CHAPTER I INTRODUCTION

Stress has existed throughout the evolution. About 4 billion years ago, violent collision of rock and ice along with dust and gas, led to the formation of a new planet. The planet survives more than 100 million years of meltdown to give birth to microscopic life. These first organisms endured the harshest of conditions lack of oxygen, exposure to sun's UV rays and other inhospitable elements, to hang on to their dear life. Roughly 300,000 years ago, the Neanderthals learnt to use fire in a controlled way, to survive the Glacial Age. And around 30,000 years, Homo sapiens with their dominant gene constitutions and better coping skills, won the game of survival. Each step of evolution a test of survival, and survival, a matter of coping with the stress to changing conditions. What Is Stress? Stress is a reaction to changes that require you to adjust or respond. Our bodies are designed to feel stress and react to it. Not always a bad thing, stress keeps us alert and ready to escape danger. It's not always possible to avoid change or the situations that can cause stress; as a result, you can begin to feel overwhelmed and unable to cope. When it persists, stress can affect the body's immune system, leading to illness. The key to coping with stress is to identify the causes of stress in your life, then learn healthy ways to deal with them. It's important to remember that stress comes from how you respond to

stressful events. Therefore, you have some control over stress and how it affects you. What Causes Stress? Stress can be caused by anything that requires you to adjust to a change in your environment. Your body reacts to these changes with physical, mental, and emotional responses. We all have our own ways of coping with change, so the causes of stress can be different for each person. Becoming a caregiver is a common source of stress for many people. When you are not sure of the exact cause of your stress, it may be helpful to know the warning signs. Once you can identify these signs, you can learn how your body responds. Then you can take appropriate steps to reduce the stress. What Are the Warning Signs of Stress? Your body sends out physical, emotional, and behavioral warning signs of stress.

Emotional warning signs:

Anger Inability to concentrate Unproductive worry Sadness Frequent mood swings

Physical warning signs:

Stooped posture Sweaty palms

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Tension headaches Neck pain Chronic back pain Chronic fatigue Weight gain or loss
Problems with sleep

Behavioral warning signs

Over-reacting Acting on impulse Using alcohol or drugs Withdrawing from relationships Changing jobs often A 'stress' condition seems 'relative' in nature. Extreme

stress conditions, psychologists say, are detrimental to human health but in moderation stress is normal and, in many cases, proves useful. Stress, nonetheless, is synonymous with negative conditions. Today, with the rapid diversification of human activity, we come face to face with numerous causes of stress and the symptoms of anxiety and depression.

In a challenging situation the brain prepares the body for defensive action the fight or flight response by releasing stress hormones, namely, cortisone and adrenaline. These hormones raise the blood pressure and the body prepares to react to the situation. With a concrete defensive action (fight response) the stress hormones in the blood get used up, entailing reduced stress effects and symptoms of anxiety.

When we fail to counter a stress situation (flight response) the hormones and chemicals remain unreleased in the blood stream for a long period of time. It results in stress related physical symptoms such as tense muscles, unfocused anxiety, dizziness and rapid heartbeats. We all encounter various stressors (causes of stress) in everyday life, which can accumulate, if not released. Subsequently, it compels the mind and body to be in an almost constant alarm-state in preparation to fight or flee. This state of accumulated stress can increase the risk of both acute and chronic psychosomatic illnesses and weaken the immune system. Stress is, perhaps, necessary to occasionally clear cobwebs from our thinking. If approached positively, stress can help us evolve as a person by letting go of unwanted thoughts and principle in our life. Very often, at various crossroads of life, stress may remind you of the transitory nature of your experiences, and may prod you to look for the true happiness of life. Millions of trials and errors in the life process have brought men to this stage. Coping with events to survive has led men to invent extraordinary technologies, beginning with a piece of sharpened stone. Stress can cause headaches, irritable bowel syndrome, eating disorder, allergies, insomnia, backaches, frequent cold and fatigue to diseases such as hypertension, asthma, diabetes, heart ailments and even cancer. In fact, Sanjay Chugh, a leading Indian psychologist, says that 70 per cent to

90 per cent of adults visit primary care physicians for stressrelated problems. Scary enough. But where do we are? Just about everybody men, women, children and even fetuses suffer from stress. Relationship demands, chronic health problems, pressure at workplaces, traffic snarls, and meeting deadlines, growing-up tensions or a sudden bearish trend in the bourse can trigger stress conditions. People react to it in their own ways. In some people, stress-induced adverse feelings and anxieties tend to persist and intensify. Learning to understand and manage stress can prevent the counter effects of stress. Methods of coping with stress are a plenty. The most significant or sensible way out is a change in lifestyle. Relaxation techniques such as meditation, physical exercises, listening to soothing music, deep breathing, various natural and alternative methods, personal growth techniques, visualization and massage are some of the most effective of the known non-invasive stress busters. The words 'positive' and 'stress' may not often go together. But, there are innumerable instances of athletes rising to the challenge of stress and achieving the unachievable, scientists stressing themselves out over a point to bring into light the most unthinkable secrets of the phenomenal world, and likewise a painter, a composer or a writer producing the best paintings, the most lilting of tunes or the most appealing piece of writing by pushing themselves to the limit. Psychologists second the opinion that some 'stress' situations can actually boost our inner potential and can be
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creatively helpful. Sudha Chandran, an Indian danseuse, lost both of her legs in an accident. But, the physical and social inadequacies gave her more impetus to carry on with her dance performances with the help of prosthetic legs rather than deter her spirits. Experts tell us that stress, in moderate doses, is necessary in our life. Stress responses are one of our body's best defense systems against outer and inner dangers. In a risky situation (in case of accidents or a sudden attack on life et al), body releases stress hormones that instantly make us more alert and our senses become more focused. The body is also prepared to act with increased strength and speed in a pressure situation. It is supposed to keep us sharp and ready for action. Research suggests that stress can actually increase our performance. Instead of wilting under stress, one can use it as an impetus to achieve success. Stress can stimulate one's faculties to delve deep into and discover one's true potential. Under stress the brain is emotionally and biochemical stimulated to sharpen its performance. A working class mother in down town California, Erin Brokovich, accomplished an extraordinary feat in the 1990s when she took up a challenge against the giant industrial house Pacific Gas & Electric. The unit was polluting the drinking water of the area with chromium effluents. Once into it, Brockovich had to work under tremendous stress taking on the bigwigs of the society. By her own account, she had to study as many as 120 research articles to find if chromium 6
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was carcinogenic. Going from door to door, Erin signed up over 600 plaintiffs, and with attorney Ed Masry went on to receive the largest court settlement, for the town people, ever paid in a direct action lawsuit in the U.S. history $333 million. It's an example of an ordinary individual triumphing over insurmountable odds under pressure. If handled positively stress can induce people to discover their inherent talents. From the viewpoint of microevolution, stress induction of transpositions is a powerful factor, generating new genetic variations in populations under stressful environmental conditions. Passing through a 'bottleneck', a population can rapidly and significantly alters its population norm and become the founder of new, evolved forms. Gene transposition through Transposable Elements (TE) 'jumping genes', is a major source of genetic change, including the creation of novel genes, the alteration of gene expression in development, and In a the genesis on of 'the major genomic of rearrangements. research significance

responses of the genome to challenges,' the Nobel Prize winning scientist Barbara McClintock characterized these genetic phenomena as 'genomic shock. This occurs due to recombination events between TE insertions (high and low insertion polymorphism) and host genome. But, as a rule TEs remain immobilized until some stress factor (temperature, irradiation, DNA damage, the introduction of foreign chromatin, viruses, etc.) activates their elements.

The moral remains that we can work a stress condition to our advantage or protect ourselves from its untoward follow7

throughs subject to how we handle a stress situation. The choice is between becoming a slave to the stressful situations of life or using them to our advantage Medically, it has been established that chronic symptoms of anxiety and stress can crumble our body's immune system. Irrespective of the nature of the causes of stress real or perceived our subconscious mind reacts with the same body response by releasing stress hormones equal to the degree of our fear, worry or sense of threat. It brings about changes in the body's biochemical state with extra epinephrine and other adrenal steroids such as hydrocortisone in the bloodstream. It also induces increased palpitation and blood pressure in the body with mental manifestations such as anger, fear, worry or aggression. In short, stress creates anomalies in our body's homeostasis. When the extra chemicals in our bloodstream don't get used up or the stress situation persists, it makes our body prone to mental and physical illnesses. For example, imagine a secretary in an office. Her boss comes in, angry and furious. He starts blasting the secretary for no apparent reasons. Now, her activated adrenaline cycle would tell her to flee or fight. Her senses become acute, muscles tighten heartbeats and blood pressure increase and brain activity speeds up. She would probably like to walk out or alternatively, turn around and punch him in the face. But she does neither, for to do so might mean losing her job. So what follows? She burns up a lot of her body energy without achieving anything. At the end of the day she would be left mentally, physically and emotionally exhausted classic symptoms of anxiety and stress. It can happen to anybody
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from a high profile businessman to a student, an executive or a homemaker. All are burning out their energies to defend themselves from their real or perceived causes of stress. New medical research has established that prenatal stress could significantly influence development of the brain and organization of behavior in fetus. Researchers explain that because stress affects many of the body's systems nervous, cardiovascular, endocrine and immune there is good reason to believe that severe emotional stress could cause defects in the fetus, especially during the first trimester of pregnancy when development occurs at the fastest rate. In women who are exposed to severe stress and anxiety, this effect is caused by reduced blood flow through the arteries that feed the uterus. Usually, the cranial nerve crest, a structure of cells that is thought to contribute to the development of the head and face in a fetus, gets affected. According to Dr Vivette Glover, research head of a study linking obstetrics, pediatrics, psychology and psychiatry, experiment on animals shows that maternal, fetal, or neonatal experience can set the stress responses of the developing offspring for life. If true, in human beings this could predispose children to have behavioral problems, such as hyperactivity, or cause them to suffer from depression in later life. Aging is a natural and gradual process, except under extreme circumstances such as stress or grief. The constant stressors or stress conditions result in a loss in neural and hormonal balance. This loss of balance will cause increased
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oxidative damage accelerating aging in our body. That's because, chronic disturbances in body homeostasis ultimately affect our hormone secreting glands, cell repair and collagen in our skin and connecting tissues. this Immune and neural degenerative events. Recent research results suggest that long-term exposure to adrenal stress hormones may boost brain aging in later life. Scientists at the University of Kentucky in Lexington looked at the results of memory tests taken by elderly patients with high levels of the stress hormone cortical, released by adrenal glands when the body is stressed. That high-level group scored lower than others with reduced levels of the hormone, researchers say. diseases prevent otherwise inevitable

process from following the normal and healthy course of

The level of hormone released apparently affects the total volume of the brain's hippocampus a major source of recall and memory function, in later life. Researchers found those with high levels of hormone release, had a hippocampus volume 14 per cent less than those with lower levels. The study results suggest that, "chronic stress may accelerate hippocampus deterioration" leading to accelerated physical and brain aging. Stress management is the need of the hour. However hard we try to go beyond a stress situation, life seems to find new ways of stressing us out and plaguing us with anxiety
10

attacks. Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we tend to overlook causes of stress and the conditions triggered by those. In such unsettling moments we often forget that stressors, if not escapable, are fairly manageable and treatable. Stress, either quick or constant, can induce risky bodymind disorders. Immediate disorders such as dizzy spells, anxiety attacks, tension, sleeplessness, nervousness and muscle cramps can all result in chronic health problems. They may also affect our immune, cardiovascular and nervous systems and lead individuals to habitual addictions, which are inter-linked with stress. Like "stress reactions", "relaxation responses" and stress management techniques are some of the body's important built-in response systems. As a relaxation response the body tries to get back balance in its homeostasis. Some hormones released during the 'fight or flight' situation prompt the body to replace the lost carbohydrates and fats, and restore the energy level. The knotted nerves, tightened muscles and an exhausted mind crave for looseners. Unfortunately, today, we don't get relaxing and soothing situations without asking. To be relaxed we have to strive to create such situations. It is important to recognize whether you are under stress or out of it. Many times, even if we are under the influence of a stressful condition and our body reacts to it internally as well as externally, we fail to realize that we are reacting under stress. This also happens when the causes of stress are there long enough for us to get habituated to them. The body
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constantly tries to tell us through symptoms such as rapid palpitation, dizzy spells, tight muscles or various bodies aches that something is wrong. It is important to remain attentive to such symptoms and to learn to cope with the situations. We cope better with stressful situation, when we encounter them voluntarily. In cases of relocation, promotion or layoff, adventurous sports or having a baby, we tend to respond positively under stress. But, when we are compelled into such situations against our will or knowledge, more often than not, we wilt at the face of unknown and imagined threats. For instance, stress may mount when one is coerced into undertaking some work against one's will.

JOB STRESS
Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work has gone through drastic changes over the last century and it is still changing at whirlwind speed. They have touched almost all professions, starting from an artist to a surgeon, or a commercial pilot to a sales executive. With change comes stress, inevitably. Professional stress or job stress poses a threat to physical health. Work related stress in the life of organized workers, consequently, affects the health of organizations.

What's It?
Job stress is a chronic disease caused by conditions in the workplace that negatively affect an individual's performance

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and/or overall well-being of his body and mind. One or more of a host of physical and mental illnesses manifests job stress. In some cases, job stress can be disabling. In chronic cases a psychiatric consultation is usually required to validate the reason and degree of work related stress.

Working on a project on stress at work, Andy Ellis, Ruskin College, Oxford, UK, has shown in a chart how stress can adversely affect an employee's performance. In the early stages job stress can 'rev up' the body and enhance performance in the workplace, thus the term 'I perform better under pressure'. However, if this condition is allowed to go unchecked and the body is revived up further, the performance ultimately declines and the person's health degenerates. The signs of job stress vary from person to person, depending on the particular situation, how long the individual has been subjected to the stressors, and the intensity of the stress itself. Typical symptoms of job stress can be: 1. 2. 3. 4. 5. 6. 7. 8. 9. Insomnia Loss of mental concentration, Anxiety, stress Absenteeism Depression, Substance abuse, Extreme anger and frustration, Family conflict Physical illnesses such as heart disease, migraine,

headaches, stomach problems, and back problems.

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Job stress may be caused by a complex set of reasons. Some of the most visible causes of workplace stress are:

Job Insecurity
Organized workplaces are going through metamorphic changes under intense economic transformations and consequent pressures. Reorganizations, takeovers, mergers, downsizing and other changes have become major stressors for employees, as companies try to live up to the competition to survive. These reformations have put demand on everyone, from a CEO to a mere executive.

High Demand for Performance

Unrealistic expectations, especially in the time of corporate reorganizations, which, sometimes, puts unhealthy and unreasonable pressures on the employee, can be a tremendous source of stress and suffering. Increased workload, extremely long work hours and intense pressure to perform at peak levels all the time for the same pay, can actually leave an employees physically and emotionally drained. Excessive travel and too much time away from family also contribute to an employee's stressors.

Technology
The expansion of technology computers, pagers, cell phones, fax machines and the Internet has resulted in heightened expectations for productivity, speed and efficiency,
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increasing pressure on the individual worker to constantly operate at peak performance levels. Workers working with heavy machinery are under constant stress to remain alert. In this case both the worker and their family members live under constant mental stress. There is also the constant pressure to keep up with technological breakthroughs and improvisations, forcing employees to learn new software all the times.

Workplace Culture
Adjusting to the workplace culture, whether in a new company or not, can be intensely stressful. Making one adapt to the various aspects patterns, of workplace culture code such if as any, communication hierarchy, dress

workspace and most importantly working and behavioral patterns of the boss as well as the co-workers, can be a lesson of life. Maladjustment to workplace cultures may lead to subtle conflicts with colleagues or even with superiors. In many cases office politics or gossips can be major stress inducers.

Personal or Family Problems

Employees going through personal or family problems tend to carry their worries and anxieties to the workplace. When one is in a depressed mood, his unfocused attention or lack of motivation affects responsibilities. his ability to carry out job

Job Stress and Women

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Women may suffer from mental and physical harassment at workplaces, apart from the common job stress. Sexual harassment in workplace has been a major source of worry for women, since long. Women may suffer from tremendous stress such as 'hostile work environment harassment', which is defined in legal terms as 'offensive or intimidating behavior in the workplace'. This can consist of unwelcome verbal or physical conduct. These can be a constant source of tension for women in job sectors. Also, subtle discriminations at workplaces, family pressure and societal demands add to these stress factors.

Stress Management
Stress is essential a state of mental or emotional disquiet. It has been defined in medical parlance as non-specific response of the body to any demand made on it. In more general terms, stress functioning of the body. Man has been a victim of stress since times immemorial. Thousands of years ago, one became a victim of stress when he heard a growl in the forest. Their was not any city or town around and the two options open before him were either to fight or take a flight and, if possible, take shelter in a cave. This fight vs. flight situation has now become an old and uncommon in occurrence. Human faced diseases such as plague, smallpox, leprosy etc. Some of these were great killers and certain others were is a stimulus received form the environment which disrupts the physical, chemical, or mental

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highly

infectious

in

immature

and

consequently

caused

immensely stressful situations. Thanks to modern science and technology due to which it has been possible to eliminate the impact of a large number of them. However, as mankind got over certain ailments, he got new ones in such formidable form as cancer, heart attacks, Aids, etc. a large number of these are caused or aggravated due to increased pace of urbanization, industrialization, and complexities of modern life and living. Prosperity has not been an unmixed blessing; but has brought in its wake a number of problems associated with it. The modern day man does not have fight vs. flight option open before him. If work assignment form a manager, it is not appropriate for him to storm angrily out of the office. Instead, the employee is expected to calmly accept the assignment and to the best job possible. This may be especially difficult when an assignment is perceived as a thereat or stressor and the body is prepared to act accordingly. When body faces a stressful situation either by way of a physical attack or a psychological threat, the central nervous system is alerted first and then adrenal and pituitary glands get activated and start secreting hormones, cortisone and cortisone etc. As a sequel to this, the level of blood pressure rises. All this is bodys reaction to build defense and raise energy level so that the body can take recourse to fight or flight response. This behavior of body was perfectly helpful in the jungle type of situation where a man faced a beast and exercise fight or flight option. However, the modern day man
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who lives in a complex, abstract, and civilized society does not exercise flight or fight option due to tactical reasons and consequently the excess hormones secreted by the glands keep on getting accumulated and get converted into toxins. The toxic level rises in the body and can give rise to diseases. The cause of most physical diseases lies in the

suppression of feelings and emotions. Extensive research work the world over has revealed that mental illnesses and coronary diseases are particularly caused due to stress. People commit suicides on account of intensely stressful situations experienced by them over and extended period of time. The theory described above is due to Dr. Walter Cannon, a pioneer in the field of physiological psychology.

Causes and Effects of Stress

Stress may be caused due to a number of environmental (External) factors. However, the same factor may cause more stress to one and may cause little or no stress to another. Stress comes form the attitude that one takes towards the events. Some people are more susceptible to stress while others develop certain amount of immunity. As an Example: Two managers had their job duties changed. This is a situation whichs likely to be stressful to many. The first manger saw the new duties as an opportunity to learn new skills and thought that the change was a vote of confidence form higher management. The second manager perceived the same situation to be extremely threatening and concluded that

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higher management was unhappy with his performance and the change was meant to punish him. An 1. 2. 3. 4. individual susceptibility to a stressed situation depends on the following factors:Personality type Perception Post experience, and Feelings

1.

Personality type:
An individuals proneness to stress is determined according as he belongs to either type A or type B personality. Type A has higher drive, ambitious outlook, aggressiveness and competitiveness. They show signs of restlessness and are adamant on meting the deadlines. They are imbued with a sense of impatience. These people are more prone to stress. Type B is easy going and takes things lightly and is less prone to stress. The distinction between types of personalities will be takenup later also.

2.

Perception:
The Perception of the individual An is yet picks another up in significant determinant. individual

formation abut a threatening situation through his sensory organs. Then this information is processed in his mind in it light of the values, attitudes, needs, and expectations held by him. As the perception of people differs, so is their proneness to stress.

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3.

Past Experience:
Past experience also contributes in the process. If similar situation caused distress in the past, then one becomes more quickly scared to it. Also, people develop resistance to stress over a period of time. As one gets used to typical stressful events one can develop some immunity from it.

4.

Feelings:
The outcome of a stressful situation gets reflected interims of physiological, psychological, and behavioral changes in the individual. Causes of Stress may be divided into two Outside factors (or environmental factors) and inside factors. Inside factors related to a persons personality, perception, past experience, and feelings of envy, hatred, fear, jealously, hostility, cynicism, and competitiveness is exposed to greater stress. Behaviors most toxic to the heart are self involvement, hostility and cynicism. Outside factors relate to those present in the environment and have been classified into tow groups

1. 2. 3. 4. 5.

Social,

Economical

and

Personnel

factors

responsibilities for stress: Financial Problems; Conflict between Family demand and Organizational demand; Raising Price; Family Problems; Demand for greater care to old parents;

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6. 7. 8. 9. 10.

Fear of post retirement problems; Lack of social togetherness; Ailments, accidents and diseases; Threat of terrorism, violence, and riots; Environmental pollution and traffic and commuting problems;

Organizational factors responsible for stress: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Relationships with boss, subordinates, colleagues; Relations with employee and trade union; Conflict with ethical values and demands at work; Change from a job requiring special skills to the one which requires general management skills; Role ambiguity and confusion caused due to shifting role; Unclear and unrealistic expectations; Hard decisions; Fear of failure in ones own efforts; Fear of failure of subordinates; Heavy work-load and setting unrealistic targets and dead-lines; Bad work environment, such as loud noise, blinding lights, extreme heat and colds, X-rays an other forms of radiation;

12. 13. 14. 15.

Long working hour; Possible privatization of the unit (in case of public sector unit ;) Non-productive and non-working employees; Organizational structure and management styles;

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16. 17. 18. 19. 20.

Keeping up with technological change; Problems of career growth; Politicking in the organizational; Conflicting demands by supervisors; Conflict between requires tasks and desired personal accomplishments.

Behavioral Impact on Stress: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.
Over Drinking; Increase smoking; Irrational behavior; Increased Absenteeism; Violence and Aggression; Proneness to accidents; Low performance, increased sluggishness and poor quality of work; Change in temperament; Loss of appetite; Difficulty in making decision and impulsive behavior; Day dreaming; Difficulty in making decision and impulsive behavior, communication; Problems in getting along with others; Recurrence of Mistakes and failures; Forgetfulness; Working for more time than usual or much less than usual; Time over-run in the completion of tasks.

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Psychological Impact of Stress: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Low self-esteem; Poor intellectual functioning; Inability to concentrate; Depression; Sleeplessness; Burnout syndrome; Anger and anxiety; Increased irritability; Resentment ofsupervision; Job dissatisfaction; Feeling of tiresomeness. Stress difficulties, causes disturbance pin and in the physical in the health. chest,

Symptoms such as sweating, hot and cold spells, breathing palpitation, tightness muscular tension, muscular pain, frequent passing of urine, loose motions, increase in the level of blood cholesterol may be experienced. Blood takes about 9.4 minutes to clot under normal circumstances. When a person is at the peak of stress, blood may be clot within 5 minutes. This is due to chemical reaction caused due to stress. Heart diseases may be caused due to reduced blood clotting time and high blood cholesterol. Frequent clods, coughs, dry mouth, allergic bronchitis can also be caused due to stress. The list of stress related diseases is quite large, and includes ailments and diseases such as backache, indigestion, allergies, skin rashes, eczema, high blood pressure, heart attacks, arthritis, asthma, diabetes, cataract, piles migraine, peptic ulcer, gastro-intestinal disorder and even the dreadful cancer.

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How to Control Stress?

Stress affects health and productivity in a significant manner. Creation of healthy, stimulating, and not-stressful environment has become a key factor for the survival and growth of organizations. It is not possible to remove stress form the lives of people. However, the harmful effect of stress can be reduced by improving the manner in which people react to it.

COPING MECHANISM
Sometimes, the pressure of caring for someone who is elderly or who has a chronic illness can lead to stress and a condition called "caregiver burnout." To prevent this, it's essential to know how to manage your stress. Because change is constant in life, stress is an integral part of it. Since we don't want to perish under it, we have to adhere to the bottom line for survival adapt.

"Nothing gives one person so much advantage over another as to remain always cool and unruffled under all circumstances." Thomas Jefferson

Coping Mechanisms

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Most people don't have a plan for coping with stress. Fortunately, there are a number of techniques that you can use to help deal with stress, such as:

Two-minute relaxation. Switch your thoughts to yourself and your breathing.

Take a few deep breaths, exhaling slowly. Mentally scan your body. Notice areas that feel tense or cramped. Quickly loosen up these areas. Let go of as much tension as you can. Rotate your head in a smooth, circular motion once or twice. (Stop any movements that cause pain.) Roll your shoulders forward and backward several times. Let all of your muscles completely relax. Recall a pleasant thought for a few seconds. Take another deep breath and exhale slowly. You should feel relaxed.

Mind relaxation. Close your eyes. Breathe normally through your nose. As

you exhale, silently say to yourself the word "one," a short word such as "peaceful," or a short phrase such as "I feel quiet." Continue for 10 minutes. If your mind wanders, gently remind yourself to think about your breathing and your chosen word or phrase. Let your breathing become slow and steady.

Deep breathing relaxation. Imagine a spot just below your navel. Breathe into that

spot, and fill your abdomen with air. Let the air fill you from

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the abdomen up, then let it out, like deflating a balloon. With every long, slow breath out, you should feel more relaxed.

Guided imagery. Guided imagery is a meditative technique that involves

focusing on a particular sensory image to create a specific physical reaction. Guided imagery (also called guided meditation) is a form of mind-body therapy that can bring about deep relaxation and positive focus, the state of mind and body most conducive to healing. Guided imagery also can be used to release tension, anxiety, and stress.

Biofeedback. Biofeedback helps a person learn stress-reduction skills by

providing

precise,

immediate

information

about

muscle

tension, heart rate, and other vital signs as a person attempts to relax. It is used to learn total body relaxation and also to gain control over certain physiological functions that cause tension and physical pain.

Behavioral changes. Changing certain thought patterns and behaviors can

help you better manage difficult situations and stress. Examples include checking your assumptions, sharing your expectations with others, being assertive, exercising and eating healthy, focusing on positive relationships, forgiving,
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communicating feelings, listening, and rewarding yourself and others. Following are some of the long-term tips to survive stress: 1. Even if we feel secured in a habituated life, the truth

remains that changing with the times makes one's position more secure. In today's business climate, you must continually be prepared for changes to avoid stress and survive in the competitive world. 2. Find and protect whatever time you get to refresh, re-

energize and re-motivate yourself. Spend quality time with your family. This can be an excellent source of emotional and moral 3. support.

Avoid giving in to alcohol, smoking and other substance

abuses while under constant stress. 4. Develop positive attitudes towards stressful situations in

life. Give up negative mental traits such as fear, anger and revengeful attitudes, which actually germinate stress. Try to revert to holistic relaxation and personal growth techniques such as meditation, breathing and exercises, to remodel your lifestyles. 5. 6. In case of chronic stress consult a health professional. Reduce workplace stress by celebrating yours or your

colleagues' accomplishments.

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7.

Adapting to demands of stress also means changing your

personality. Improve your line of communication, efficiency and learn from other's experiences. 8. Don't be complacent. Be prepared for any change

physically, emotionally and financially. But, when you are under stress at work, some simple practices can help: 1. Sit straight and comfortably on your seat, and try

breathing exercises. It will relax your nerves and muscles. 2. 3. Relax and count backwards (20, 19, 18, 17, 16, and 15.) Try creative visualization When under severe stress, an individual fails to take clear-cut decisions, reevaluate and reassess the priorities and lifestyles, and ultimately, tend to fall into unproductive distractions. This can be described as a classic case of 'burnout'. The 'burnouts' often engage in reckless or risk-taking behaviors. Starting from glamour and sport celebrities to common men, 'burnouts' are found everywhere. Chronic Responsibility Syndrome is a kind of burnout where people get mentally and physically exhausted from their workload. The symptom is often described as "there's simply too much work to do, and no one else can do it but me". Typically it will occur in hard working, hard driven people, who become emotionally, psychologically or physically exhausted. You are at risk of burnout where: you find it difficult to say 'no'

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to additional commitments or responsibilities you have been under intense and sustained pressure for some time your high standards make it difficult to delegate to assistants you have been trying to achieve too much for too long you have been giving too much emotional support for too long Often burnout will manifest itself in a reduction in motivation, volume and quality of performance, or in dissatisfaction with or departure from the activity altogether.

Are You in Danger of Burning Out?

If you feel that you are in danger of burning out, the suggestions below can help you correct the situation: 1. Re-evaluate your goals and prioritize them Evaluate the demands placed on you and see how they fit in with your goals Identify your ability to comfortably meet these demands. If people demand too much emotional energy, become more unapproachable and less sympathetic. Involve other people in a supportive role. Acknowledge your own humanity: remember that you have a right to pleasure and a right to relaxation

Learn stress management skills

Identify stressors in your life, such as work, or family. Get the support of your friends, family and even counseling in reducing stress Ensure that you are following a healthy lifestyle:

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1. Get adequate sleep and rest to maintain your energy levels

2. Ensure that you are eating a healthy, balanced dietbad diet can make you ill or feel bad. Limit your caffeine and alcohol intake 3. Try to recognize your spiritual needs that may have been buried under the mires of worldly pursuits Develop alternative activities such as a relaxing hobby to take your mind off problems

Have You Burned Out?

If you are so de-motivated that for a time you do not want to continue with what you do, and then take some time off alternatively, try to switch to another area of activity within your organization. If you come back later, you may find that you have started to enjoy the work again, and can take on only those commitments that you want. You may, however, find that you have absolutely no interest in continuing with what you are doing. In this case it may be best to drop it altogether . Take support and counseling of near and dear ones to bring change to the current situation Enroll yourself with some meditation or yoga classes (to ensure group spiritual practice), gyms, aerobics or sports clubs to switch your focus, and to reorganize your priorities.

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If you are in late stages of burnout, feeling deeply demotivated and disenchanted with your job or life, get help from a good psychologist. Listing the causes of stress is tricky. There can be innumerable stress factors since different individuals react differently to the same stress conditions. Extreme stress situations for an individual may prove to be mild for another, for yet another person the situations might not qualify as stress symptoms at all. Stress is often termed as a twentieth century syndrome, born out of man's race towards modern progress and its ensuing complexities. For that matter, causes such as a simple flight delay to managing a teenage child at home can put you under stress. A stress condition can be real or perceived. Yet, our brain reacts the same way to both causes of stress by releasing stress hormones equal to the degree of stress felt. The brain doesn't differentiate between real and imagined stress. It could happen while watching a horror movie or when one is apprehensive of some imminent danger. It is said that life acts and you react. Our attitude is our reaction to what life hands out to us. A significant amount of stress symptoms can be avoided or aroused by the way we relate to stressors. Stress is created by what we think rather than by what has actually happened. For instance, handling adopted children, adolescents, academic failures, retirements, tax audits or sudden loss of money needs a relaxed attitude, focused will and preparedness to face the quirks of life positively. Otherwise one tends to feel stressed and reacts in

31

anger and frustration. With a better control of attention one can feel that the world is a more congenial place to live in. Again, in case of a marital conflict, instead of adopting an accusing and frustrating attitude such as "You made my life hell" or "You are not meeting my emotional needs," the American clinical psychotherapist Willard F. Harley suggests that accepting " Yes, we have a problem", helps clear the clouds. Failure in adopting a realistic attitude to events creates symptoms of depression and aggravates stress situations. "Attitude, to me, is more important than facts. It is more important than the past, than education, than money, than circumstances, than failures, than successes, than what other people think or say or do. I am convinced that life is 10 per cent what happens to me and 90 per cent how I react to it. And so it is with you " says Charles Swindoll, author and public speaker. A right attitude can make a resilient person out of us in the face of stressful situations. Major life events such as a divorce, death, midlife crisis, financial worries, persistent strain of caring for a chronically sick child, nagging health problems or managing a physically or mentally challenged family member can act as potential stressors. Even conditions such as prolonged unemployment or a sudden lay-off from a job can leave you under tremendous stress. One just can't wish away situation. Moreover one has to live through these situations, in the right spirit, to make living a worthwhile experience.

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Stress also comes from our personal and social contexts and from our psychological and emotional reactions to such conditioning. Here, our mental and emotional disposition, built over the years, decides whether to accept these situations with a fighting or fleeing spirit. Accordingly, we may either be under harmful influences of stressors or be out of it.

Children and women subjected to mental or physical abuses are known to suffer from tremendous stress symptoms of depression, constant anxiety and burnout. Though anger, fear and other negative emotional reactions are natural and necessary we need to channel them constructively to create a balanced state in our body and mind. Do "stressed out" parents necessarily have stressed out kids? To this query Dr. Roxanne Dryden-Edwards, a senior Psychiatrist and Assistant Professor of Psychiatry at John Hopkins University School of Medicine, answers: "While no parental issue guarantees that the same issue will be duplicated in their children, parental stress certainly places the children at a great risk of becoming stressed as well. Besides being at higher genetic risk for stress, children of stressed parents can also learn the tendency to get stressed out in reaction to life's challenges from their parents." Doctors at Mayo Clinics, USA, opined that situations that create stress are as unique as you are. Your personality, genes

33

and experiences influence how you deal with stressors.

A research article published in the British Medical Journal, suggests: "The psychological state of the mother may affect fetal development." It could be caused by stress induced reduced blood flow through the arteries that feed the uterus. It could also create a mental as well as physical predisposition to certain diseases and behavioral patterns in the later life of a child.

It's identified that specific genes govern three endorphin groups, which constitute our stress hormones. Hence, our reactions to physical and emotional stress could also be "genetic." In other words, how our parents or greatgrandparents responded to stressful situations may in part determine how we handle ourselves today! Children of stressed out parents are more likely to be ill equipped to handle stressors positively. They may suffer from emotional disturbances, depression, aggressive behavior or confusion besides chances of weak physical constitutions, which again can be a source of anxiety. The relationship between tobacco smoking and stress has long been an area for controversy. The paradox is, although adult smokers state smoking help them feel relaxed, at the same time they report feeling more stressed than nonsmokers. actually Research shows that in nicotine dependency and increases stress levels smokers-adults

34

adolescence alike. Adolescent smokers report increasing levels of stress as they develop regular patterns of smoking. They gradually become less stressed over a time when they manage to quit smoking. Whatever may be the personal accounts of the smokers, clinical evidence reaffirms that smoking is associated with heightened stress.

What Can One Do to Reduce Stress in Life?

Finding ways to reduce stress will help lessen the long-term emotional and physical toll of care giving. Tips for managing stress include:

Keep a positive attitude. Believe in yourself. Accept that there are events you cannot control. Be assertive instead of aggressive. "Assert" your feelings, opinions, or beliefs instead of becoming angry, combative, or passive.

Learn to relax. Exercise regularly. Your body can fight stress better when it is fit. Stop smoking. Limit yourself to moderate alcohol and caffeine intake. Set realistic goals and expectations. Get enough rest and sleep. Your body needs time to recover from stressful events. Don't rely on alcohol or drugs to reduce stress. Learn to use stress management techniques and coping mechanisms, such as deep breathing or guided imagery.

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By recognizing your warning signs and taking steps to reduce the stress in your life, you should be able to cope more easily with the pressures of being a caregiver.

RESEARCH METHODOLOGY
Title:Organizational Role Stress and Coping Mechanism.

Subtitle:A Study of 80 Executives at Hindalco industries Ltd. UNIT Birla Copper at Dahej.

Significance of Study:In the modern competitive world to reach the pinnacle has become the foremost priority of each and every individual. The stepping stones are inevitable mixture of numerous successes and failures. Hence the ladder of success is built upon the rope of stress. Since human beings are involved in neck to neck competition. Stress which is integral part of

36

human nature is bound to be there. Numerous evidences have suggested that nucleus around which the life of Middle level Executives are very stressful, Prolonged and sustainable levels of job stress can cause disastrous implications on the health of an individual. In the context, short term stress assumes relatively less significance because the body of an individual is able to cope up with the deadlines posed by the stress and the body soon returns the resting stage. Long term stress can however be dangerous because it causes the body to continue to running at high speed never fully returning to base levels. Organizational stress is a process by which the

organization becomes deformed slowly and gradually by the constant impairment of the system. Today the organizational dimension has undergone a tremendous change and the work environment has changed drastically. The philosophy of philanthropy and paternalistic attitude of the employers has given way to elements of professionalism and competitiveness. Middle level Executives experience less stress and enjoy better status in term of education and salary. Being in higher hierarchical position they satisfy their many of social needs like power and nurturance and extension motive but job satisfaction is reported to be influence mode by its concentrating its negative factor than by its positive facilitating factors. Deterioration in mental and physical health would lead to job dissatisfaction, absenteeism and low productivity, there by affecting organizational efficiency.

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General well being is a better state of mental and physical health characterized by energy, enthusiasm and creativity. It is a result and sources of effective coping. Many managers have potential to cope more effectively then they do. Improvement can lead to better quality to work and life and enhance creativity and less time is loss due to depression and illness. Successful Corporate world figure and industrialist strive to achieve success only because of mastering stress.

Operational Definition:Stress:Lazarus (1971) Stress would refer to a very broad class of problems differential from other areas because it deals with (a) Any demand which taxes the system. (b) Response of that system. Mograth (1976) Contended that stress involves an interaction between person and environment. Coping:Coping refers to both cognitive and behavioral efforts to handle the internal and external demands of events that are considered exceeding the individuals resources.

Objectives: To study the Total Organization Role Stress among Executives. To study the coping mechanism used by executives to cope with stress.

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 To study the relation of age with ORS. To study the association between age and coping.

Universe:The Universe of study is the permanent employees working in Junior and Middle Management Cadre of Birla Copper.

Sampling:Stratified and Middle Random Sampling was used to in collect various information of 80 respondents. The Sample consists of Junior Management Employees working departments wherein five from each department were selected randomly.

Tools of Data Collection:The tool used for data collection was standardized tool ORS by Uday Pareek. Which includes 50 questions 10 pertaining to each role stress. The coping tool includes 10 questions, coping against each role stress. There are positive and negative responses against each of the role stress. This tool was found relevant for this study by the student researcher.

Reference Period:The Reference period for data collection was from 11 th May 2006 to 11th June 2006.

Research Design:39

It is fact that stress is inherent in work organization. More particular in the industry where factors of production i.e. man, material, money is inconstant interaction. This is an exploratory and descriptive study; An attempt is made to understand the type of stress faced by the respondent in their job. In the constricted working environment, each individual has his own tension and coping technique. An attempt has also been made to give a comprehensive understanding to the stress and coping.

Variables:Independent Variable are Age and Department. Dependent Variable here are Organizational Role Stress and Coping Mechanism. This includes, Stress against IRD and Coping against IRD. Stress against RS and Coping against RS. Stress against RC and Coping against RC. Stress due to RE and Coping against RE. Stress due to RO and Coping against RO. Stress due to RI and Coping against RI. Stress due to SRD and Coping against SRD. Stress due to RA and Coping against RA. Stress due to RS and Coping against RS.

Limitations:The Coping options given are psychological constructs and therefore the validity of response can not be cent percent sure. It would have been more reliable if this response were crossed

40

check with the help of personality tests. Through this, one can be surer of the coping of responses of the respondents. The respondents findings are related to a particular organization. There are limitations in the findings as with other studies.

CHAPTER-II
REVIEW OF LITERATURE
A review of literature is a must for scientific approach and regarded to be by and large important for scientific research, it gives the investigator an understanding of the previous work having been done related to present study. One cannot develop an insight into the various facts of a problem unless and until one has learnt the previous theories. Research is concerned with the systematic gathering of information. Its purpose is to help in the research for truth, The purpose of this chapter is to provide a brief and initial review and appraisal of the related studies and to see what

41

present study contributes more knowledge further in the area under study. According to C.K. Podder in personnel today (1997) stress is a condition of strain and ones emotions, thought process rephysical condition. When it is excessive, it can threaten ones ability to cope with. Environment stress is the general term applied to pressures people feel in life. As a result of these pressures employees develop various symptoms of these stress than can harm their job performance.

Organizational Role Stress

To gain better insight into the issues related to ORS, an overview of the various studies and literature on stress determinants of organizational role stress will be beneficial. Stress phenomenon has emerged as a local theme of research consequences for organizational health and executive wellbeing. After pioneering work of Kahn, Wolfe, Quinn, Snoek and Rosenthal (1964), numerous publications have been appeared on role stress. Schuler (1976) found that role conflict was low and negatively related to performance at middle and lower levels of the organization. This is because of fewer coping and adopting mechanisms than the employees at a higher level. In fact, higher level persons have more autonomy and flexibility in their jobs.
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Employees hierarchical level in the organization may have a significant influence of his extent of his experiencing role conflict. Employees at higher level perceive lesser role conflict than the employees at lower level because of flexibility and autonomy in their jobs, whereas a lower level employee is more dependent on his superior and has little power to influence him or his expectations. Schuler examined the above rationale in his study on the relationship between role conflict and job performance, the sample consists of 98 employees at the higher organizational level, 157 at the middle organizational level and 76 at the lower. This study suggests that middle level employees have to face more conflicts. Job tenure can be defined as Years of experience. A person joining an organization might find his role ambiguity, as it is initial role and the organizational climate is new to him. One who grows old in the organization might not find ambiguity regarding his role as the role becomes a routine and he becomes acquainted with job duties and responsibilities. He will be able to tackle problems with more confidence. So it can be said that as tenure in a job increases, role ambiguity decreases. This is possible, when the job is simple and routine in nature. Organ and Creone (1975) in their study of engineers found that increased tenure leads to reduced role ambiguity. Chonko (1979) found that role ambiguity was negatively related for less experienced sales people. Sales people often
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find themselves in new situations requiring new information. Experienced sales people however tend to have less role ambiguity. Schuler reported they require skills of coping with role ambiguity. They have the cognitive ability to adapt to the performance requirements of higher-level jobs and to take the advantages of ambiguity task situations than the other two levels. Jagdish (1983) studied the relationship between occupational stresses a job satisfaction. In his study arising out of role overload, role ambiguity, role conflict, group and political pressure, responsibility, under participation, powerlessness, poor relations intrinsic improvement, low status, hard working condition and non-profitability was found to have an adverse effect of area wise as well as over all job satisfaction and negatively related with stress. A study was conducted by Bharadwaj (1984) on executive stress and its correlates, where it explored work stress and some related factors in 90 male public sector managers first, top and middle. The variables studied, relate to work stress, the coping ability, the commitment of the workers and tend towards work holism. Result indicated that work stress is found at all managerial levels with different coping strategies. All managers show commitment to their organization though they are not workaholics. In a study of officers of a private organization, Pestonjee and Singh (1982) found that negatively associated with all
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dimensions of job satisfaction, self role distance has significant negatively correlation with all the dimensions job satisfaction and role inadequacy. Khan (1964) found in the study of men who suffered from role ambiguity, experience lower job satisfaction, higher job related tension and lower self confidence. French & Caplan (1970) found at one of NASAs bases in a sample of 205, found role ambiguity in volunteer engineers, scientists and administrators was related to low job satisfaction and to the feeling of job related to threat to ones mental physical well being. This is also related to indicators of physiological strain such as increased blood pressure and pulse rate. Margoles (1974) found a number of significant relationships between symptoms or indicators of physical and mental ill health with role ambiguity in their representative national sample. The stress indicators related to role ambiguity were depressed mood, lowered self-esteem, life dissatisfaction, and low motivation to work and intent to leaving the job. Khan (1973) found that it is now time to separate out distinctive demands of role ambiguity for individual treatment. He suggests that two components are unvalued present ambiguity and future perspective of ambiguity. Pincherle (1972) found in their UK study of 2000 executives attending a medical center for a medical crack up. Of the 1200 Managers sent by their companies for their annual examination, there was avoidance of physical stress being
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linked to age and level of responsibility. The older and more responsible the executive, greater the probability of the presence of CHD risk factors or symptoms. The relationship between age and stress related illness could be explained by the fact that, as the executive gets older, he may be troubled by stresses other than increased responsibility. The finding of French and Caplan in the Goddent study indicates that responsibility for people must play some part in the process of stress, particularly for clerical, managerial and professional works. According to the American and English Literature, Overload is not always eternally imposed. Many managers feel that 45% of the executives instigated weekends free but work extra hours in the evenings. In many companies, this type of behavior has become a norm to which everyone feels we must adhere. Marshal and Cooper in their study work experience of Middle and Senior managers (1979) looked at three managerial levels to determine which job and organizational characteristics cause stress and satisfaction. They took into consideration that it has long been assumed that higher-level senior managers are most apt to experience job stress. The result revealed that middle managers showed more psychological and physical stress symptoms than senior managers as a result of time pressure, responsibility, job problems with managing people, lack of autonomy and concern about career prospects. Senior managers exhibited significantly lower amounts of job related stress and higher amount of job satisfaction. The authors suggested that
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organizations concerned with managing executive stress should concentrate on middle level managers through efforts at job redesign, training, career development and organizational changes in order to reduce stress and increase productivity and performance. D. M. Pestonjee studied 125 IAS officers in order to study role stress in Government Administration. The overall organizational stress for IAS officers was found to be 36.77% IAS officers scored high on Inter Role Distance. This proves that they face greater conflicts among the various roles they occupy as officers and as a family man. The demands of the role are high and they find it difficult to form a correct balance between the different roles they occupy, which creates stress and tension. They are unable to decide their priorities. The IAS officers scored high on Self-Role Distance and their score was 4.5%. This situation would generally arise when there is mismatch between the job and the person. The role ambiguity score is the lowest, which goes to prove that the IAS officers are very clear about the expectation of their roles. Sen (1982) has reported role stress in bank employees at four levels. Top management had lower score on Role Stagnation on which the clerical level employees have the highest score. However, clerks were found to have low Inter Role Distance where top managers had high score. Sen found significant positive correlation between role stress on one hand and eternally, alienation, urgency and dominance on the other. It was negatively correlated with adventurousness, internally, role efficacy, job satisfaction, and effective role behavior and role satisfaction.
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Pestonjee and Singh (1981) also used Pareeks ORS in a public utility enterprise and found a significant relationship between role stress and job satisfaction. They found focus of control as a mediating variable in their relationship. Another study was conducted by Desai (1994) in the industrial organization stress and mental workload. This study attempted to identify and determine the different response profile of the levels of management. The result indicated that higher and middle level of management had higher levels of stress and mental workload, followed by lower stress. The background variables studied by Sen in relation to role stress were age, sex, education, designation, income, family type, marital status, distance from residence of place of work entry and previous job experience. Some of the conclusions drawn by Sen were that Role Stagnation decreased as people advanced in age. Age is negatively related with role stress. Role stress is universally related to income. Unmarried persons experience more stress than married persons. This may be due to their comparative lack of security need, resulting in higher self esteem and self-actualization needs. A particularly important stress that results from organizational culture is the existence of competition (Ross and Altmaier, 1994). In times of downsizing and budget cuts, the five-job stressors managers experience are: feeling of job insecurity, work overload, promotional obstacles and intra-and inter-group competition (Kick, 1985). Under normal conditions stress, could be caused by power struggles and office politics.
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Sawyer (1992) has even hypothesized that different types of role ambiguity may have different causes, and Singh & Rhoads (1991) believe that role ambiguity is more amenable to managerial intervention, that is implementing programs to diminish role ambiguity may be less difficult to conduct than interventions for role conflict. The multidimensional approaches to the study of role

ambiguity began with Bedeian and Armenckis (1981) and have continued with Sawyer (1992) and Singh, Verbeke, and Rhoads (1996). Based on their findings and the foundation provided by these works there are four (4) widely accepted dimensions to role ambiguity, which may be experienced by the role incumbents, and are based on the role incumbents perspective. The dimensions include: (1) Goal/ Expectation/ Responsibility Ambiguity What is expected? What should I be doing? (2) Process Ambiguity How to get things done, the ways of achieving organizational goals. (3) Priority Ambiguity When things should be dine and in what order. (4) Behavior Ambiguity How am I expected to act in various situations? What behaviors will lead to the needed or desired outcomes? The results of study by Eden, Silbrwasser and Kellerman (1973) on different occupational groups: Showed that managerial and professional occupations are more likely to suffer occupational

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stress from role related stress and other interpersonal dynamics and less from the physical conditions of work. Mettlin & Woelfel (1974) reported that the more extensive and diverse an individuals communications network, the more stress symptoms he showed. Harigopal & Ravikumar (1978, 1979) reported that role ambiguity was negatively related to job involvement and intrinsic motivation. In addition, both role ambiguity and conflict were negatively related to job involvement and performance. Further, Madhu & Harigopal (1980) who studied nontechnical supervisors demonstrated that role ambiguity was negatively related to job involvement and performance. Sales (1969) proposed that work Overload is most harmful to those who have low level of job satisfaction. Stress can be caused by too much or too little work, time pressures and deadlines, having too many decisions (Sofer, 1970). Kearns (1973) is of the view that stress can be caused due to fatigue from the physical strains of the work environment, excessive travel, long hours, having to cope with changes at work and the expenses (monetary and career) of making mistakes. Pahl (1971) founded the demands of combing work and family roles to be highly stressful and exhausting. At the same time; dual careers provide the opportunity for multiple sources of
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satisfaction from both partners (Crosby, 1984). The demands of dual career family are not necessarily greater than those of traditional family they are just different. The second workfamily conflict, i.e. strain-based conflict, arises when strain in one role affects ones performance in another role. The third is behavior based conflict, which refers to incompatibility between the behaviors patterns that are desirable in the two domains Peter (1969) founded that Over-promotion can lead to Peter Principle' In a hierarchy every employee tends to rise to his level of competence. Mc Murray (1973) is of the view that Over-promoted manager suffers from execute neurosis, hence over-works to keep his position and also tries to hide his insecurity Kay (1974) said that Irrespective of employing organization, middle mangers experience job insecurity as a result of higher responsibility but little authority and limited salary as compared to new recruits higher risks of developing symptoms of stress because they are distant from the top and have little influence on decision-making and at the same time are too close to the junior management. Middle Managers experience pressures from many directions: Top (superiors), Bottom (subordinates) and lateral (colleagues). They are sometimes unable to balance their relationship with their subordinates and superiors. They have to take the approval of their superiors before initiating any action plan, they consult and coordinate with their colleagues
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over whom they have no formal contract and finally organize the execution of the plan by delegating to their subordinates. Social support in form of approval from superiors, coordination from colleagues, and coordination from subordinates is not able to cope with these pressures. Bartolome & Evans (1979 & 1980), Evans & Bartolome (1980a, 1980b & 1986) said that Successful middle mangers experience tensions and ambiguity in their attempt to balance commitments to professional versus private lives. Natha (1980) founded out that Middle managers experience greater role conflict as compared to junior managers. Ivancevich, Matteson & Preston (1982) founded out that Middle level managers experience more work stress on account of qualitative workload, lack of career progression, supervisors relations and role conflict as compared to the lower and upper level managers. Ginsberg (1984) Hunaseker (1986) Dumanine (1988) said that At the Middle level management Progress in career is slower There is fear of demotion or obsolescence because of having reached career Ceiling Age is no longer reversed as it was earlier. Management is eager to bring young recruits in a society, which is technologically, economically and socially developing.

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Middle managers experience psychological crisis as they are alienated from senior management, Burned out and motivationally stagnant. Srilata (1988) was of the opinion that Among middle mangers (both in public and private Sectors) there was negative and significant performance. The high stress group perceives their job and work situation negatively and their subordinates and colleagues as low in work and a person orientation, than the low stress group. The low stress group is also more satisfied with their jobs, perceive their job as interesting having clarity with their superior and subordinates. Sinha (1990) founded out that Middle and junior managers perceive themselves to have least amount of power as compared to top and senior managers. They are neither able to influence the seniors nor control the workers. Chauhan, Daisy (1998) founded out that Middle managers experience role erosion, one of the dimensions of role stress. Coping Measurement Coping refers to efforts to master conditions that tax or exceed adaptive sources. are better acquainted with the job knowledge and have better rapport correlation between role ambiguity and

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Lazarus has emphasized the key role of cognitive process in coping activity and the importance of coping in determining the quality and intensity of emotional reaction. Although there are many ways to classify coping resources Moos and Billing,(1982) distinguish between strategies that are active in nature and oriented towards confronting the problem and strategies that entails on effort to reduce tension by avoiding dealing with the problem. Pareek has proposed two types of strategies which people generally use in order to handle stress i.e. dysfunctional and functional coping styles. Hazarus (1975) has suggested a classification of coping processes which emphasizes two major categories namely direct action and palliative modes. Direct action includes behavior or actions which when

performed by the organism in the face of a stressful situation is expected to bring about a change in stress causing environment Pestonjee has observed that the organizational context in which a creative manager operates many either enhance or instigate the stress arising from both traits of the creative person and the processes. However, the type of stresses experienced by a creative manager will depend upon whether a person performs creative

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or non creative roles in creative or non creative roles in creative or non creative organization. Further, he has noted that one aspects of marginal creativity namely the ideational process is largely an individual process and therefore it involves all the stress associated with the creative process. In the past two decades, empirical researches on the theme of stress have increased many folds for e.g. one of the major area of research in India appeals to organizational stress in general and role stress in particular, Researcher have focused their attention on casual factors of stress, stress manifestations, moderators of the stress relation ships, types of stresses experience by diverse work populations and various coping strategies relaxation techniques adopted by organizational entities to cope with stress. Stress related studies pertaining to industrial stress are many scattered. In most of these studies stress as a related phenomenon are studied in relation to particular job categories. Very few attempts have been made to study stresses experienced by all the job categories of particular organization. (KHANNA, 1985). Measurement of role stress Pareek developed and standardized the organizational role stress to measure role stress. He noted that until recently researchers were done only on 3 role stress namely Role Ambiguity, Role Conflict.

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 The Role Stress & Background factors:The background variables studied by Sen in relation to role stress were age, sex, education, income, family type, marital status, residence, distance from residence to place of work, distance from to place of domicile to place of work, entry and previous job experience. Some of the conclusions drawn by Sen were Role Stagnation decreases or people advance an age, age is negatively related with role stress. Sen has reported that persons with higher status esteem and have more scope for satisfaction of self actualization needs. Unmarried persons experience more stress than married persons. Positive Role Stress:Present day researcher and practitioner visualized the phenomenon of stress in a new perspective. As KETS OF VRIES (1979) has noted each individual needs a moderate amount of stress to be capable of functioning effectively in an organization. Indian scholars like Pestonjee (1987) and Mathew in (1985) in their conceptual papers agreed with this contention. Mathew has gone to the extent of advocating that particular types of stresses are essential for being creative managers. However no empirical work has been done on these lines.
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An exception in Pestonjee and Singh (1987) study, while studying stresses and job satisfaction in case of managers and system analysts they noted that managers and systems analyst in private organization scored higher on both stress and satisfaction as compared to their counterparts in public organization. They explained their findings in the light of the characteristics of private organization, which generate stress in turn lead to higher job satisfaction. MATHEW (1985) in his conceptual paper on Role Stress of a creative managers raised queries pertaining to the relation between creativity and stress. He noted that such queries are relevant for two reasons. First creativity and innovation in organizations have become a top priority for organizational practitioner therefore; a creative manner can be better equipped to cope with particular stressors which are identified as associated creative activities. Second, creativity involves performance of unconventional tasks in the organizational setting by individual. On the other hand, interaction among various subsystems of organization such as person task role behavior setting, physical and social environment are seen as casual factors of stress. It is likely therefore that some kinds of stress are associated with creative work Pestonjee reviewed the concept and theory of job stress and examined the stress potential with reference to the creative owner, non owner managers occupying creative, non creative roles on creative, non creative organization.
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SRIVASTAVA

(1983)

attempted

to

explore

the

stress

performance (production) relationship, considering the latter as a determinant of the former rather than vice versa within the frame work of theoretical consideration the hypothesized those employers with high productivity would perceive and experience mild role stress as compared to those with low production capacity. The study was conducted on a group of skilled workers with equal number of high and low producers. Role stress were measured by administering the occupational stress scale (Srivastava & Singh, 1982) where as productivity was assessed on the basis of official production record and on the basis of the hours saved by the employee in completing the assigned task over a period of 6 month. The findings of the study established that employee who maintained a constant high production level attributed productivity perceived and experienced less role stress as compared to employees with low production capacity. For e.g. High and low production groups differed significantly with respect to their indices of perceiving a role stress arising from role we overload ambiguity and role conflicts. Singh (1986) In an exploratory study an attempt to examine a number of research issues related to the structure and dynamic of stress among executives was done. The major objective of this study were to (a) Identify the underlying dimension of stress and other constructs under study.
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(b) Establish relationship of personal and organizational variables, coping strategy and strains with dimensions of stress (c) Find out the ways in which low and high stress and strain groups can be discriminated. (d) Find out the way in which various dimensions of stress, coping strategies, strain and outcome, variables differs across ownership and hierarchical positions. (e) Establish the pattern of relationship between the dimension of stress and performances of sterol as well as the out come variables. Professor Andy Smith and his team at Bristol University have been carrying out a survey into the prevalence of stress at work, under contract to the HSE. This is the first such study conducted within the general population. Andy Smith has a habit of bringing his weighty academic background to bear on common sense issues: previously he confirmed a link between stress levels and the chances of catching the common cold, during his work at the common cold unit. In this study, a 32 page questionnaire, after piloting, was sent out to a sample of 17000 people randomly selected from the electoral register in the Bristol area. A response rate of 49% included 4135 people then current in employment, those responses to questions about work related and general stress were analyzed in detail. 20% of this group of working people described themselves as very or extremely stressed at work on a multiple choice scale. Only 17% of this high stress at work group reported feeling similarly high levels of stress outside of their workplace, although they were more likely to consume more alcohol than they had done previously, and were less likely to do vigorous exercise. Perceived stress at work was also associated with
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reports of exposure to noise, high workload and lack of support. Those with high levels of reported stress at work also reported more frequent minor physical symptoms and problems with mental health (within a population generally rating themselves as in quite good health). The early findings have been extensively written up in three papers in the occupational health review. For those who have taken an interest in debates about whether stress itself is a meaningful concept, there is somethings a bit like the emperors new clothes about such a careful study with such an impressive team which, at its core, relies on asking people to mark whether they think their level of stress is Not at all, Mild, Moderate, Very or Extremely. However, these self reported measures redeem themselves somewhat by being strongly associated with other measures such as subjective ratings on the general health questionnaire as well a correlating with a high reporting of typical sources of stress at work. Also, since stress outside work is rated lower than their work related stress in this group, their work stress rating is not put down simply to a negative outlook. Another finding of interest in the study is that occupations associated with high stress included teaching, nursing and management, so that high levels of subjective work stress are not necessarily to do with purely socio economic factors. In spite of the interesting data all this generates, or confirms, about occupational stress in the general population. Perhaps one of the most striking comments Prof. Smith made was that this figure of 1 in 5 working people reporting high stress levels
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roughly equated to the level of stress among the unemployed. It is informative to have an instrument to measure work related stress in a general population, but we shouldnt forget that having no job at all still tends to be the more stressful experience. John Humphrey filled out the picture of the costs of stress at work with valuable comments on the Confederation of British Industry (CBI) statistics from 1998. Sickness absence accounts, says the CBI for 197000000 (197 million) lost days per year, leading to a cost of 7 11000000000 (f1 1 billion) in lost production. Within this, the cost of stress related absence is estimated to be 7 billion, representing a cost of 310 per employee per year. This is the direct cost of absence, not including poor productivity, nor other illness not classed as stress. Since it is very rare to find an organization spending more than 25 per employee per year on trying to improve conditions, says John Humphrey, if interventions work then they are a good deal. He emphasized that statistics on the costs of stress are probably. If anything, underestimating the situation, the organizations returning figures are those who have them available, with the infrastructure to process them, as well as an interest in responding. That interest out to be growing, though. Disability claim trends should be enough to see to that, since during the period of five years from 1992 to 1997 claims for physical injuries decreased by 45% and heart disease claims decreased by 35%. Meanwhile, those for musculo skeletal problems went up by 40%, ME claims rose by 45% and stress claims came crashing onto the scene, increasing by a huge 90%.

61

Whenever we might mean by stress, then, it becomes a priority for Risk Management. At a simple level, it makes sense in individual cases of distress to intervene actively and early. John Humphrey showed a breakdown of the costs of ill health absence over a period up to two years for a typical operations manager. Where an employer relies on permanent health insurance, the costs borne by the employer and insurer together at the end of two years is a staggering 76750 whereas an interventionist approach with assessments and residential treatment provided by the employer at suitable stages means the cost level out at 13654 at 12 weeks, and stays there. Although employers may not pay much attention to the costs borne in the long term by the insurers under PHI, the premiums will reflect this further down the line. Another reason stress related illnesses and risks may

sometimes be ignored is that, unlike fraud for example, they are not the sort of risks that bring a business down, says John Humphrey. However, they are certainly the most common sort of risk, being encountered every day, and also having huge potential for control. Employers could benefit a great deal by appropriately targeting resources to manage this type of risk and this may mean applying the Pareto Principle, which 20% of our workforce is experiencing 80% of our stress problems? This also means looking beyond the obvious solutions: Its no good heaping health benefits on senior managers when most often its the most junior employees who lake around five times as much sickness absence as the most senior. And when a decision is reached as to how to targets resources, the commitment must come from the top, within a clear strategy, which specifies the purpose of the whole risk management
62

intervention. For example, is the company aiming to be best in class in this regard, or simply to cover their backs in case of litigation? Only when this is clear can the level of intervention be set to achieve this. And the actions to be taken? John Humphrey says it may include training. Employee assistance counseling and the fringe areas such are aromatherapy, which are fine if they are appropriately adjusted to fit the assessed situation.

What works to limit stress?

Professor Simon Wessely is an engaging speaker with some provocative views. He is part of the ban the word stress movement and insists that looking for causes of this ill defined concept in the workplace. If someone is suffering from a psychiatric disorder this always has a multi factorial etiology, we just chance upon their work circumstances out of convenience. Further, all this emphasis on occupational stress is actually against the public interest according to Prof. Wessely a massive own goal since there is one incontrovertible fact: lack of work generally leads to depression and anxiety. Now that employers are so worried about stress claims, its much harder for people with a history of depression to find work. Theres more measures to manage this vague and unfortunate thing called stress are generally ineffective and under evaluated. And were not asking the right questions. Instead of asking does counseling work for stress, we should be trying to specify more precisely what treatment works for what
63

condition. Terms like stress and counseling get in the way. So what do we know from research? Asks Prof. Wessely, Phobias, panic, obsessive compulsive disorders, eating disorders, sexual problems and chronic pain are helped by behavior therapy. For depression, cognitive therapy is as effective as drugs and probably more effective for the prevention of relapse. A combined approach of cognitive behavior therapy is effective for eating disorders, post traumatic stress disorder, chronic pain, phobias and chronic fatigue syndrome. Again we must be specific we probably cant treat Chronic Fatigue Syndrome as such, but can treat the symptoms of poor sleep, depression, frustration, fear, inactivity and unfitness. We must treat the treatable things since what starts the syndrome may not be the same as what continues it. Incidentally, Prof. Wessely points out, relaxation therapy is very popular with sufferers of CFS, but seems to bring about no improvement. By contrast, cognitive behavior therapy makes no difference in 20% of cases, 25% are helped arid 50% are helped dramatically. Therefore CBT should be the treatment of choice for symptoms of CFS, and Prof. Wessely adds, the therapist needs 3 years full time training, not just a weekend course. Against his enthusiasm for CBT, this psychiatrist shows a definite distaste for more general counseling. With tones reminiscent of Angela Patmore he describes counseling as not a treatment, but nearer to a religion. The counseling industry, he says, makes us feel incompetent and in need of professional help. (2) His chief loathing, it turns out, is for that field of counseling which focuses on traumatic incidents and PTSD. This syndrome was, he says, invented to cope with the Vietnam War: to make the aggressor into a victim. And
64

on top of its dubious pedigree we hear that counseling for Post Training Stress Disorder, especially critical incident stress debriefing - if forced on those who dont want it may actually increase the chances of Post Traumatic Stress Disorder occurring as people are given the idea that they may not be normal if they dont suffer these symptoms. There is certainly a wave of opinion in this direction at the moment (3) perhaps the alternative, which Prof. Wessely prefers, is a greater sense of community among victims, in preference to outside help. Apparently, the people of Lockerbie shunned the counselors and went instead to their family GP, trying to normalize the horror by making it part of the pattern of life. Ros Taylor rose very effectively to the challenge of getting up to speak about stress management training after such an onslaught on the whole concept. She says if she went to a company offering to help with their psychiatric disorders, she wouldnt get through the door. Again, as so many of us got tired of telling the press in the wake of the Angela Patmore report, the woolly word stress is a starting point, a way of beginning to look at whats not right. Armed with such a tool, Ros Taylor clearly makes significant new beginnings in the companies she works with. Her style as she led us through a mini stress management workshop was robust, humorous and human. Its depressing, she says, to think about stress so we need to turns out, has little time for certain counselors, the ones whove never worked and therefore dont understand organizations. Although PTSD was possibly overemphasized in what was a one day conference on Stress at Work, Dr. Mark Leigh
65

Howarths contribution was clear and helpful in describing how to recognize how to recognize the syndrome, using criteria from DSM IV. Again there was criticism of the current state of affairs, this time that PTSD is a sexy area every one wants to get involved, and it generates lots of psychobabble. PTSD does exist and it requires real specialist skill to help, he tells us. Management of PTSD involves not only treatment but the right diagnosis. However, Dr. Leigh Howarth believes a lot of employers are motivated by reasoning I must do something. This is something. I must do this whether or not they have evidence that a treatment they are contemplating with either work or suit their situation. Happily the HSE is now funding research comparing outcomes in two polices forces, one of which offers debriefing after traumatic incidents and the another which doesnt. It should be published later this year, and will add considerably to our awareness of the issues. It seemed appropriate that, in a conference addressing an audience of people who mostly had a healthy interest in taking preventive steps, the lawyer came last. The threat of civil litigation from distressed employees is not the best motivator for action, although it is one of them. Diana Kloss gave a very simple and constructive account of employers liability under criminal law, the civil law of compensation, and the civil law of employment. FRAMEWORKS STRATEGY Assessment of coping strategy was earlier based on personality tests. Coping strategy assessment based on observation of individual behavior in stressful situations is
66

FOR

MEASUREMENT

OF

COPING

comparatively new. Folkman and Lazarus developed an instrument for measurement of coping strategy, called ways of coping, based on the new approach. They included 68 items in their instrument. encounters. Ways of coping check list. Ways of coping was modified after factor analysis of 68 items on data collected from 750 observations. The new instrument called Ways of Coping Checklist employed 50 items signifying potentially dangerous stressful events. WCCL measures the following eight coping strategies on a four point Likert Scale. (i) (ii) (iii) (iv) (v) (vi) Constructive Coping: Aggressive efforts aimed at changing the stressful situation. Distancing: Efforts for disengaging oneself from the stressful situation. Self control: Efforts to regulate ones own feelings Seeking social support: efforts to seek informational support Accepting responsibility: Acknowledgement ones own role in the problem. Escape Avoidance: Wishful thinking problem Solving : Deliberate efforts for addressing the problems causing stress (viii) Positive Reappraisal: Efforts to create a positive meaning by focusing on personal growth. PROJECTIVE INSTRUMENT FOR COPING STRATEGY Rosenzweig (1978) used cartoon like pictures to study frustration. The respondent was required to write down what
67

Respondents were required to indicate

against each item, whether they used it or not in their stressful

(vii) Planful

he would feel on encountering the situation represented in each picture. It is presumed that the response is a projective expression of what the respondent would himself / herself do while encountering the situation depicted in the picture. Similar approach was adopted by Pareek in developing projective instrument for coping strategy for Role Stress called role PICS. It has three forms: Role PICS (G), Role PICS (E) and Role PICS (O) for general, entrepreneurial and organizational roles, respectively. Role PICS (O) has 24 pictures relating to different role stressors, depicting a boss, peer, subordinate or spouse asking a question. The respondent is required to write his response to the question based on his / her immediate reaction. Respondents response for each picture is evaluated to identify the types of coping strategy used in the situation depicted. Role PICS (O) is one of the most suitable instruments for the study and measurement of eight types of coping strategy used for coping with role stress in organizations. It has been validated and used extensively for research on coping. The framework of Role PICS is based on three basic dimensions of coping with stress as explained below. (a) Internality: Refers to the extent to which the person experiencing stress engages himself / herself with the problems causing stress, either to confront them or to avoid them. The respondent feels himself / herself with the problems causing stress, either to confront them or to avoid them. The respondents feel himself / herself responsible for / towards the problem causing stress. (b) Externality: Refers to the extent to which the person experiencing stress engages others with the problems
68

causing stress, either to confront them or to avoid them. The respondent feels that others are responsible for / towards the problems causing stress. (c) Mode: Refers to intention of the person experiencing stress. Mode can be avoidance or approach. When the mode is avoidance, the person experiencing stress wants to run away from the problems creating stress. On the other hand when the mode is approach, he / sheer seeks the solution for the problems creating stress. Specific dysfunctional coping strategies for role stress Pareek (1993 pp 107 112) has identified the following specific dysfunctional coping strategies for dealing with role stress. (i) Role elimination: While experiencing IDR, the role occupant resorts to accepting one of the roles at the cost of the other. For example, he / she may neglect his / her role as a father / mother while doing full justice to his / her role as a project manager by rationalizing that his / her organizational role is enabling to provide enough for his / her family and they will understand. Alternatively, he / she may neglect his / her organizational role while doing full justice to his / her family role by rationalizing that family responsibilities need to be undertaken first and that the organization should accommodate. Role elimination reflects that the role occupant has accepted the inevitability of the stressor. He / she is not thinking in terms of confronting the stressor and is
69

further trying, to rationalize the existence of the stressor by eliminating one role. Role elimination therefore represents a combination of two basic dysfunctional Defensive (D). (ii) Role Partitioning: While experiencing IRD, the role occupant clearly partitions his organizational and non organizational roles. For example, in office he / she is the project manager only and at home he / she is only the father / mother. Like role elimination, role partitioning reflects the acceptance of the inevitability of the stressor by the role occupant his / her not thinking in terms of confronting the stressor and trying to rationalize the existence of the stressor by partitioning the roles. It also represents a combination of two basic dysfunctional strategies, viz. impunitive (M) and Defensive (D). (iii) Role Fixation: While experiencing RS, the role strategies, viz, impunitive (M) and

occupant keeps stagnating in his / her role which is familiar. When promotions are given without adequate grooming of incumbents, they keep on playing their lower roles, neglecting their higher roles. The role occupant denies the problem that he is incompetent and hence role fixation represents defensive (D) strategy. (iv) Role Shrinkage: On experiencing REC or RI, the role occupant prunes his / her role to eliminate functions for which conflicts or lacks of competence are
70

experienced. For example, a plant manager in a mining company stops doing the preventive maintenance of mining equipment because he / she encounters conflicts with the operations manager in carrying out preventive maintenance or because of not having the required competence. Role shrinkage also represents defensive (D) strategy because pruning is done to hide the problems due to conflicts or incompetence. (v) Role visibility: When important functions belonging to ones role are performed by others and RE is experienced the role occupant may fight for the visibility of his role, pressing for his rights. The basic conflict giving rise to RE is not addressed but structural clarification are sought. Since role occupant is complaining taking a stand for wrongs done to deprive strategy. (vi) Role Reduction: On experiencing RO, the role occupant many resort to doing only what is easier and faster. Some of the difficult or time consuming functions, even though important are pushed to the lowest priority. This amounts to accepting the problem, doing nothing to find the solution and represents impunitive (M) strategy. (vii) Role Boundness: On experiencing RI, the role occupant may resort to confining to his / her limited role that can be played without interaction with other roles. This
71

his

her

role,

without

addressing

the

underlying cause, this represents extra punitive (E)

amounts

to

simply

accepting

the

problem

and

represents impunitive (M) strategy. (viii) Self Rejection: On experiencing SRD, the role occupant may resort to forgetting the self concept and play the role, rejecting the self. This reduces the effectiveness of the individual, adversely influencing his / her mental health. It amounts to aggression towards the self and represents intropunitive (I) strategy. (ix) Role rejection: On experiencing SRD, the role occupant may resort to rejecting the role, playing it in a routine manner, just for the sake of livelihood. This reduces the effectiveness of the role, amounting to aggression directed towards the role and represents extra punitive (E) strategy. (x) Role Prescription: On experiencing RA, the role

occupant may demand a written prescription for his role, defining what he / she is supposed to do instead of working with the concerned for clarifying the role expectations. It reflects holding somebody responsible for role ambiguity and represents extra punitive (E) strategy. (xi) Role Taking: On experiencing RA, the role occupant may try to fit himself into the role as it is, depending on his own understanding of some of the role expectations. ambiguities of This the amounts role, to accepting the brunt the of bearing

ambiguities, directing the aggression on himself /

72

herself and represents a combination of impurities (M) and intropunitive (I) strategies. (xii) Role Atrophy: The role cannot be played fully due to resource inadequacy. The role occupant accepts this situation and plays his / her role to a lesser extent as permissible. The role experiences atrophy. Role atrophy means acceptance of resource inadequacy by the role occupant, bearing the difficulties arising there form, directing the aggression towards the self. It represents a combination of impunitive (M) and intropunitive (I) strategies. Specific Functional Coping Strategies for role stress Pareek (1993 : pp 107-112) has identified the following specific functional coping strategies for dealing efforts or interpersistive (n) strategy. (i) Role Negotiation: On experiencing IRD, mutuality of roles is established, getting necessary help to play both the roles may effectively. agree to For offer example flexi time the or organization with role stress. These generally represent problem solving through joint

telecommuting to meet the important obligations of the familial role. (ii) Role Transition: The role occupant experiencing RS is helped to give up the older role and take up the newer role through (a) socialization for the new role (b) imparting critical skills for the new role (c) supporting the role occupant in the new role during the initial period.

73

(iii) Role Linkage: on experiencing REC, conflicts are minimized through suitable compromising, establishing good linkages with the concerned roles. If the plant manager minimizes conflict with operations manager on preventive maintenance by devising some working role arrangement creates to carry out preventive poorly maintenance without much interruption to operations, linkage linkages between interacting roles. (iv) Role enrichment: RE can be minimized through the process of role development, comprising (a) role analysis (b) enabling and role occupant to appreciate the strength and challenge in the role, (c) redesigning the role, utilizing the main strength of the role occupant, making it more effective and satisfying. (v) Role Slimming: RO is dealt by redefining the role, taking out what can be delegated to other roles without losing the vitality of the original role. (vi) Competence Building: PI can be dealt by taking action to equip the role occupant with the needed knowledge, skills, experience and expertise for successful role performance. (vii) Role integration: SRD is handled by enabling the role occupant to integrate with his / her role by (a) Analyzing the aspects of the role which create self role distance (b) developing skills to bridge gaps between the role and the role occupant (c) redefining certain aspects of the role to make use of the strengths of the role occupant.

74

(viii) Role

clarification:

RA

is

handled

by

seeking

clarifications from different sources and redefining the ambiguous role expectations. (ix) Role Making: RA, SRD and RE can be handled best by redefining the role, making role more challenging, fully utilizing the main strengths of the role occupant. (x) Resource generation: Rin can be handled by taking action to augment the resources needed for successful role performance.

CHAPTER-III

io n , S t r a t e g y & L e a s s i M SETTING d e r s n , RESEARCH o h ip i s Vi

1 Waste (MUDA) Elimination

t , C u lt u r e & P a s si e s d n on M i

2 Work Environment 3 (5S) JIT / Supply Chain Management

Tea

t io n & C o m p I n s p ir a e t i t m sio n

Hindalco Industries Limited

8 Information, Systems/BPR, Technology and Cash Flows

Quality & Quantity (Unit: Birla Copper)

Cost Delivery & Speed Innovations & Intellectual Capital Productivity & Pride

4 Equipment Effectiveness/ TPM

7 Liaison, Team Force and Skill Development

6 Quality First: Six Sigma/SQM & Best Practices

5 Customer Driven: Internal and External

75

S h a re h o l d e r s V a l u e

Aditya Birla Group has been committed to the future of science and technology of India. Its world quality produces and commodities have been already reached out to remotest of location in the world. Aditya Birla has operated in different fields like chemical, fertilizers textile, cellulose, cement and telecommunication. It has set up many plants, inside and outside of India. Its all units have been facilitated ISO-9002, ISO-140001. Indias one of the largest business houses, the Aditya Birla Group enjoys a dominant position in all sectors in which it operates. The Aditya Birla Group, single largest producer of viscous staple fibre and single largest location refiner of palm oil. It is Worlds third largest producer of insulators and sixth largest producer of carbon black. It also produces Rayon grade pulp, yarn and white cement.
76

Mr.

Kumarmangalam

Birla

and

being

supported

by

an

experienced experts international mgt. team lead the Aditya Birla Group.

Hindalco Industries Ltd

Hindalco Industries Ltd., through Birla Copper, has set up a mega Greenfield copper smelting and refining complex at Dahej in Bharuch, district of Gujarat, India. The plant involving an investment of about $500 million is the largest of its kind in India. The plant produces world-class copper cathodes, continuous cast copper rods and precious metals. Apart from copper products, sulphuric acid, phosphate, other phosphatic fertilizers and phosphor-gypsum are also produced at this plant. The plant has its own power plant, jetty and water system to meet its infrastructure requirement. Hindalco industries Ltd., a flagship company of the Aditya Birla Group, with a turnover of about Rs. 2,508 billion, ranks among the Indias top 10 companies (in terms of market capitalization). Aluminium has been and continues to be one of the core businesses for the group with enormous growth potential. Indias strengths in alumina and downstream products would ideally dovetail with Hindalcos strong presence in metal. It is also among the worlds lowest cost aluminium producers.

77

Hindalcos worlds sized premier copper smelter with a capacity of 1,00,000 tones p.a. commenced commercial production in March 1999. In less than a year of operations, it has emerged as a market leader in the Indian copper industry with over 40% market share. In the year 2001, the capacity was further increased to 1,50,000 TPA of refined copper through de-bottlenecking. The capacity is also aggressively developing products. values enhancing strategies for its existing

Product of Birla Copper

The following are the products, which are at present sold by Birla Copper 1. Copper cathode 2. Continuous cast copper rods. 3. Sulphuric acid 4. Phosphoric acid 5. Copper slag 6. DAP/NPX 7. Gold 8. Silver

Vision
Our Goal is to be one of the largest manufacturers and suppliers of the World Class Quality Copper and also achieve and maintain World Class Standards in relation to Safe Work place, environment and Friend of the Community,

78

Mission
We continue to be System Driven Organization and achieve standards of excellence in all area of Business Operation. We continue to provide all requisite recourses, supports, guidance and environment to our employees and business associates to excel in their standard of performance focusing on internal and external customer delightfulness. We continue to lead and support rural development initiatives in relation to education, health and community development.

Values
We believe in Integrity - Honesty in every action Commitment - Deliver on the promise Passion - Energized action Seamlessness - Boundary less in letter and spirit Speed - One step ahead always

Achievements
Birla Copper's quality standards are recognized internationally. It has been accorded the LME (London Metal Exchange) registration: its copper cathodes marketed as "Birla Copper", have been approved as a 'Grade A' Copper brand by the LME.

79

Birla (Quality

Copper

has

been

accredited and

ISO-9001:2000 ISO-14001:1996

Management

System)

(Environmental Management System) certification. Dahej Harbour and Infrastructure Ltd. has been awarded the ISO 9001:2000 (Port Management for Handling Dry and Liquid Cargo) certificate by KPMG. Birla Copper is awarded commendation certificate Ramakrishna Bajaj National Quality Award 2002 of Indian Merchant Chambers for Business Excellence and Quality Achievements in manufacturing companies category for the year 2002.Mr. D Bhattacharya has been awarded India Business Leader Award

WCM Policy:Birla Copper shall strive to establish itself as the first choice of the stakeholders- including Customers, Suppliers, and Employees and surrounding community, through sustained efforts deliver Zero Defects Zero losses Zero breakdowns Zero pollution Zero accident Zero customer complaints in Implementing, Maintaining and continuously Improving World Class Manufacturing Program that aims to

80

We continue to lead and support rural development initiatives in relation to Education, Health and Community Development.

Quality Policy:We at Birla Copper are committed to evolving and sustaining Excellence in every area of activity. Birla Copper will be driven by a sharp focus on maximizing Customer Satisfaction. Towards that end an accent and Quality will make every aspect of our operations. We will also work continuously to improve on existing processes and introduce Innovative Technologies.

Environmental Policy:Implementing and Maintaining sound Environmental

Practices. Consistently meeting all prevalent Regulatory and Statutory norms related to Environment and exceed wherever practicable. Enhancing Environment Awareness among employees and general public in and around the Plant. Conservation of key input resources like Energy and Water.

81

Providing necessary resources for promotion of clean environment and continuously strive for improvement in our Environmental Performance.

Occupational Health and Safety Policy:It shall be the policy of Birla Copper to prevent injuries to employees, relevant damage to property and environment safety by and conducting all operations safely and by complying with all the statutory requirements for health, environment protection. Health, Safety and Environment control at Birla Copper start with planning and continue through Design, Purchase, Storage, Fabrication, Construction, Installation, Operation and Maintenance, They are integral parts of each and every job/operation carried out by any one directly or indirectly attached to Birla Copper. All practicable steps shall be taken to assess risk and safety status periodically for creating awareness amongst all employees and public at large, by using expertise knowledge of educated and trained personnel. Safety, Health and Environment control are the direct responsibilities of all levels of management and employees and they are considered collectively as one of the measures for their advancement. These responsibilities must be accepted by each one who conducts the affairs of Birla Copper no matter in what capacity he may function.

82

A resume on Health and Safety performance shall also find way to remain on record in the annual report of the company for information of all concerned.

HR Policy:HR Chairman Policy Kumar is derived Mangalam from Birla the in ideology/ respect to thoughts Human propounded by our late Chairman Aditya V. Birla and present Resource Management. I think the most important lesson in Human Resource Management is that major investments should be made in the selection, training and building up of people to repose full trust and confidence in people. Your men will be as loyal to you as you are to them. Even ordinary people can give extraordinary results given an opportunity. You have to train people by delegating authority to them. When you delegate, people will make mistakes, but it is through the making of these mistakes that you build up people. You must have the forbearance, fortitude, patience and a large heart to bear the losses in training the people. Opportunity must be given to people to perform. Late Aditya V. Birla To remain at the cutting edge and to strive to beat the best, our focus has not only to be on operational and business strategies, but more importantly also on our People Power. Kumar Mangalam Birla

Policies:-

83

 Creating highly motivated and competent teams in every profit Centre. Creating calibre. Spotting and tracing high potential through a common performance appraisal system. A reward system that encourages people to focus on results consistent with the larger business goals. Continuously building, developing and enhancing people competencies through meaningful training programmes. Creating an event of helping caring approach and providing strong social security coverage. an entry level cadre of bright, young, enthusiastic people with good academic credentials and

ORGANZATIONAL STRUCTURE EP JEP Sr. VP/ VP AVP/ Sr. GM/ GM

MG CADRE Executives (Level 5) Functional Head (Level - 4) Sectional Heads (Level - 3)

DGM SR. MANAGER MANAGER DY. MANAGER SR. OFFICER / SR. ENGR OFFICER / ENGR NON PROF. OFFICER

Front Line Managers (Level -2)

84

ASST. OFFICER/ CHIEF TECH SR. ASST / SR. TECH ASST / TECH JR. ASST / JR. TECH
OG CADRE

SECURITY GUARDS/ DRIVERS ATTENDANTS CHIEF TECHNICIAN SR. OPERATOR OPERATOR JR. OPERATOR JR. OPERATOR (NON ITI)

Operative Group (Level- 1)

CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION Table no.1 1. Table showing age and stress factor.
Sr no 1 2 2535 366 14 Age Low Percentag e (%) 7.5 17.5 31 21 High Percentag e (%) 38.75 26.25 37 35 Total

85

45 3 Tota l The above table shows the relation of stress and age of the employees. It mainly points out that which age has highest as well as lowest stress factor. This table shows that 95% of the respondent in the age group of 25-35 years face high level of stress followed by respondent in the age group of 36-45 years.
20 18 16 14 12 10 8 6 4 2 0 1 2 7.5 1.25 3 17.5

4655

1 21

1.25

7 59

8.75

8 80

4 5 4 0 3 5 3 0 2 5 2 0 1 5 1 0

Age and Low stress

38.6 5

28.25

5 0 1 2

8.7 5 3

Age and High stress

86

Table no.2 2. Table showing comparison between of stress between Middle And Junior management.

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 6 4 10 High 24 6 30

MIDDLE MANAGEMENT Age Low High 2535 3645 4655 11 29 0 10 1 7 15 7

TOTAL

37 35 08 80

The above table shows that which level employees has more stress we can see that respondents from junior management have higher levels of stress (24%).

stress at m anage m ent level

37 35

1 2 3

Tables showing Each Role Stress

87

Table 3 Table showing Inter Role Distance

Particulars Low High Total

N 48 32 80

Percentage% 60 40 100

It can be seen from the above table that 60% of the respondents experiences higher level of stress due to Inter Role Distance while other 40% of the respondent experience low stress. They conflict their values and self concept with the requirements of the organization.

Table 4 Table showing Role Stagnation

88

Particulars Low High Total

N 35 45 80

Percentage% 44 66 100

It can be seen from the above table that 66% of the respondents experiences higher level of stress due to Role Stagnation while other 44% of the respondent experience low stress. Very few opportunities for learning and growth are their in their role.

89

Table 5 Table showing Role Conflict

Particulars

Percentage%

Low

38

48

High

42

52

Total

80

100

It can be seen from the above table that 52% of the respondents experiences higher level of stress due to Role Conflict while other 48% of the respondent experience low stress. Different expectations about by different significant persons about the same role makes respondents become ambivalent as to whom to please.

90

Table 6 Table showing Role Erosion

Particulars Low High Total

N 21 59 80

Percentage% 26 74 100

It can be seen from the above table that 74% of the respondents experiences higher level of stress due to Role Erosion while other 26% of the respondent experience low stress. This arises when someone else performs the functions of one incumbent.

91

Table 7 Table showing Role Overload

Particulars Low High Total

N 34 46 80

Percentage% 43 57 100

It can be seen from the above table that 57% of the respondents experiences higher level of stress due to Role Overload while other 43% of the respondent experience low stress. Here the respondents feel that there are too many expectations from the significant roles in the role set.

92

Table 8 Table showing Role Isolation

Particulars Low High Total

N 22 58 80

Percentage% 28 72 100

It can be seen from the above table that 72% of the respondents experiences higher level of stress due to Role Isolation while other 28% of the respondent experience low stress. Here the respondents feel lack of linkages of one role with their role in organization.

93

Table 9 Table showing Personal and Resource Inadequacy

Particulars Low High Total

N 25 55 80

Percentage% 31 69 100

It can be seen from the above table that 69% of the respondents experiences higher level of stress due to Personal and Resource Inadequacy while other 31% of the respondent experience low stress. Here the availability of resources needed for effective role performance is not there.

94

Table 10 Table showing Self Role Distance

Particulars Low High Total

N 28 52 80

Percentage% 35 65 100

It can be seen from the above table that 65% of the respondents experiences higher level of stress due to Self Role Distance while other 35% of the respondent experience low stress. Here there is a conflict of respondents value and self concept with requirement of the organization role.

95

Table 11 Table showing Role Ambiguity

Particulars Low High Total

N 32 48 80

Percentage% 40 60 100

It can be seen from the above table that 60% of the respondents experiences higher level of stress due to Role Ambiguity while other 40% of the respondent experience low stress. Here there is lack of clarity regarding the expectations from the job, which leads to misinformation and misunderstanding.

96

Table 12 Table showing Role Shrinkage

Particulars Low High Total

N 45 35 80

Percentage% 56 44 100

It can be seen from the above table that 44% of the respondents experiences higher level of stress due to Role Shrinkage while other 56% of the respondent experience low stress. Here acts which were early being performed by one role occupant allocated to another role occupant this allocation of duties are a whisking away and reducing the importance of role.

97

Table showing Age and Stress due to different Role stress Table 13 Table showing Age and Stress due to Inter Role Distance

Sr.no 1 2 3 Total

Age 25-35 36-45 46-55

Low 20 21 03 44

Percentage % 25 26 03

High 19 15 02 36

Percentage % 24 19 03

Total 39 36 05 80

It can be seen from the above table that respondents in the age group of 25-35 years experience, high stress due to Inter Role Distance i.e. (24%). Followed by the age group of 3645 years i.e. (19%) and then by age group of 46-55 years i.e. (03%).

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Table 14 Table showing Age and Stress due to Role Stagnation

Sr.no 1

Age 25-35

Low 21

Percentage % 26

High 19

Percentage % 24

Total 40

36-45

22

28

13

16

35

3 Total

46-55

04 47

05

01 33

01

05 80

It can be seen from the above table that respondent in the age group of 25-35 years experience, high stress due to Role Stagnation i.e. (24%). Followed by the age group of 36-45 years i.e. (16%) and then by age group of 46-55 years i.e. (01%).

99

Table 15 Table showing Age and Stress due to Role Conflict

Sr.no 1

Age 25-35

Low 16

Percentage % 20

High 25

Percentage % 31

Total 41

36-45

23

29

11

14

34

3 Total

46-55

04 43

05

01 37

01

05 80

It can be seen from the above table that respondent in the age group of 25-35 years experience, high stress due to Role Conflict i.e. (31%). Followed by the age group of 36-45 years i.e. (14%) and then by age group of 46-55 years i.e. (01%).

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Table 16 Table showing Age and Stress due to Role Erosion

Sr.no 1

Age 25-35

Low 10

Percentage % 13

High 32

Percentage % 40

Total 41

36-45

08

09

25

31

34

3 Total

46-55

02 20

03

03 60

04

05 80

It can be seen from the above table that respondent in the age group of 25-35 years experience, high stress due to Role Erosion i.e. (40%). Followed by the age group of 36-45 years i.e. (31%) and then by age group of 46-55 years i.e. (04%).

101

Table 17 Table showing Age and Stress due to Role Overload

Sr.no 1

Age 25-35

Low 14

Percentage % 18

High 27

Percentage % 33

Total 41

36-45

16

20

17

21

33

3 Total

46-55

03 33

04

03 47

04

06 80

It can be seen from the above table that respondent in the age group of 25-35 years experiences, high stress due to Role Overload i.e. (33%). Followed by the age group of 36-45 years i.e. (21%) and then by age group of 46-55 years i.e. (04%).

102

Table 18 Table showing Age and Stress due to Role Isolation

Sr.no 1

Age 2535 3645 4655

Low 12

Percentage % 15

High 30

Percentage % 38

Total 42

12

15

21

26

33

3 Total

01 25

01

04 55

05

05 80

It can be seen from the above table that respondents in the age group of 25-35 years experiences, high stress due to Role Isolation i.e. (38%). Followed by the age group of 36-45 years i.e. (26%) and then by age group of 46-55 years i.e. (05%).

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Table 19 Table showing Age and Stress due to Personal and Resource Inadequacy

Sr.no 1

Age 25-35

Low 11

Percentage % 14

High 30

Percentage % 37

Total 41

36-45

13

16

22

27

35

3 Total

46-55

02 26

03

02 54

03

04 80

It can be seen from the above that table respondent in the age group of 25-35 years experience, high stress due to Personal and Resource Inadequacy i.e. (37%). Followed by the age group of 36-45 years i.e. (27%) and then by age group of 46-55 years i.e. (03%).

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Table 20 Table showing Age and Stress due to Self Role Distance

Sr.no 1

Age 25-35

Low 15

Percentage % 19

High 26

Percentage % 33

Total 41

36-45

13

16

21

26

34

3 Total

46-55

28

05 42

06

05 80

It can be seen from the above table that respondent in the age group of 25-35 years experience, high stress due to Self Role Distance i.e. (33%). Followed by the age group of 3645 years i.e. (26%) and then by age group of 46-55 years i.e. (05%).

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Table 21 Table showing Age and Stress due to Role Ambiguity

Sr.no 1

Age 25-35

Low 19

Percentage % 24

High 22

Percentage % 27

Total 41

36-45

12

15

22

26

34

3 Total

46-55

01 32

02

04 48

04

05 80

It can be seen from the above table that respondent in the age group of 25-35 years experiences, High Stress due to Role Ambiguity i.e. (27%). Followed by the age group of 36-45 years i.e. (26%) and then by age group of 46-55 years i.e. (04%).

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Table 22 Table showing Age and Stress due to Role Shrinkage

Sr.no 1

Age 25-35

Low 22

Percentage % 28

High 19

Percentage % 24

Tota l 41

36-45

21

27

17

21

38

3 Total

46-55

01 44

01

36

01 80

It can be seen from the above table that respondent in the age group of 25-35 years experiences, High Stress due to Role Shrinkage i.e. (24%). Followed by the age group of 36-45 years i.e. (21%).

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Tables showing stress against each role stress and department and age.
Table 23 Table showing stress against Inter Role Distance and Department

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 15 08 21 High 14 03 17

MIDDLE MANAGEMENT Age 25-35 36- 45 46-55 Low 05 13 03 21 High 05 12 02 19

TOTAL N 39 36 05 80

The table shows level of employees and stress due to inter role distance and age. Thus it can be seen that respondents at an early age have high stress due to Inter Role Distance. (i.e.) Junior management.

108

109

Table 24 Table showing stress against Role Stagnation and Department

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 17 08 25 High 13 02 15

MIDDLE MANAGEMENT Age 25-35 3645 46-55 Low 04 14 04 22 High 06 11 01 18

TOTAL N 40 35 05 80

The above table shows that level of employees and stress due to Role Stagnation and age. Thus it can be seen that respondents at an early age have high stress due to Role Stagnation. (i.e.) Junior management.

110

111

Table 25 Table showing stress against Role Conflict and Department

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 11 06 17 High 19 04 23

MIDDLE MANAGEMENT Age 25-35 3645 46-55 Low 05 17 04 26 High 06 07 01 14

TOTAL N 41 34 05 80

The above table shows that level of employees have low stress due to Role Conflict and age. Thus it can be seen that respondents at an early age have high stress due to Role Conflict. (i.e.) Junior management.

112

113

Table 26 Table showing stress against Role Erosion and Department

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 07 02 09 High 23 08 31

MIDDLE MANAGEMENT Age 25-35 Low 03 High 09 17 04 30

TOTAL

N 42 33 05 80

36- 45 06 46-55 01 10

The above table shows that level of employees have low stress due to Role Erosion and age. Thus it can be seen that respondents at an early age have high stress due to Role Erosion. (i.e.) Junior management.

114

115

Table 27 Table showing stress against Role Overload and Department

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 08 04 12 High 22 06 28

MIDDLE MANAGEMENT Age 25-35 36- 45 46-55 Low 06 12 03 21 High 05 11 03 19

TOTAL N 41 33 06 80

The above table shows that level of employees have low stress due to Role Overload and age. Thus it can be seen that respondents at an early age have high stress due to Role Overload. (i.e.) Junior management.

116

117

Table 28 Table showing Department stress against Role Isolation and

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 08 02 10 High 22 08 30

MIDDLE MANAGEMENT Age 25-35 36- 45 46-55 Low 04 10 01 15 High 08 13 04 25

TOTAL N 42 33 05 80

The above table shows that level of employees have low stress due to Role Isolation and age. Thus it can be seen that respondents at an early age have high stress due to Role Isolation. (i.e.) Junior management.

118

119

Table 29 Table showing stress against Personal and Resource Inadequacy and Department

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 08 03 11 High 22 07 29

MIDDLE MANAGEMENT Age 25-35 36- 45 46-55 Low 03 10 02 15 High 08 15 02 25

TOTAL N 41 35 04 80

It can be seen from the above table that which level of employees have low stress due to Personal and Resource Inadequacy and age. Thus it can be seen that respondents at an early age have high stress due to Personal and Resource Inadequacy. (i.e.) Junior management.

120

Table 30 Table showing stress against Self Role Distance and Department

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 14 03 17 High 15 08 23

MIDDLE MANAGEMENT Age 25-35 36- 45 46-55 Low 01 10 11 High 11 13 05 29

TOTAL N 41 34 05 80

The above table shows that level of employees have low stress due to Self Role Distance and are of which age. Thus it can be seen that respondents at an early age have high stress due to Self Role Distance. (i.e.) Middle management.

121

Table 31 Table showing Department stress against Role Ambiguity and

JUNIOR MANAGEMENT Sr. no 1 2 3 Age 25-35 36-45 46-55 Low 11 04 15 High 19 06 25

MIDDLE MANAGEMENT Age 25-35 36- 45 46-55 Low 08 08 02 18 High 03 16 03 22

TOTAL N 41 34 05 80

The above table shows that level of employees have low stress due to Role Ambiguity and age. Thus it can be seen that respondents at an early age have high stress due to Role Ambiguity. (i.e.) Junior management.

122

Table 32 Table showing Department stress against Role Shrinkage and

JUNIOR MANAGEMENT

MIDDLE MANAGEMENT Age 25-35 36- 45 46-55 Low 04 14 01 19 High 07 14 21

TOTAL

Sr. no 1 2 3

Age 25-35 36-45 46-55

Low 15 06 21

High 12 07 19

N 38 41 01 80

The above table shows that level of employees have low stress due to Role Shrinkage and age. Thus it can be seen that respondents at an early age have high stress due to Role Shrinkage. (i.e.) Middle management.

123

TABLES SHOWING COPING MECHANISM Table 33 Table showing coping against Inter Role Distance

Particulars Positive Negative Total

N 36 44 80

Percentage (%) 45 55 100

It

can

be

seen

from

the

above

table

that

55%

respondents cope negatively to stress due to Inter Role Distance. The negative coping mechanism use are that they remark indifferent and that thinks take its own course and become amount try to forget about the unclear work.

124

Table 34 Table showing coping against Role Stagnation

Particulars Positive Negative Total

N 22 58 80

Percentage (%) 28 72 100

It can be seen from the above table that 72% of the respondents cope negatively to stress due to Role Stagnation. The negative coping mechanism use are that they show that they have met all demands made on them and blame that people are unnecessarily demanding more without understanding his personal relationships.

125

Table 35 Table showing coping against Role Conflict

Particulars Positive Negative Total

N 23 57 80

Percentage (%) 29 71 100

It can be seen from the above table that 71% respondent cope negatively to stress due to Role Conflict. The negative coping mechanism use is that they try to forget those incidents where they have worked against their conscience and also project that others are responsible for making them do things against their values .

126

Table 36 Table showing coping against Role Erosion

Particulars Positive Negative Total

N 21 59 80

Percentage (%) 26 74 100

It can be seen form the above table that 74% respondent cope negatively to stress due to Role Erosion (RE). The negative coping mechanism used are that they dont delegate because are not just competent to do it and tries to seek sympathy/ attention form their authorities of being overburdened.

127

Table 37 Table showing coping against Role Overload

Particulars Positive Negative Total

N 15 65 80

Percentage (%) 19 81 100

It can be seen form above table that 81% respondents cope negatively to stress due Role Overload. The negative coping mechanism used is that they rationalize that their colleagues are equally incompetent as they are and become aggressive and threaten to leave the job.

128

Table 38 Table showing coping against Role Isolation

Particulars Positive Negative Total

N 58 52 80

Percentage (%) 35 65 100

It can be seen from the above table that 65% respondent cope negatively to stress due to Role Isolation (RI). The negative coping mechanism use are that they denies the existence of such situation they have to do. they advocates strict adherence and obedience from their subordinates for whatever little work

129

Table 39 Table showing coping against Personal to Resource Inadequacy

Particulars Positive Negative Total

N 36 44 80

Percentage (%) 45 55 100

It can be seen form above table that 55% respondent cope negatively to stress due to Personal to Resource Inadequacy. I.e. respondents feel they lack resources at workplace to be effectively. Thus, their causes stress.

130

Table 40 Table showing coping against Self Role Distance

Particulars Positive Negative Total

N 22 58 80

Percentage (%) 28 72 100

It can be seen from the above table that 72% respondent cope negatively to stress due to Self Role Distance. The negative coping mechanism use here is that they become indifferent to work to do not bother and blame authority for isolating him. They also try to feel satisfy by thinking that at least they are working in a prestigious organization.

131

Table 41 Table showing coping against Role Ambiguity

Particulars Positive Negative Total

N 36 44 80

Percentage (%) 45 55 100

It can be seen from the above table that 55% of the respondents cope negatively to stress due to Role Ambiguity. They have coping mechanism used here are that when they see too much of conflict they postpone decision making for sometime and award premature choice. They also console themselves by assuming that situations are equally bad and conflicting everywhere to for everyone.

132

Table 42 Table showing coping against Role Shrinkage

Particulars Positive Negative Total

N 30 50 80

Percentage (%) 38 62 100

It can be seen from the above table that 62% of the respondents cope negatively to stress due to Role Shrinkage. The negative coping mechanism use are that they have coping mechanism used here are that they blame the origination or they ignores this situation to feel relapsed.

133

Table. 43 Table showing Total Role Stress of the Organization

Particulars Low High Total

N 25 55 80

Percentage(%) 31 69 100

It can be seen from the above table the overall respondents in the organization have High Role Stress i.e. (69%) while only few have a Low Role Stress i.e.(31%).

Total role stress

31% 1 2 69%

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Table. 44 Table showing Organization Total Coping Mechanism of the

Particulars Positive Negative Total

N 32 48 80

Percentage (%) 40 60 100

It can be seen from the above table that Total Coping mechanism of the Respondents in the organization is Negative i.e. 60% which also shows a High level of Stress.

coping m echanism

40 1 60 2

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CHAPTER-V FINDINGS, CONCLUSIONS & SUGGESTION

FINDINGS
Out of all the Organization Role Stress, Role, Stagnation, Role Erosion, Role Isolation, Personal & Resource Inadequacy & Self Role Distance have been found to be the highest i.e. 66%, 74%,72%.69% & 65% respectively. The Role Ambiguity score is the lowest which goes to prove that Executives are clear are about there about there role and the tasks in each of the role. Stress due to Role Overload is also high which is harmful for employees stress. It can cause by too much of work. Time pressure and deadlines having to take too many decisions may in turn cause, lower job satisfaction and would lead to many a times burnout. If one looks at Organization Role Stress according to the Age of Respondents and level of Employees, Stress is found to be high in Junior Management and that to in each and every Role Stress. Out of all the Organization Role Stress and Age of the Respondents it is found that employees at an early age have high level stress that is in the Age group of 25-35 years. Executives also scored High on Inter Role Distance. This proves that they face greater conflict among various Roles they occupy as Executives and at Home. The demand of the Role is High they find it difficult to

136

balance between the different Roles they occupy which create Stress.

Coping against Stress

If one looks at Coping against each Role Stress, it is found that all the Respondents have negative Coping against each Role Stress. Negative Coping approach involves avoidance of stressful situation. It can be seen that Respondents have high level of stress as they do not cope in an adequate manner. Majority of the Respondents who face higher level of stress are not able to cope adequately. The Respondents do not take proper measure to avoid victimization of stress. This avoidance does not solve the role stress, and thus builts in more to the stressful situation. Approach oriented Coping like meeting the demands of the situational alleviates stress i.e. enabling one self more etc. It has also been found out that the young executives use more of avoidance oriented coping mechanism. avoidance More oriented role stress will compounded lead to by a out coping burn

Syndrome of the employee.

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CONCLUSIONS
Significantly a more number of respondents experience a high level of stress. This stress is due to Role Stagnation, Role Erosion, Role Isolation, Personal and Resource Inadequacy and Self Role Distance. This is seen more among Junior Executives. When the young potential group of an organization is affected by the stress, this can lead to a high attrition rate among the Employees. Faced with a stressful situation, an employee has an option of either fighting it out or escape (fight). When employee feels that he cannot cope up with the stressful situation, he is going to look elsewhere, outside the organization. The resultant consequence bring high labour turn over and its Other negative implication. It is viewed that stress can be caused due to fatigue from the physical stress of the work environment, excessive travel, long hours of work having to cope with changes at work and the expenses(monetary and career) of making mistakes. It is seen that junior managers perceive themselves to have at least amount of power as compared to top and senior managers. They are neither able to influence the seniors nor control the workers and thus faced a sandwich position

138

Stress can positively be channelised for Organizational effectiveness. This can be only when employees are trained to cope up with the stressful situations that occur on day-to-day basis. If Employees are not helped to cope up would not feel burned out but more important not be able contribute to organizational objectives.

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SUGGESTION

Stress Buster
Stress is a major problem in the todays world, rapidly becoming an epidemic. Everyone handles stress differently. Some people thrive on it and seem to shake off the negative effects of stress. Here are some tips to overcome stress.

1.

Take some exercise

Exercise is a great way to shake off the negative effects of stress, plus when you are fitter, stress has less of a negative effect on you. Even as little as 20 minutes of exercise a day will have a beneficial effect on your stress level. Whether it is jogging, cycling, swimming, walking or anything else, it will have a positive effect on your life.

2.

Takes some you time

With careers, lives and family, taking time out for yourself can be very difficult to get. Whether you have a realizing bath, go for a walk or just sit in a comfy chair with a newspaper, it doesnt matter. Taking time out for you lets you relax and let go of the stresses in your life and remember the good things about life. If you have kids, get your partner to look after them whilst you relax.

3.

Meditate
Meditation is becoming increasingly popular in Western culture as a method of relaxation with chief executive and company owners practicing it to reduce their stress and improve their clarity of focus. Just a few minutes

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every day will help you avoid the negative effects of stress.

4.

Recognize when you are stressed

Often you can become short tempered and irritable without realizing that you are stressed. When you recognize that you are stressed, then you can deal with it before it becomes a serious problem.

5.

Think positive
Stop worrying about what other people think about you and what you do. People will get extremely stressed if they are worrying about whether other people approve of their actions. Does what you feel is right for you and enjoy it (so long as you dont hurt anyone else in the process).

6.

Treat yourself
You may spend lots of time looking after other people, running around after them but treat yourself too. Get yourself flowers, some nice food or anything thats a treat because you deserve it too, Not only will you enjoy yourself, but youll also get the chance to reduce your stress!

7.

Use relaxation music

There are a lot of CDs that are specially designed to help you relax and let go of stress. Whether you prefer a guided relaxation or just music to drift to by yourself, if will help you to relax and feel more calm.

141

8.

Deal with your problems

People get stressed because they have problems piling up. Usually, they take the Ostrich approach and stick their head in the sand and hope the problems go away. Sadly, they dont usually. By dealing with them, you are removing sources of stress for you. These eight tips will help you to maintain a more relaxed state of mind and be able to deal with any stress you encounter better. As part of any stress management program, relaxation is a vital key,, so take some time out for yourself and relaxyou know youll enjoy it!

Suggestion at individual level:

Some of the well known methods for stress alleviation and control are:

1. 2. 3. 4. 5. 6. 7. 8.

Transcendental Meditation. Yoga and Exercises. Transactional Analysis. Bio-feedback. Time Management. Proper Diet. Adequate sleep. Recreational Activity. Transcendental meditation and yoga are well known and

powerful methods of stress control. Transactional Analysis (TA) is a relatively new concept in the area of human behavior and
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can be applied for behavior modification and improvement of inter-personal relations. This theory is helpful in reduction of stress and in that anxiety, fear, hatred, aggressiveness, etc. Biofeed-back is a behavior therapy under which employees are provided with information about vital functions such as pulse rate, blood pressure, muscle tension etc. Instruments may be provided to employees so that they can check for themselves and become aware of bodily changes taking place in them. When deviation exceeds the normal limits, consultation with the physician or some other remedial measures may be called for. The 1) following should rove useful to an individual interested in stress reduction and controlGiving expression to ones feelings of frustration and anger helps in getting relief from tension. Remember that suppression of feelings leads to onset of stress related problems. Yelling in a lonely place such as garden, park, or play gourd can be helpful in giving vent to 2) pent up emotional feelings without causing disturbance to others. Develop love for nature, children, music, etc. Even keeping pets can be a stress reduction device. Do things regularly just for fun. Climbing on a tree, jumping into a haystack, visiting a zoo or bird sanctuary, making toys from clay, or splashing around in a river or pond may be looked upon as childish activities, but these give relief form worries. Develop the habit of looking at the lighter side of things. Learn to laugh; Laughter is powerful antidote for stress. It recreates energy. 3) Talk out your stresses and strains of life with someone you can confide in.
143

4)

Develop abilities.

the

habit

of

introspection.

Make

dispassionate evaluation of your ambitions and your 5) 6) 7) 8) Keep control of loose tongue. Go easy with criticism. Avoid face to face tense situations. Do not feel agitated in the face of events like traffic jam or delays. Use such events as an occasion to relax. Relaxation helps in reducing the level of stress by distracting your mind from stress-producing thoughts. 9) 10) 11) Have a hobby and avail holiday every year and spare some time with your family. Plan for your retirement well so that stress automatically removed. Plan and organize your work related duties within the time at your disposal. Remove non-essential duties an delegate them to others so that what is left can be done in less than working day, thus giving you free time for creative development. Leave the office in time and dont take home the office work. When you are in stress due to over-work, take one item at a time. 12) such Certain nutrients such as vitamin A and B, minerals as calcium, potassium and magnesium are beneficial in relieving stress. They reduce the feeling of irritability and anxiety. Vitamin A, found in green and yellow vegetables, is beneficial in preventing stressinduced disease. Excessive intake of alcohol and cigarette smoking adds to the problem of stress in the longer run

144

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Suggestion at the organizational level

What can be done to protect the health and well being of employees so that they stay healthy and productive in their jobs Here are few strategies that lead to higher productivity, lower absenteeism and a healthier work force while any one of these strategies can reduce occupational stress, when taken together they represent a powerful force in protecting the health and the productivity of individual employees. 1. There are times which an organization must downsize operations in order to be viable. But decisions to reduce staff must be done carefully for the stress on employees will be immense and will not necessarily lead to achieving the hoped for expectations. 2. Communicate compassion provide severance packages, career counseling services and make every effort to formally recognize the contributions that lay off workers have made to the enterprise. 3. It is also important to provide support to the survivors those individuals whose jobs have been preserved and who were not a victim of corporate restructuring. The reason? Often there is resentment towards cost cutting administrations even if their job has been protected. 4. If organizations wish to keep highly productive employees, it is imperative that the issue of work overload be addressed. The reason? There is evidence that talented employees will look elsewhere for work, if unreasonable demands are not diminished.

146

If an organization is restructuring operations, it is imperative that the restructuring workloads of employees be carefully analyzed to make certain that the demands are reasonable. Unfortunately, this is often not undertaken. 5. Keep goals focused. Strategy two suggests that if occupational stress is to be diminished, the number of hours employees work should be carefully evaluated. This suggestion however, should not be taken to mean that workers would not work hard or respond to challenges that demand the very best from them. If there is one fact that is documented in the management literature. It is this workers response enthusiastically to a challenge provided they see the benefit to their employer as well as to themselves.

147