11-1978 by Sri. the station has been one of the largest recipient its of the world Bank. It is situated in the interiors of Andhra Pradesh on the banks of Godavari River in Karimnagar District of Telangana. To cater to the growing demand for power the seventh unit of 500 MW is being added. Honorable Chief Minister of Andhra Pradesh laid the foundation on 11th Jan 2002 and completed ahead of schedule. The project after completion will be the largest power station supplying power to the Southern Grid. just across the old pitheads of Singareni Collieries.

Goa and 250 cusec (MGR) Merry-or-round system of 22.000 Acres. 1988 Unit.68 crores 8.VII November 2000 Transmission System Source of Coal : : 2400 cks -400KV South Godavari Coal fields of Singareni Colleries Water Sources Beneficiary States : : Sri Ram Sagar Project Andhra Pradesh.IV June. 1989 Unit. 3877. 1989 Unit.COMPANY AT GLANCE Installed Capacity Unit Sizes : : 2600MW 3X200MW 4X500MW Units Commissioned : Unit.I October. Pondicherry. Tamil Nadu. 1984 Unit.5 kms Indian Railway. . Total Land : 10.6 million tones per annum Kerala. Karnataka. 1983 Unit. Approved investment Coal Consumption Water Consumption Coal Transportation : : : : Rs.V March.III December.II May. 1984 Unit.VI October.

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for any organization to be successful in the market it should feel that . It may be understood as a science of studying how research is done scientifically. money and machines. documents and texts. So all other available elements can be effectively utilized only when there is efficient manpower and then that organization can be successful in accomplishment of its objectives. Since. Out of these four elements manpower assumes the greater importance. interviews and questionnaires. Examples of quantitative methods now well accepted in the social sciences include survey methods. machines and sufficient capital are useless for any organization. and the researcher¶s impressions and reactions. Identification of the problem: The most significant elements for any organization are men. without efficient manpower the presence of better materials. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.Research Methodology: Research methodology is a way to systematically solve the research problem. formal methods and numerical methods. It costs money to the organization. besides reflecting employees individually in a long run it affects on organizational effectiveness. So. researchers to study social and cultural phenomena. Research methods can be classified in to two types. They are quantitative research methods and qualitative research methods. Qualitative data sources include observation and participant observation (field work). materials. Statement of th Qualitative research methods were developed in the social sciences to enable e problem Stress is the force acting on the individual that result in a response of strain where strain is pressure or deformation. laboratory experiments. Quantitative research methods were originally developed in the natural sciences to study natural phenomena.

Stress overcoming strategies. even though it is full of resources & financially good. Sample size is restricted to 70 respondents due to time constraint. The project is presented by using tables. It contained two to five options for a question. . Its function is measurement. Here the research is done through questionnaires.employees as its assets. procedures play a vital role in the organization. Questionnaire: Questionnaire is the testing tool of this project. The data used for analysis and interpretation is from the responses of the employees for the questionnaire. Comparison of responses is used for interpreting the data. Each organization is run and steered by people. The questionnaire is administered by the means of questionnaire contained clear concept of the needed information about the Absenteeism of the organization. Sources of the data: The information collected for the purpose of this study consists of both primary and secondary data. A questionnaire is a formalized set of questions for collecting information. If the Stress has been ignored it damages the organization in the long term and the organization will not be able to withstand in the market. Most of the study for this project is based on primary data itself. It should have a view that employees are the sources of Good will & Profit. Sample of the Study: Sampling is the process of obtaining information about the entire population by examining only a part of it. bar charts with their interpretation. Primary data: Data originally collected for an investigation is known as primary data. I used this for the purpose of getting absolute response from the respondent. So the sample has been taken from the executive employees of the organization. The data is collected through questionnaire from the employees of the NTPC Ramagundam organization for the purpose of this project.

Theories are general explanations based on a large amount of data Hypothesis: A hypothesis is not just an "educated guess" as many may define it. and textbooks on Personnel Management etc. The working hypothesis is not a guess at the riddle. he finds some testable and accepts them as test hypothesis. According to Kaplan states to carry forward n inquiry we may formulate working hypothesis. When a researcher selects a problem of study and begins to think over it. The published sources out of which data have been collected include annual reports. The null hypothesis a statistical proposition which states. The null hypothesis says ³you are . Second source is cultural environment gives him the inspirations thirdly comparing the cross cultural phenomenon and this comparison results into origination of hypothesis. a hunch as t what the answer might be. is known as secondary data. several assumptions come into being and among those assumptions. chairman¶s review. It's more of what you think the outcome of the experiment you are about to do is going to be. Hypotheses should not be confused with a theory. that there is no relation between the variables (of the problem). eventually. Total information about the organization has been extracted from these secondary sources.Secondary data: Data. which is not originally collected rather obtained from. A useful hypothesis is a testable statement which may include a prediction. A hypothesis is a tentative statement that proposes a possible explanation to some phenomenon or event. It is an idea. not about the outcome of inquiry but about the next steps that may be worth taking. There are several sources of hypothesis. First source of hypothesis is problem or topic itself. The personal experience of the researcher himself is the most important source of formulation of hypothesis. published or unpublished sources. The working hypothesis formulates a believe pertaining to the course of inquiry but not necessarily pertaining to it ultimate destinations.

Lack of communication and co-operation. working conditions are also the causative factors of stress. The negative form of a hypothesis is known as the null hypothesis. . y It would be overcome by individual practices and organizational measures and help. disprove me if you can´. for instance that there is no dependency of one variable on another. or that there is no significant difference between two measures of same parameter y The Stress at the workplace has an impact on employee not only individually but the Organization too. y Nature of work. there is no relation.wrong. targets at the job.

HIERARCHY OF MANAGEMENT .

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Option Very often Often Rarely Very Rarely Never Total I Number of employees 4 26 10 20 10 70 Percentage 5.1.00% 35. .00% 15.7% 37% 14.00% 5.00% 20.7% employees say that very often.2% Percentage 40. 29% of employees say that very rarely.2% say that rarely and never.00% 10. 5.00% 25.2% 29% 14.00% Very often Often Rarely Very Rarely Never Percentage Interpretation: The above chart reveals that 37% of the employees say that often they feel that they are busy at work place. 14.00% 30.00% 0.1 Table representing answers of the respondents towards the question " I How often do you say the word ³I am busy or I am having hard time ³at work place (NTPC).

7% 43% 3% Percentage 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: From above chart reveals that 43 % of employees disagree because the lack of co operation at work place. 9 % of the employees strongly agree.1. 25. 20 % of employees agree.2 Table representing answers of the respondents towards the question " I There is a lack of cooperation in my work place. .7 % of the employees are neutral. 3 % of the employees strongly disagree. Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 6 14 18 30 2 70 Percentage 9% 20% 25.

4 % of the employees are Disagree.2 % of employees agree because of family problems. Number of employees 6 24 12 22 6 70 Percentage 9% 34. 31.1. 17 % of employees neutral.4% 9% Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Percentage 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: From above chart reveals that 34. .3 Table representing answers of the respondents towards the question " I Family problem causes stress. 9 % of the employees strongly agree and strongly disagree.2% 17% 31.

00% 30.7% 20% 17.4 . .2 % of employees are Disagree because of health problems.00% 15.00% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: From above chart reveals that 34.00% 20.00% 0.2% 23% Percentage 40. 20 % of employees are agree.Table representing answers of the respondents towards the question " I have a problem of BP/SUGAR/Any other health problem".1% 34.00% 35. 23 % of the employees are Strongly Disagree. 17 % of the employees neutral and 5.7 % of employees strongly agree.00% 10. Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 4 14 12 24 16 70 Percentage 5.00% 5.1.00% 25.

5 % of employees are agree because physical exercise and yoga helps to reduce stress. Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 28 34 4 2 2 70 Percentage 40% 48.40 % of the employees are Strongly agree.1. .5 Table representing answers of the respondents towards the question " I Physical exercises and yoga helps to reduce the stress. 6 % of employees are neutral. 3 % of the employees strongly agree and strongly disagree.5% 6% 3% 3% Percentage 60% 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: From above chart reveals that 48.

Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 30 30 6 2 2 70 Percentage 43% 43% 9% 3% 3% Percentage 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: From above chart reveals that 43 % of employees are agree and strongly agree because meditation and prayers helps to reduce stress. 9 % of employees are neutral and 3 % of the employees strongly disagree and disagree. .6 Table representing answers of the respondents towards the question " I Meditation and prayer helps to reduce the stress.4.

6 % of employees are disagree .7 Table representing answers of the respondents towards the question " I Lack of communication causes stress.4. 20 % are strongly agree. Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 14 34 18 4 0 70 Percentage 20% 49% 26% 6% 0% Percentage 60% 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: From above chart reveals that 49 % of employees are agree because lack of communication causes stress. 26% are neutral.

Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 4 52 6 6 2 70 Percentage 6% 74% 9% 9% 3% Percentage 80% 70% 60% 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: From above chart reveals that 74 % of employees are agree because spending time with family reduce stress. 65% are strongly agree 3% are strongly disagree. . 9 % are neutral and disagree.8 Table representing answers of the respondents towards the question " I Spending time with family reduce stress.4.

23% are strongly agree. 20 % are neutral.9 Table representing answers of the respondents towards the question " I Good working conditions reduce stress. . Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 16 34 14 4 2 70 Percentage 23% 46% 20% 6% 3% Percentage 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: The above reveals that the most of the employees 46% are agree because good working conditions reduce stress.4. 6% are disagree 3 % are strongly disagree.

3 % strongly disagree. 9% are strongly agree. 14 % are disagree. . 17% are neutral. Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 6 40 12 10 2 70 Percentage 9% 57% 17% 14% 3% Percentage 60% 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: The above chart reveals that 57 % employees says that agree because rational allocation of work reduce stress.4.10 Table representing answers of the respondents towards the question " I Rational Allocation of work reduces stress.

11 Table representing answers of the respondents towards the question " I Training and Development programs helps to cope-up with new technology which in turn reduces the stress. . Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 16 34 12 6 2 70 Percentage 23% 46% 17% 9% 3% Percentage 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: The above chart reveals that 46% of the employees says that agree because T & D programs helps to reduce stress. 23 % are strongly agree. 9% are Disagree and 3% are strongly disagree. 17% are neutral.4.

12 Table representing answers of the respondents towards the question " I Relaxation reduces stress. 17% are strongly agree.4. 14 % are neutral. Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 12 40 10 6 2 70 Percentage 17% 57% 14% 9% 3% Percentage 60% 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: The above chart reveals that 57 % of employees says that agree because relaxation reduce stress. . 9 % Disagree and 3 % are strongly disagree.

13 Table representing answers of the respondents towards the question " I Required safety precautions reduce stress. . because safety precautions reduce stress. 20% are neutral . Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 6 42 14 6 2 70 Percentage 9% 60% 20% 9% 3% Percentage 70% 60% 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: The above chart reveals that 60% of employees are says that agree. 9% are strongly agree and disagree and 3% are strongly disagree.4.

Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 18 40 8 2 2 70 Percentage 26% 57% 11% 3% 3% Percentage 60% 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: The above chart reveals that 57 % of employees says that agree because.14. 11% are neutral and 3% are disagree and strongly disagree. work life balance. 26% are strongly agree. . Table representing answers of the respondents towards the question " I Team building. flexible work timings facilitates an employee to overcome stress.4. work life balance. Team building. flexible work timings facilitates an employee to overcome stress.

20% are neutral.15 Table representing answers of the respondents towards the question " I Physical work problems are in the causes stress. Option Strongly agree Agree Neutral Disagree Strongly Disagree Total Number of employees 4 40 14 8 4 70 Percentage 6% 57% 20% 11% 6% Percentage 60% 50% 40% 30% 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Percentage Interpretation: The above chart reveals that 57% of employees are says that agree because physical work problems causes stress. 11% are disagree and 6% are strongly agree and strongly disagree. .4.

Give any suggestions for better implementation stress relieving programs in this organization.4. . .16.

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Because of family problems. nearly 43 % of employees disagree because the lack of co operation at work place. 9 % of the employees strongly agree and strongly disagree. Out of total employees. . Nearly 48. 14. 9 % of the employees strongly agree. 3. 26% are neutral. 6 % of employees are neutral. Out of total employees. 2. It is found out of the total employees 34. 17 % of employees neutral.5 % of employees are agree because physical exercise and yoga helps to reduce stress. Out of total employees.7 % of the employees are neutral.2% say that rarely and never. 20 % are strongly agree. 20 % of employees agree. 5. 23 % of the employees are Strongly Disagree.FINDINGS: It is found that the organization realized that stress management with the good communication employees involvement routes in organization into successful leader in the global market. 20 % of employees are agree. 3 % of the employees strongly agree and strongly disagree.40 % of the employees are Strongly agree.6 % of employees are disagree. It is found that 49 % of employees are agree because lack of communication causes stress.2 % are agree. 3 % of the employees strongly disagree. 6. 4. 5. nearly 34. 31.4 % of the employees are Disagree. 1. 29% of employees say that very rarely.7% employees say that very often. 25. nearly 37% of employees says that agree that often they feel that they are busy at work place.2 % of employees are Disagree because of health problems. 17 % of the employees neutral and 5.7 % of employees strongly agree.

9. 14 % are neutral. 20% are neutral . nearly 49 % of employees are agree because lack of communication causes stress. Out of the total employees.6 % of employees are disagree. 20 % are neutral. 20 % are strongly agree. nearly 74 % of employees are agree because spending time with family reduce stress. nearly 60% of employees are says that agree. 9% are strongly agree and disagree and 3% are strongly disagree. It is found that Out of total employees. nearly 57 % of employees says that agree because relaxation reduce stress.7. 13. 9 % are neutral and disagree. because safety precautions reduce stress. 8. 9% are strongly agree. 23 % are strongly agree. 11. It is found that 57 % employees says that agree because rational allocation of work reduce stress. nearly 46% of the employees says that agree because T & D programs helps to reduce stress. It is found that 46% are agree because good working conditions reduce stress. 3 % strongly disagree. 9% are Disagree and 3% are strongly disagree. 9 % Disagree and 3 % are strongly disagree. Out total employees. 17% are neutral. Out of the total employees. 65% are strongly agree 3% are strongly disagree. 17% are strongly agree. 12. 26% are neutral. 17% are neutral. . 23% are strongly agree. 10. 14 % are disagree. 6% are disagree 3 % are strongly disagree. Out of the total employees.

work life balance. flexible work timings facilitates an employee to overcome stress. Out of the total employees. 26% are strongly agree.14. . 20% are neutral. nearly 57 % of employees says that agree because. Team building. 15. Out of the total employees. nearly 57% of employees are says that agree because physical work problems causes stress. 11% are disagree and 6% are strongly agree and strongly disagree. 11% are neutral and 3% are disagree and strongly disagree.

Since training and development and job related factors. absenteeism. Positive outlook towards work/responsibilities. . Person facing stress at the organization leads to lot of psychological problems in the form of decrease motivation. y y Realize the excessive use of Tea/Coffee.SUGGESTIONS: A small percentage of the employees did have high stress. Time management. Protection yoga cum mediation. Inter personal skills development. The stress management course comprise of a package program consisting of: y y y y y y y Relaxation. Try to get 6-7hrs of continues sleep per day. Self analysis through personality type tests. the employee should be counseled regarded the matter. targets. low productivity. Which will help them to build coping strategies and cause out their stress. not being achieving etc. performance appraisal and job satisfaction were perceived stressful by the employees. as ready for the above said employees facing stress are advised to attend stress management courses.

CONCLUSION .

personality types of the employees. At the end of the study. The aim was to find the stress levels. The study found positive stress prevailing in the organization to some extent. . The study revealed that fall under low stress category only a small percentage is highly stressed and needed preventive action to fight against stress. we can conclude through there are signs of stress among the employees & such stress is affecting their behaviors which can be controlled & reduced effectively. This was done using a detailed questionnaire.Conclusion: The present study was conducted at NTPC in Ramagundam.

APPENDIX .

Lack of communication causes stress. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 6. Family problems causes stress.QUESTIONNAIRE 1. I have a problem of BP/SUGAR/Any other health problem. a) Strongly agree b) Agree c) Neutral d) Disagree ( e) Strongly disagree 2. Spending time with family reduce stress. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 3. Meditation and prayer helps to reduce the stress. How often do you say the word ³I am busy or I am having hard time ³at work place (NTPC). Physical exercises and yoga helps to reduce the stress. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 7. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 8. There is a lack of cooperation in my work place. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree ( ) ( ) ( ) ( ) ( ) ( ) ( ) ) . a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 5. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 4.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 12. Relaxation reduces stress. Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree ( ) ( ) a) 11. ( ) ( ) ( ) ( ) ( ) . Team building. Required safety precautions reduce stress. Physical work problems in the causes stress. Rational Allocation of birth reduce stress. Good working conditions reduce stress. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 16. 14.9. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree . 15. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree.Give any suggestions for better implementation stress relieving programs in this organization. 13. Training and Development programs helps to cope-up with new technology which in turn reduces the stress. work life balance. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 10. flexible work timings facilitates an employee to overcome stress a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree.

BIBILOGRAPHY .

google.Agarwal : ³Organization behavior´ WEBSITES: www.Robbin : ³Organization Behavior´ ± Concepts & Applications P.in www.co.BIBILOGRAPHY Fred Luthans : ³Organization Behavior´ MC Graw Hill International editon Stephan P.com .ntpc.K.