Final Madhu Project

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INTRODUCTION

This paper questions whether or not stress management (SM) researchers agree onwhat SM is, what the necessary treatment ingredients are and whether or notcomparisons of different studies using SM are possible and meaningful. Previousexperience with the conduct of controlled studies of SM for health outcomes andthe desire to continue this line of research motivated us to begin examining theefficacy of SM with the possible goal of conducting a meta-analytic review. Aminimal, yet pivotal, requirement for considering meta-analysis is that the same orvery similar treatments can be meaningfully clustered together so that differentialefficacy with either different populations or disease categories can be determined .Hence, it was necessary to determine whether SM was a sufficiently homogeneousapproach to permit meta-analytic comparisons. The results of this "journey" into

definitions of SM are described below. In addition to providing numeric resultsfrom an empirical analysis, suggestions for designing and reporting future researchon SM are offered.The sheer range of problems where SM has been applied is exceedingly diverse,and (to cite a few) studies have reported evidence for the efficacy of SMinterventions for a large variety of problems including psoriasis, diabetes, pain,coronary heart disease, hypertension, allergies and the common cold. Endpointsstudied were equally diverse with studies reporting subjective symptom reduction,biological changes, decreased mortality or increases in subjective quality of life.This brief literature review sought to answer three core questions:(a) What techniques do typical SM interventions entail?(b) What do the typical therapy protocols look like?(c) Do these techniques (and their packaging) represent a sufficiently

homogeneous body such that results of SM, as operationalized by differentresearchers, can be directly compared with each other? In what follows, the readerwill find an empirical review that is meant to help decide whether the descriptor"stress management" is indeed suitable for outcome evaluations.


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METHODS

Medline, Psychinfo and Web of Science searches were conducted for the period of

19902000 using the search terms "stress management," "stress reduction," "stressmanagement program," "stress reduction program," "outcome" and "effectiveness."Additional articles were found by scrutinizing the reference lists of these initialarticles. Articles were included if they were empirical in nature, featured anintervention labeled as stress managementor stress reduction in the abstract or as akeyword and reported treatment outcome measures. For one subanalysis, half ofthe articles were culled and every technique listed in each study was extracted andcompiled in a list in order to illustrate the diversity of the terms and techniques thathad been used. A box-score analysis was then conducted on all of the articlesidentified. Although a box-score review typically involves an element of

subjectivity and can be criticized as a crude approach for the evaluation ofempirical literature, efforts were made to ensure categorizations reached consensusbetween two raters. Each study was classified according to its target population:physical outcomes, worksite, students, psychiatric and other. Physical outcomesincluded those interventions designed for individuals with a physical disease, suchas temporomandibular disorders, diabetes coronary heart disease. The worksitecategory includes articles with SM directed towards employees in a workenvironment. Articles in the "student" category encompassed those interventionsaimed at student populations, such as medical or nursing students, and high school

students. Articles in the psychiatric category were composed of interventionsdesigned for people with psychiatric diagnoses, for example, Post Traumatic StressDisorder (PTSD), and anxiety disorders. The "other" category is composed ofarticles with target populations that did not fit into any of the above categories;examples of such groups are individuals with general health risk factors such aslack of social support and poor coping skills, the disabled, spouses of elderlyveterans and patients undergoing medical procedures.For each study, SM techniques were identified, tallied and classified, subject to thefollowing categories: arousal reduction approaches (i.e.,imagery/relaxation/meditation, biofeedback), coping skill training (i.e.,

multicomponent cognitivebehavioral), broadly defined systems approaches thatconsidered environmental influences, or unspecified SM techniques if not enoughdetail for another categorization could be found. All categorization was undertakenindependently by two raters (L.O. and S.Y.); in cases of disagreement, all threeauthors discussed the decision for consensus.


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OBJECTIVES OF THE STUDY

This study program has got the following objectives:To gain an overall idea about the organization.To get practical knowledge in the areas of personnel management and

Industrial relations.

To study the composition of employer and employee relation existing in theorganization.

To know the facilities provided to the employees as well as the public by theorganization.


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To study the statutory and non-statutory welfare practices adopted byorganization.

The study of the HRD practices training and development performanceappraisal schemes adopted by the organization.

To study organizational culture and style.

SCOPE OF THE STUDY

Gathering information and theoretical knowledge is a part of study. Itbecome complete when added with practical knowledge as the noted truth comesto sight. Hence one becomes more efficient and effective when a flavor of practicalout look is added to the bosky mind. As the study has got wide relevance isformulating valid information about the organization, it helps in getting a critical

look in to the personnel practices of the organization. Organizational behavioremployer employee relationship and the working environment of the organizationin relation to theoretical knowledge. It gives a previous idea about the job andworking environment to the future decision- making how to perform by assigned

job successfully and tact fully.


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As there issaying, practice makes a man perfectand the knowledge. This does not dealwith the practical application, is said tobe unscientific and unsystematic. Moreover the branch of management, whichdeals with the most critical andimportant factor of production, requiresnot only theoretic background but alsosome practical experience to have someknowledge on day-to-day problemsolving.

HISTORY

Since 1956, when stress wasintroduced into the Americanvernacular, the concept has beenwholeheartedly embraced by popularculture. Today, the culturalconnotations of stress often overpowerits actual definition. Stress is an

excuse, a state of mind, and amarketing tool -- and oh, it's also aphysiological phenomenon.Attention to stress tends to go incycles, usually sparked by a scientific(or pseudoscientific) discovery.Medical professionals then spiraled


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into national obsessions, introduced Type A and B personalities, aerobics,meditation, the link between stress and heart disease.Stress made headlines and drove movie characters to achieve or break down. Itbecame a topic of songs. And, finally, it achieved that zenith of culturalsignificance -- it appeared on sitcoms!Today stress is an everyday fact of life.

In the late 1970's, Dr. Evelyn Bird, a faculty member at the University of Guelph,was researching biofeedback, stress management and relaxation skills. Her studiesin the use of relaxation to alleviate muscle tension, muscle tension headache anddysmenorrhea demonstrated very positive findings. Hearing of these results,requests for similar training came from friends of those in the studies, and fromphysicians, dentists, and counsellors. As a result, in 1979 Dr. Bird opened theRelaxation and Biofeedback Research/Therapy Clinic on a fee for service basis in

the Department of Human Kinetics. Initial research and therapy were provided forthe muscle tension of bruxing, primary dysmenorrhea, and tension headaches. Asworld-wide research expanded knowledge and techniques in relaxation trainingand biofeedback, the Clinic also began to see those who wished to learn self-regulation for self-education or to enhance coping with such things ashypertension, insomnia, pain, anxiety, Raynaud's Disease, and migraine headaches.Stress management and high performance training were provided privately and inseminar to community groups, university students, company presidents, worldclass athletes, and academics.

The approach at the Clinic has always been educational - teaching self-regulationstrategies and skills in a manner which promotes integration into daily life toenhance performance, control stress, and prevent illness. Even very early in theClinic's history these skills were found to assist clients in taking control of theirown health and performance through the steps of: increased self-awareness,increased self-control(self-regulation), increased self-confidence, and enhancedhealth and performance.

In 1988 the Clinic name was changed to the Stress Management and High

Performance Clinic as Dr. Bird retired from her teaching position at the Universityof Guelph and devoted her energy to the Clinic. She specializes in using self-regulation training for enhanced athletic performance and since retirement sheenjoys pursuing more of her recreational interests.

Kathy Somers graduated from the University of Guelph with a Bachelor of Sciencein Human Kinetics. She has provided instruction in self-regulation skills at the
http://www.uoguelph.ca/~ksomers/bf.htmlhttp://www.uoguelph.ca/~ksomers/bf.html


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Clinic since 1983. Kathy is a Certified Kinesiologist who is certified in StressManagement Education and board certified (BCIA) in biofeedback. For a decadeshe taught the theory and practice of self-regulation at York University. She hasAAPB education credits in such areas as autogenic, Open Focus, and ProgressiveMuscle Relaxation techniques, as well as in biobehavioural treatment of headache,anger, chronic pain and TMJ dysfunction. Kathy is a member of of the Associationof Applied Psychophysiology and Biofeedback (AAPB) and the OntarioKinesiology Association (OKA). She offers individual, group and on-site trainingto adults in university, business, athletic and public settings, with the goals ofenhancing health and performance.

MANAGEMENT TECHNIQUES, FOR A LIFE OF

FULLFILMENT


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Specific stress management techniques like ones discussed here will help you onyour journey.

Stress is a normal part of our life as a "human being".

The causes of stress are as numerous as the stars above.

Managing stress is as important as drinking fresh water daily and exercising.

Ah exercising a great way to reduce stress.

Stress can affect us in many ways physically and emotionally.

Causes Of Stress

In order to be stressed we have to believe that what is happening is stressful.

Basically stress starts with our beliefs. Beliefs are either based on what we weretaught or life experiences.


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Two people can be in the same exact situation and have totally different reactions.What we believe, is the truth to us.

It is difficult here to go into full detail of how to handle each situation, though youcan start with determining why you are stressed, what beliefs do you have thathave caused this.

fe that you can eliminate.

Learn how to say no Know your limits and stick to them. Whether in yourpersonal or professional life, refuse to accept added responsibilities when youre

close to reaching them. Taking on more than you can handle is a surefire recipe for

stress.

Avoid people who stress you outIf someone consistently causes stress in yourlife and you cant turn the relationship around, limit the amount of time you spendwith that person or end the relationship entirely.

Take control of your environmentIf the evening news makes you anxious, turnthe TV off. If traffics got you tense, take a longer but less-traveled route. If going

to the market is an unpleasant chore, do your grocery shopping online.

Avoid hot-button topicsIf you get upset over religion or politics, cross them offyour conversation list. If you repeatedly argue about the same subject with the

same people, stop bringing it up or excuse yourself when its the topic of

discussion.

Pare down your to-do listAnalyze your schedule, responsibilities, and dailytasks. If youve got too much on your plate, distinguish between the shoulds and

the musts. Drop tasks that arent truly necessary to the bottom of the list or

eliminate them entirely.


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If you cant avoid a stressful situation, try to alter it. Figure out what you can do tochange things so the problem doesnt present itself in the future. Often, thisinvolves changing the way you communicate and operate in your daily life.Express your feelings instead of bottling them up. If something or someone isbothering you, communicate your concerns in an open and respectful way. If youdont voice your feelings, resentment will build and the situation will likely remainthe same. Be willing to compromise. When you ask someone to change theirbehavior, be willing to do the same. If you both are willing to bend at least a little,youll have a good chance of finding a happy middle ground. Be more assertive.Dont take a backseat in your own life. Deal with problems head on, doing your

best to anticipate and prevent them. If youve got an exam to study for and yourchatty roommate just got home, say up front that you only have five minutes totalk. Manage your time better. Poor time management can cause a lot of stress.When youre stretched too thin and running behind, its hard to stay calm andfocused. But if you plan ahead and make sure you dont overextend yourself, youcan alter the amount of stress youre under.


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One of the most important things we can do for patients is teach them about

stress management. Even better, we can learn these lessons ourselves and then

model them for our patients. Although there are many approaches to stress

management, this article lists 10 ways for reducing stress that are practical,

beneficial and which even busy physicians can start implementing in their

patients' and their own lives.

Main Article

Stress is the most common cause of ill health in our society, probably underlying

as many as 70% of all visits to family doctors. It is also the one problem that every

doctor shares with every patient. This presents physicians with two advantages:

It is an issue we can relate to experientially so we can use ourselves as areference point.

In studying and better understanding stress, we can derive personal as wellas professional benefits.

As my mentor, Dr. Matthew Budd of Harvard University, told me at our firstmeeting in 1982, "If you want to help your patients deal with their stress, you'regoing to have to learn to handle your own." Therefore, when I talk to physicians, Iinvite them to listen on two channels: one for their patients and one for themselves.The material is much more meaningful if you can connect with it on a personallevel.

The manifestations of stress are legion. Early in this century, medical studentswere taught that, "if you know syphilis (the great masquerader), you knowmedicine." One could say the same about stress. It can contribute to or mimic justabout any symptom you can think of. However, the main presentations can besummarized under four headings: physical, mental, emotional and behavioral.

The causes of stress are multiple and varied but they can be classified in twogeneral groups: external and internal. External stressors can include relativesgetting sick or dying, jobs being lost or people criticizing or becoming angry.

However, most of the stress that most of us have is self-generated (internal). Wecreate the majority of our upsets, indicating that because we cause most of our ownstress, we can do something about it. This gives us a measure of choice and controlthat we do not always have when outside forces act on us.

This also leads to my basic premise about stress reduction: to master stress, youmust change. You have to figure out what you are doing that is contributing to


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your problem and change it. These changes fall into four categories: change yourbehavior, change your thinking, change your lifestyle choices and/or change thesituations you are in. By getting to the root causes of your stress, you can not onlyrelieve current problems and symptoms but you can also prevent recurrences. Forexample, if you keep becoming frustrated over arguments with your children, youmight discover that the cause of your upset is not their behavior but yourunrealistic expectations. By modifying your standards, you might find thechildren's actions no longer bother you.

There are many ways to relieve stress, from going for a walk to quitting your job.What follows is a list of 10 practical and down-to-earth strategies which I havefound helpful over the years for both myself and my patients. Some are simple andcan be implemented quickly; others are a bit more involved. All are feasible andbeneficial.

1. Decrease or Discontinue Caffeine

In terms of "bang for the buck," it is hard to beat this simple intervention. Mostpatients do not realize that caffeine (coffee, tea, chocolate and cola) is a drug, astrong stimulant that actually generates a stress reaction in the body. I tell patientsthat the best way to observe the effect of caffeine is to get it out of the system longenough to see if there is a difference in how they feel. Three weeks is adequate forthis purpose and all my patients accept this suggestion, especially when I frame itas an experiment. ("If you dont notice a difference, you can go back to it; but if you

feel better without it, you will probably want to stay off it.") I would guess that75% to 80% of my patients notice a benefit. They feel more relaxed, less jittery ornervous, sleep better, have more energy (a paradox, since you are removing astimulant), less heartburn and fewer muscle aches. Many patients feel dramaticallybetter and cannot believe the difference.

One warning, however. Patients must wean themselves gradually or they will getmigraine-type withdrawal headaches. I suggest decreasing by one drink per dayuntil they are down to zero, then they should abstain for three weeks. When theyfeel better, they will thank you. In fact, you will be a hero because it is such aneasy thing to do and delivers a big payoff. Incidentally, I do not believe caffeine isa highly addictive substance. I have never met a patient in 10 years who could notgive it up within one week.


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2. Regular Exercise

As a way of draining off stress energy, nothing beats aerobic exercise. Tounderstand why, we need to review what stress is. People often think of stress aspressure at work, a demanding boss, a sick child or rush-hour traffic. All these maybe triggers but stress is actually the body's reaction to factors such as these. Stressis the fight-or-flight response in the body, mediated by adrenaline and other stresshormones, and comprised of such physiologic changes as increased heart rate andblood pressure, faster breathing, muscle tension, dilated pupils, dry mouth andincreased blood sugar. In other words, stress is the state of increased arousalnecessary for an organism to defend itself at a time of danger.

The stress reaction is in us, not "out there." It provides us with the strength andenergy to either fight or run away from danger and is therefore self-protective.

There is only one problem: unlike a caveman being attacked by a wild animal orwarring tribesman, fighting and running away are rarely appropriate responses tostressful situations in the modern world. The result is that our bodies go into a stateof high energy but there is usually no place for that energy to go; therefore, ourbodies can stay in a state of arousal for hours at a time.

Exercise is the most logical way to dissipate this excess energy. It is what ourbodies are trying to do when we pace around or tap our legs and fingers. It is muchbetter to channel it into a more complete form of exercise like a brisk walk, a run, abike ride or a game of squash. During times of high stress, we could benefit from

an immediate physical outlet - but this often is not possible. However, regularexercise can drain off ongoing stress and keep things under control. I recommendphysical activity every day or two. At the very least, it is important to exercisethree times per week for a minimum of 30 minutes each time. Aerobic activitieslike walking, jogging, swimming, bicycling, racquet sports, skiing, aerobics classesand dancing are suitable. Choose things you like or they will feel like a chore andyou will begin to avoid them. It is also beneficial to have a variety of exerciseoutlets. I have never met a patient who did not feel better with some form ofregular exercise - and I know I could not exist without it. For chronic or acute

stress, exercise is an essential ingredient in any stress reduction program.

3. Relaxation/Meditation

Another way to reduce stress in the body is through certain disciplines which fallunder the heading of relaxation techniques. Just as we are all capable of mountingand sustaining a stress reaction, we have also inherited the ability to put our bodies


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into a state of deep relaxation which Dr. Herbert Benson of Harvard University hasnamed "the relaxation response." In this state, all the physiologic events in thestress reaction are reversed: pulse slows, blood pressure falls, breathing slows andmuscles relax.

Where the stress reaction is automatic, however, the relaxation response needs tobe brought forth by intention. Fortunately, there are many ways of doing this.Sitting quietly by a lake or fireplace, gently petting the family cat, lying on ahammock and other restful activities can generate this state. There also are specificskills that can be learned which are efficient and beneficial. A state of deeprelaxation achieved through meditation or self-hypnosis is actually morephysiologically restful than sleep. These techniques are best learned throughformal training courses which are taught in a variety of places. Books andrelaxation tapes can be used when courses are not available or are beyond the

patient's budget.

I can attest to the benefits of regular meditation from personal experience. And ondays when exercise is not possible, relaxation techniques are an excellent way tobring down the body's stress level. Whereas exercise dissipates stress energy,relaxation techniques neutralize it, producing a calming effect. As little as 20minutes once or twice per day confers significant benefit.

4. Sleep

As mundane as it sounds, sleep is an important way of reducing stress. Chronicallystressed patients almost all suffer from fatigue (in some cases resulting from stress-induced insomnia), and people who are tired do not cope well with stressfulsituations. These dynamics can create a vicious cycle. When distressed patients getmore sleep, they feel better and are more resilient and adaptable in dealing withday-to-day events. I always ask patients how much sleep they are getting, whetherthey wake up rested or tired, and how much sleep they generally need to functionwell. Most people know what their usual sleep requirement is (the range is five to10 hours per night; the average being seven to eight), but a surprisingly largepercentage of the population is chronically sleep deprived. I urge patients to go tobed 30 to 60 minutes earlier and to monitor the results after a few days or a week.If they are still tired, I suggest a bedtime 30 minutes earlier than this. Eventually,they find what works for them. The three criteria of success are waking refreshed,good daytime energy and waking naturally before the alarm goes off in themorning.


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Sleeping-in is fine but if you sleep too long, it throws off your body rhythmsduring the following day. It is better to go to bed earlier. Daytime naps are aninteresting phenomenon. They can be valuable if they are short and timed properly(i.e., not in the evening). The "power nap" or catnap is a short sleep (five to 20minutes) that can be rejuvenating. A nap lasting more than 30 minutes can makeyou feel groggy. Patients with insomnia should be discouraged from daytime naps.Beyond these cautionary notes, sleep can be key in reducing stress and helpingpatients cope and function better.

5. Time-outs and Leisure

No one would expect a hockey player to play an entire game without taking breaks.Surprisingly though, many otherwise rational people think nothing of workingfrom dawn to dusk without taking intermissions, and then wonder why they

become distressed. The two major issues are pacing and work/leisure balance.

Pacing has two components: monitoring your stress and energy level, and thenpacing yourself accordingly. It is about awareness and vigilance; knowing when toextend yourself and when to ease up. It is also about acting on the information yourbody gives you. The best visual tool I have seen to understand this is a diagram Ilearned from Dr. Peter Nixon, a British cardiologist (Figure 1). The diagramillustrates some important points:

Increased stress produces increased performance, initially. Once you pass a certain point (the hump), any more stress results in

decreased performance. Trying harder at this point is unproductive or evencounterproductive. The only sensible move is to take a break.

We need a certain amount of stress to function well (healthy tension) - this iscalled eustress (good stress). However, stress becomes harmful (distress)when there is too much, when it lasts too long or when it occurs too often.

One of the first symptoms of distress is fatigue, which we tend to ignore. Dr.Nixon advocates a healthy respect for fatigue and doing something about itbefore it becomes exhaustion.

I show this diagram to my patients at their first visit and ask them where they areon the curve. I tell my patients to monitor where they are on this curve on a dailybasis and to take appropriate action (either speed up or slow down). I then use itperiodically to check their progress. It is a helpful guide (for me and for them) ofhow they are doing.


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The other key to pacing is taking periodic time-outs. Too many patients (anddoctors) go far too long without breaks. Dr. Ernest L. Rossi wrote The 20-Minute

Break, an excellent book extolling the virtues of a short recess every couple ofhours throughout the day. Just as we all have cycles of deep sleep and dream sleepthroughout the night (at roughly 90- to 120-minute intervals), we also have cyclesthrough the day (peaks of energy and concentration interspersed with troughs oflow energy and inefficiency) (Figure 2). These cycles are called "ultradianrhythms" because they happen many times per day (as opposed to the 25-hourcircadian rhythm with which we are all familiar). The main point of the book isthat we need to watch for these troughs and take 20 minute "ultradian healingbreaks" when they occur, as opposed to working through them and building upstress.

It is not always convenient for people to take time-outs when nature tells us to butwe can all become better at this. A mid morning break, lunch, a mid afternoonbreak and supper divide the day into roughly two hour segments. These time-outscan include power naps, meditation, daydreaming, a social interlude, a short walk,a refreshment break, a change to low-concentration tasks or listening to music.Since I (and some of my patients) have started to work with this biologic pattern(instead of resisting it), the results have been pleasing. Like the catnap, it is simplya good investment of time that pays itself back quickly in increased productivity

and reduced stress.

Work-leisure balance. Despite all our labor-saving devices, leisure is still anelusive commodity for most people. Statistics show that the average American(and probably Canadian) is working an extra three hours per week compared with20 years ago.1 That translates into an extra month of work each year. Add to thatthe phenomenon of the two career family (which makes family and leisure time


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even more scarce) and you start to get a picture of society on an acceleratingtreadmill.

Leisure time and levels of distress are inversely proportional - the less leisure, themore stress. I ask patients to fill in a chart so we can both see what their work/leisure ratio looks like. I ask them to think of their lives (excluding sleep time) infour compartments (work, family, community and self) and then to assess whatpercentage of their time and energy in an average week goes into each part. Thereis no normal range but I become concerned when work is over 60% and/or whenself is less than 10%. We all require time to meet our own needs (self-care, self-nurturing, etc.) and when that is neglected, trouble usually follows. Self directedactivities can include exercise or recreation, relaxation, socializing, entertainmentand hobbies. The word leisure is derived from the Latin word licere which means"permission." The main reason so many people do not have enough leisure is that

they are not giving themselves permission to make the time to enjoy it.

Leisure is one of the most pleasant stress relievers ever invented. It is strange thatpeople resist it so much (e.g., feeling selfish, guilty). I am not preaching hedonism- just a healthy amount of necessary respite from the day's pressures. We as doctorscan give patients permission if they will not give it to themselves. Once theyexperience a payoff, the benefits will reinforce the behavior. After that, they areusually able to give themselves permission.

6. Realistic Expectations

A common source of stress is unrealistic expectations. People often become upsetabout something, not because it is innately stressful, but because it does not concurwith what they expected. Take, for example, the experience of driving in slow-moving traffic. If it happens at rush hour, you may not like it but it will not surpriseor upset you. However, if it occurs on a Sunday afternoon, especially if it makesyou late for something, you are more likely to be stressed by it.

When expectations are realistic, life feels more predictable and therefore moremanageable. There is an increased feeling of control because you can plan andprepare yourself (physically and psychologically). For example, if you know inadvance when you have to work overtime or stay late, you will take it more instride than when it is dropped on you at the last minute.

There is much we can do to help patients by letting them know when theirexpectations (of themselves and others) are unrealistic. I remember a patientberating himself and feeling guilty because he did not love his stepdaughter as


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much as his own biologic children. Blended families are common and I suspectmany people struggle with this issue of love and loyalty. I asked this man where hegot the idea that he would love his second wife's children as if they were his own.He did not know. I suggested to him that his expectation was probably unrealistic,especially early in the new marriage. He felt relieved by this idea and stoppedputting pressure on himself to feel something he did not feel.

As for expectations of others, another patient said: "Expect less from people whocannot give you what you want. It makes it easier - not great, just less upsetting."


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INDUSTRIAL RELATION

Industrial Relations poses one of the most delicate and complex problemsto modern industrial society. With growing prosperity and rising wages, workershave achieved a higher standard of living .They have acquired, education,sophistication and greater, mobility career patterns have changed., for largersection of the people have been hanged., for higher section of people have beenconstrained to leave their firms to become wage earners and salary earners in urbanareas under trying conditions of work. Ignorant and drenched in poverty, vastmasses of men, women and children have migrated to few urban Areas. Theorganization in which they are employed have ceased to be individually owned andhave become corporate enterprises. At the same time however, progressive statusdominated secondly group-oriented aspirant and sophisticated class of workers hascome in being, who have own trade unions and who have thus gained a bargainingpower which enables them to give a taught fight to their employers to establishtheir rights in growing industrial society. As a result the Government has steppedin and plays an important role in establishing harmonious industrial relations,partly because it has itself become employer of millions of industrial worker butmainly because it has enacted a vast body of legislation to ensure that the rights ofindustrial workers in private enterprise are suitable safe guarded. Besides rapid

changes have taken place in techniques and method of production. Longestablished jobs have disappeared and new employment opportunities have beencreated which call for different patterns of experience and technical education.Labour employer relations have therefore become more complex than they were inpast, and have been a sharp edge because of widespread labour unrest.


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It is obvious from these facts that industrial relations dont function in vacuum butare multidimensional in nature; they are conditioned by two sets of determinantsindustrial factors and economic factors. Under institutional factors Dr.V.B.Singhincludes such matters as state policy, labour legislation, labourers and employersorganizations and social institution, attitudes to work, systems of the power andstatus motivation and influence, the system of Industrial Relations etc.

Under economic factors are included economic organizations, capitalstructure, including technology, the nature and composition of the labour force andthe sources of supply and demand in the labour market.

OBJECTIVES OF INDUSTRIAL RELATION

The primary objectives of bringing about good and healthy relationsbetween employers and employees, industrial relation are designed:

To safeguard the interests of labour and management by securing the highestlevel of mutual understanding and goodwill among those sections in theindustry which participate in the process of production.

To avoid industrial conflict or strike and develop harmonious relations,which are essential factor in the productivity of workers and the industrialprogress of a country.

To raise productivity to a higher level in an area of full employment bylessening the tendency to high turn over and frequent absenteeism.

To establish the growth of an industrial Democracy based on labourpartnership in the sharing of profits and of managerial decision.

To eliminate, as far as possible and practicable, strikes, lockouts and gheraosby providing reasonable wages, improved living and working conditions.

To establish Government control of plants and units as are running at a lossor in which production has to be regulated in the public interest.

In other words, the objectives of industrial relations are to facilitate

production, to safeguard the rights and interests of both labour and management byenlisting the co-operation of both to achieve a sound, harmonious and mutuallybeneficial relationship between employer and employees.

TECHNICAL INNOVATIONS


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Tata Steel feels that self-reliance in technology is a pre-requisite for growth,especially in the context of globalisation and expanding operations. The Group'sadvanced Research and Development centers are competent enough to meetemerging challenges and ensure that the Company always stays ahead of allcompetition. Over the years, Tata Steel has placed a continuous emphasis onimproving processes, with a view to consistently enhancing efficiencies, improvingquality and thereby achieving better performance benchmarks in all areas ofoperations. The Research Department established by Tata Steel way back in 1935,was the first of its kind in India, and stands as a testimony to the foresight of theearly pioneers and the vision of the founder of the Company. With globalisationand an increasing scale of operations, the Company feels that self-reliance intechnology has become a virtual pre-requisite to innovation and growth. To stayahead of competitors, the group maintains its own research centres; its strength inresearch and development helping it consistently to meet the challenges of growth

and changes over the years.

CURRENTLY, THE TATA STEEL GROUP HAS FOUR RESEARCH

CENTRES WITH OVER 1000 PEOPLE INVOLVING THEMSELVES IN

R&D ACTIVITIES:

Tata Steel Limiteds (TSL) laboratories in Jamshedpur Tata Steel Europes (TSE) technology centres in IJmuiden, The Netherlands

and Rotherham and Teesside, United Kingdom.

The Groups research programme is split between programmes funded by theseparate business units (which make up the major part of the work done in theEuropean research centres) and work on a number of identified thrust areas thatreceive corporate funding. The thrust areas also incorporate the projects that were

previously a part of Corus strategic programme.

Anticipating the need to become self-reliant in technology, Tata Steel took three

steps during 2000-2005 that would help establish it as a leader in chosentechnologies. The Company:

Formalised the continuous improvement and innovation process under thepowerful programme of ASPIRE.

Identified the key thrust areas of strategic technology development.


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Established a sound mechanism for capturing new developments and filingthem as intellectual property.

MARKETING INNOVATIONS

Assurance, reliability and superior brand experience in every segment has alwaysbeen the key focus for Tata Steel's brand building endeavours. In addition, therealigned operating strategy takes into account current realities of the marketplace,enhancement of customer satisfaction and relationships with existing clients. In thedomain of brand building, the Tata name has always been able to stay ahead ofcompetition and sustain its position of supremacy even in the face of erratic marketchanges. Accomplishment of the Tata Brands is all the more significant asconsumers have become more and more discerning over the years and rivalcompanies too have been alert to changing demands. In recent times, the Tata Steel

Group has been concentrating on the geographies that are logistically favourable toits plants in Europe and Asia, in response to current realities of the marketplace.Tata Steel has been working to enhance customer satisfaction and relationshipswith existing clients. As opposed to competitors who split and diversify, Tata Steelis focusing on positive markets by applying its resources to the core businesswhere they are most needed.The Steel Division had undertaken several newinitiatives to weather the storm in FY 09. The automotive segment maintained itsmarket leadership winning several accolades from renowned Automobilecompanies. In the construction segment too, Tata Tiscon increased its share ofbusiness through innovative contracting and better availability of material. In order

to spread the customer base and get maximum leverage from the economicpackages, special initiatives were devoted to Government funded projects and theRailways.

The Singapore operations of NatSteel and the Xiamen operations engaged inefforts to align the price-cost cycle to mitigate risks of price fluctuations. TheSingapore operations reduced the long-term sales contract from one and a halfyears to three months.

A focus area for Tata Steel European operations have been the continuousenhancement of customer support in the automotive market. Strip products divisioncontinued its focus on further development of steel grades with high strengthcoated steels with sophisticated coating properties.

RESEARCH AND DEVELOPMENT


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A collaborative approach, cross-fertilisation of better practices andtechnology absorption through integration of processes have led to measurableresults in the Tata Steel Groups performance in the direction of continuousimprovement.

TECHNOLOGY ADVANCEMENTS

With globalisation and an increasing scale of operations, technological self-reliance has become a necessity. Tata Steel with its plans for modernisation hasensured that it deploys the best technologies to facilitate quality, cost-efficiencyand environment-friendly processes. Apart from its continuous endeavour toimprove the quality and quantity of the steel produced, Tata Steel has, over theyears, undertaken extensive research in making the process of steelmaking moreenergy efficient, economically viable and environmentally sustainable.

The goal is to foster a technology mindset amongst a cross-section of employees.The ASPIRE T 3 Knowledge Management Programme provides the requiredplatform as more and more employees have been engaged in the process ofknowledge creation and dissemination.

The Tata Steel Groups programme of RD&T in Europe is funded by separatebusiness units, with breakthrough projects receiving direct corporate funding.Several such initiatives have successfully added value to customers leading toenhanced profitability as a consequence.

In the last few years, Tata Steel has taken a number of initiatives that wouldconsolidate its position as a leader in select technologies. These include:

Formalising the continuous improvement process under ASPIRE. Identifying key thrust areas of strategic technology development. A focus on the Intellectual Property Rights in Tata Steel.A number of individual projects have been taken up in each of the thrust areas anddefinite benefits have ensued in many significant ways, some of which include:

8% ash in coal without reduction in yield. Complete beneficiation of iron ore. Improving blast furnace productivity. Development of advanced coatings. Evolving the next generation high strength steels. Lowering phosphorus in steel making.


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Research and Development is carried out in the areas of raw materials, blastfurnace productivity, steel making, product development, process improvementetc, keeping these operations in readiness for any challenge.

HUMAN RESOURCE MANAGEMENT

Tata steel recognizes that its people are the primary source of itscompetitiveness and is committed to equal employment opportunities forattracting the best available talent and ensuring a cosmopolitan workforce.

TSL aims to pursue management practices designed to enrich thequality of life of its employees, develop their potentials and maximize theirproductivity. It also aims at ensuring transparency , fairness and equity in allits dealing with its employees.

TSL has been in pioneer in its HR policy over the years with thebasic underlying principle of sharing and caring and a sense of belongingamongst all employees who are considered to be a part of TSL family.

The company has been known as a leader in introducing various HRpractices and setting benchmarks in the global as well as Indian industry.Some of these initiatives include.

1920 Tata steel introduced initiatives like leave with pay 1952. AndWorkmans Accident Compensation Scheme (enforced by law in 1924).

Tata steel introduced eight(8) hour working time in 1912, much beforesuch a system was implemented by law even in most western countries.

Free medical aid was introduced in 1915 (enforced by law in 1948).

Maternity benefits were introduced by Tata steel in 1928 (implementedby law in 1946)

Profit sharing bonus was granted for the first time in India by Tata steelas early as in 1934 (enforced by law in 1965).

A scheme of retiring gratuity was introduced by Tata steel in 1937(enforced by law in1972).


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Tejaswini, launched in 2003, is a woman empowerment programthe firstof its kindthat trains woman to take up unconventional jobs in the steelworks.

Shabash A weekly scheme launched in 2002 offers instant rewardsand recognition to employees for exemplary behavior.

Some of these initiatives which were introduced way before enforced aretabulated below.

Initiatives TSL Government

8 hour working day.

Free Medical Aid.

Leave With Pay.

Workers Provident FundScheme.

Workmans AccidentCompensation.

Maternity benefits.

Profit Sharing Bonus.

1912

1915

1920

1920

1920

1928

1934

Not known(but not

implemented even inwestern countries atthat time).

1948

1948

1952

1924

1946

1965


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Retiring Gratuity.

19371972

Human resources are the most valuable and unique assets of an organization.The successful management of an organization's human resources is an exciting,dynamic and challenging task, especially at a time when the world has become aglobal village and economies are in a state of flux. The scarcity of talentedresources and the growing expectations of the modern day worker have furtherincreased the complexity of the human resource function. Even though specifichuman resource functions/activities are the responsibility of the human resourcedepartment, the actual management of human resources is the responsibility of all

the managers in an organization.

It is therefore necessary for all managers to understand and give due importance tothe different human resource policies and activities in the organization. HumanResource Management outlines the importance of HRM and its different functionsin an organization. It examines the various HR processes that are concerned withattracting, managing, motivating and developing employees for the benefit of theorganization.

The book discusses the issues in human resource management in a changing

environment and suggests possible ways of leveraging and managing humanresources. Changing trends in human resource management have been explainedusing contemporary examples from Indian companies

Definition and concept of Quality of Work Life, Methods to Improve QWL,Flextime, Flexiplace, Alternative Work Schedules, Part-time Employment,Compressed Work Week, Job Enrichment, Job Rotation, Job Enlargement,


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Autonomous Work Groups / Self-managed Teams, Socio-Technical Systems,Benefits of QWL Programs, Challenges in Implementing QWL Programs.

Quality of work life (QWL) is viewed as an alternative to the control approach ofmanaging people. The QWL approach considers people as an asset'to theorganization rather than as costs'. It believes that people perform better when theyare allowed to participate in managing their work and make decisions.

This approach motivates people by satisfying not only their economic needs butalso their social and psychological ones. To satisfy the new generation workforce,organizations need to concentrate on job designs and organization of work.Further, today's workforce is realizing the importance of relationships and is tryingto strike a balance between career and personal lives.

Successful organizations support and provide facilities to their people to help themto balance the scales. In this process, organizations are coming up with new andinnovative ideas to improve the quality of work and quality of work life of everyindividual in the organization. Various programs like flex time, alternative workschedules, compressed work weeks, telecommuting etc., are being adopted bythese organizations.

Technological advances further help organizations to implement these programssuccessfully. Organizations are enjoying the fruits of implementing QWLprograms in the form of increased productivity, and an efficient, satisfied, and

committed workforce which aims to achieve organizational objectives. The futurework world will also have more women entrepreneurs and they will encourage andadopt QWL programs.

Human resources are the most valuable and unique assets of an organization. Thesuccessful management of an organization's human resources is an exciting,dynamic and challenging task, especially at a time when the world has become aglobal village and economies are in a state of flux. The scarcity of talentedresources and the growing expectations of the modern day worker have furtherincreased the complexity of the human resource function. Even though specifichuman resource functions/activities are the responsibility of the human resourcedepartment, the actual management of human resources is the responsibility of allthe managers in an organization.

It is therefore necessary for all managers to understand and give due importance tothe different human resource policies and activities in the organization. HumanResource Management outlines the importance of HRM and its different functions


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in an organization. It examines the various HR processes that are concerned withattracting, managing, motivating and developing employees for the benefit of theorganization.

The book discusses the issues in human resource management in a changing

environment and suggests possible ways of leveraging and managing humanresources. Changing trends in human resource management have been explainedusing contemporary examples from Indian companies.

Employees Counseling: Back in the early thirties, when Hawthornexperimented with Western Electric Company, it was found that employeesharbored irrational feelings that were interfering with the rational operation of thefactory. Therefore, counseling was used as means of letting the employeesunburden themselves by talking to someone about their problems. Traditionaltechniques since then have improved tremendously and the prime responsibility of

direct supervisors rather than outside counselors, except when there are majorpsychological problems that requires specialized professional expert help.

To conclude, Herzberg when conducting a research on job satisfaction andjob dissatisfaction on a sample of 1,685 employees, had found out that that theirsatisfaction is derived from a job related factors that are directly influencing theirfeelings (81%) and only (69%) of their job dissatisfaction is caused by jobcontext factors such as the style of management, policies and procedures, theworkplace, and the members of the team.

SUB DEPARTMENT HUMAN RESOURCES POLICY RECRUITMENT:

Campus recruitment

Tata steel management trainee program

One year development program

Employee survey

LEADERSHIP DEVELOPMENT:

Formal programs, coaching and on the job training. Leadership appreciation process and subsequently conduct Development Centers. IL2, IL3

TRAINING AND DEVELOPMENT:


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e-learning facilities available on the companies internet whichfacilitated by computer literacy training.

Computer based training packages and multimedia training materials.Safety training received special attention based on the DuPontguidelines identification of skill gaps ,there is a plan in place to

introduce a technical competency assessment system.

Faculty support. Up skilling employees through process based ,on the job training and

diploma courses through premium engineering institutes.

Direct learning strengthening the leadership pipeline coupled withemerging needs of growth projects across geographies.

INDUSTRIAL RELATIONS:

The welfare of the laboring class must be one of the first cares of

the employer.(Sir Dorab Tata)

IL6 formed in 2008Only one recognized UnionINTUCAffiliation of employees to these unions has been on a constant

decline over the years and stood at..in the year 2008.

A market based benchmarking of compensation is undertaken. Inclusive growthsports days ,social events ,contents for children, .


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JODA EAST IRON MINES, PROCESSING PLANT

EMPLOYEE SATISFACTION:

Employee satisfaction is a measure of how happy workers are with their job

and working environment. Keeping morale high among workers can be oftremendous benefit to any company, as happy workers will be more likely toproduce more, take fewer days off, and stay loyal to the company. There are manyfactors in improving or maintaining high employee satisfaction, which wiseemployers would do well to implement.

To measure employee satisfaction, many companies will have mandatorysurveys or face-to-face meetings with employees to gain information. Both of thesetactics have pros and con and should be chosen carefully. Surveys are oftenanonymous, allowing workers more freedom to be honest without fear of

repercussion. Interviews with company management can feel intimidating, but ifdone correctly can let the worker know that their voice has been heard and theirconcerns addressed by those in charge. Surveys and meetings can truly get to thecenter of the data surrounding employee satisfaction, and can be great tools toidentify specific problems leading to lowered morale.

Many experts believe that one of the best ways to maintain employeesatisfaction is to make workers feel like part of a family or team. Holding officeevents, such as parties or group outings, can help build close bonds amongworkers. Many companies also participate in team-building retreats that aredesigned to have found success. Strengthen the working relationship of theemployees in a non-work related setting. Camping trips, backpacking wars andguide backpacking trips are versions of this type of team-building strategy, withwhich many employers have found success.

Of course, few workers will not experience a boost in morale after receivingmore money. Raises and bonuses can seriously affect employee satisfaction, andshould be given when possible. Yet money cannot solve all morale issues, and if acompany with widespread problems for workers cannot improve their overall

environment, abonus may be quickly forgotten as the daily stress of an unpleasantjob continues to mount.

If possible, provide amenities to your workers to improve morale. Makecertain they have a comfortable, clean break room with basic necessities such asrunning water. Keep facilities such as bathrooms clean and stocked with supplies.While an air of professionalism is necessary for most businesses, allowing workers


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to keep family photos or small trinkets on their desk can make them feel morecomfortable and nested at their workstation. Basic considerations like these canimprove employee satisfaction, as workers will feel well cared for by theiremployers.

The backbone of employee satisfaction is respect for workers and the jobthey perform. In every interaction with management, employees should be treatedwith courtesy and interest. An easy avenue for employees to discuss problems withupper management should be maintained and carefully monitored. Even ifmanagement cannot meet all the demands of employees, showing workers thatthey are being heard and putting honest dedication into compromising will oftenhelp to improve morale.

Employee satisfaction surveys help employers measure and understand their

employees' attitude, opinions, motivation, and satisfaction. Employee satisfactionis the terminology used to describe whether employees are happy and contentedand fulfilling their desires and needs at work. Employee satisfaction is oftenmeasured by anonymous surveys administered periodically that gauge employeesatisfaction in areas such as management and teamwork.

Human resources are on major factors of production. It is human asset,which convert the various resources in to the production resources. It has immensepotentialities and it only human resources, which appreciate with time whereas allother resources undergo the process of depreciation. Success of an organizationmainly depends on the quality of manpower and its performance. In early days

human resource was not taken as an important factor of production. Human beginwas simple treated as log in the movement increasing emphasis has been given tothe worker as a whole man. The need of vast manpower and their importance wasrealized by some of the progressive entrepreneurs. The emergence of Trade Unionand their gradual collective power forced some en+.

Marital status, age, income, education, total tenure years of employment andtenure with current employer correlate positively with QWL. In this sample, thisindicates that as age increases, so does the level of career achievement. Similarly

with the increase of the total tenure years of employment and tenure with thecurrent employer also indicate the increase in the level of QWL. Accordingly, thenumber of children correlates negatively with total tenure years of employment,career satisfaction, career achievement, organizational climate and QWL. Thismeans that as age increases, together with the total tenure years of employment andwith the current employer, the number of children decreased. In turn, this willincrease the level of career satisfaction, career achievement and QWL. This is


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consistent with the literature that age positively predicts success presumablybecause extrinsic outcomes accrue over time . It also indicates that olderrespondents had been long in their career and had achieved more promotions intheir careers than had younger executives . Also, the respondents who worked inMNCs were reported to have a slightly higher level of QWL as compared to thosein SMIs. The higher the income obtained by the respondents, the higher the levelof QWL.

However, the respondents did not express the level of satisfaction with theircareer balance. This is in line with the literature standpoint and expressed in theconflict between work and family life. The results show that the respondents aresatisfied with their achievement (63.8%) in their career progress but not in terms ofcareer balance (36.6%). Participation in the work (family) role is made moredifficult by virtue of participation in the family (work) role . Executives who value

their career quite highly will find that it affects the amount of time they can devoteto the family . Rapoport and Rapoport supported this by showing that the family'smorale support and the diversion that it entails make it an important factoraffecting QWL.

RELATION BETWEEN EMPLOYEE SATISFACTION AND

MOTIVATION.

Satisfaction leads to motivation. This statement could easily understand by

the following theory of Abraham Maslow.

MASLOW'S HIERARCHY OF NEEDS -:

If motivation is driven by the existence of unsatisfied needs, then it isworthwhile for a manager to understand which needs are the more important forindividual employees. In this regard, Abraham Maslow developed a model in

which basic, low-level needs such as physiological requirements and safety mustbe satisfied before higher-level needs such as self-fulfillment are pursued. In thishierarchical model, when a need is mostly satisfied it no longer motivates and thenext higher need takes its place. Maslow's hierarchy of needs is shown in thefollowing diagram:

Maslow's Hierarchy of Needs


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Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

PHYSIOLOGICAL NEEDS -:

Physiological needs are those required to sustain life, such as:

air water nourishment sleep

According to Maslow's theory, if such needs are not satisfied then one'smotivation will arise from the quest to satisfy them. Higher needs such as socialneeds and esteem are not felt until one has met the needs basic to one's bodilyfunctioning.

SAFETY -:

Once physiological needs are met, one's attention turns to safety and security inorder to be free from the threat of physical and emotional harm. Such needs mightbe fulfilled by:

Living in a safe area Medical insurance Job security


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Financial reservesAccording to Maslow's hierarchy, if a person feels that he or she is in harm's

way, higher needs will not receive much attention.

SOCIAL NEEDS -:

Once a person has met the lower level physiological and safety needs, higherlevel needs become important, the first of which are social needs. Social needs arethose related to interaction with other people and may include:

Need for friends Need for belonging Need to give and receive love

ESTEEM -:

Once a person feels a sense of "belonging", the need to feel important arises.Esteem needs may be classified as internal or external. Internal esteem needs arethose related to self-esteem such as self respect and achievement. External esteemneeds are those such as social status and recognition. Some esteem needs are:

Self-respect Achievement

Attention Recognition Reputation

Maslow later refined his model to include a level between esteem needs andself-actualization: the need for knowledge and aesthetics.

SELF-ACTUALIZATION -:

Self-actualization is the summit of Maslow's hierarchy of needs. It is the

quest of reaching one's full potential as a person. Unlike lower level needs, thisneed is never fully satisfied; as one grows psychologically there are always newopportunities to continue to grow.

Self-actualized people tend to have needs such as:

Truth


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Justice Wisdom Meaning

Self-actualized persons have frequent occurrences of peak experiences,which are energized moments of profound happiness and harmony. According toMaslow, only a small percentage of the population reaches the level of self-actualization.

IMPLICATIONS FOR MANAGEMENT -:

If Maslow's theory holds, there are some important implications for management.

There are opportunities to motivate employees through management style, job design,

company events, and compensation packages, some examples of which follow:

Physiological needs: Provide lunch breaks, rest breaks, and wages that aresufficient to purchase the essentials of life.

Safety Needs: Provide a safe working environment, retirement benefits, andjob security.

Social Needs: Create a sense of community via team-based projects andsocial events.

Esteem Needs: Recognize achievements to make employees feel appreciatedand valued. Offer job titles that convey the importance of the position.

Self-Actualization: Provide employees a challenge and the opportunity toreach their full career potential.

However, not all people are driven by the same needs - at any time differentpeople may be motivated by entirely different factors. It is important to understandthe needs being pursued by each employee. To motivate an employee, the manager


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must be able to recognize the needs level at which the employee is operating, anduse those needs as levers of motivation.

JODA EAST IRON MINES(JEIM) HAS THE CAPACITY OF 5 MILLION TONE PER MONTH.

RESEARCH METHODOLOGY

To conduct any research a scientific method must be followed. The universe ofstudy is very large in which it is difficult to correct information from all theemployees. So, the sampling method has been followed for the study. The analysis

is based on primary as well as secondary data.

Data collection

Primary data : The data was collected using an appropriatequestionnaire and observing employees

Secondary data : Internet, booksMethod of analysis : Pie charts

Period of study:

The present study has been done for the period of 45 days i.e from 15 th July to 30thAugust.


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COMPANY PROFILE

TISCO, Tata Iron and Steel Company Limited, also called Tata Steel wasenvisioned by the great patriot, Jamshedji Nusserwanji Tata, and founded in 1907.

Tata Steel has play a pioneering role in integrating professional businesspractices with exemplary corporate citizenship programmes in India. Thecompanys steel works, located in jamshedpur is Asian first and countrys largestintegrated private sector steel plant. Set up with the initial capacity of two 200-tonne blast furnace, four 4-tonne steam driven blooming mils and a rail andstructural mill, it is now a state-of-art plant with a rated capacity of three milliontones per annum of crude steel.

At present it produces steel mainly in the form of flats, wire rods and bars. Inaddition to steel, the company is in the business of diverse products, such as

bearings, steel plant capital equipment and spares, cement, tubes, etc. Captivemines and collieries, located mainly in Bihar and Orissa, supply the finest gradesof feedstock to the steel plant. The process of customer satisfaction at Tata Steel,which begins with raw materials preparation, is meticulously inter-linked by aquality and value chain at every stage of its operations.


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For a company fully mindful of its social responsibilities, the universe ofstakeholders extends beyond the realm of customers, shareholders, and employees.In tune with the vision of its founder, Tata Steel a role model in fulfilling corporatesocial responsibilities. Tata Steel is also committed to Sustinable Development andrecognizes the need to pursue progressive environmental management policies topreserve the ecological balance and biodiversity in areas in the vicinity of itsoperations.

Tata steel begins its journey from the small own jamshedpur in Jharkhand.Where every child grows up to a dreamand to a reality both leading to oneorganization .An organization whichdefined the lives of the people of thissmall township .One power ,one force

The dream of one man which shapesthe realities of millions world over

today .Tata steel is one of the oldest and most successful organization andcelebrates the true spirit of steel with Tata steel limited.

Backed by 100 glorious years of experience in steel making ,TataSteel is the worlds 6th largest steel company with an existing annual crude steelproduction capacity of 30 Million Tones Per Annum (MTPA). Established in 1907,it is the first integrated steel plant in Asia and is now the world`s second mostgeographically diversified steel producer and a Fortune 500 Company.

Managing a global workforce and setting global benchmarks is primarilyabout managing diversity. In a process of inclusive growth, every personcontributes to the blueprint of the future and is truly committed to the statedobjectives. And one of the key requisites for successful diversity management is ashared vision.

The Tata Steel Group has always believed that mutual benefit of countries,corporations and communities is the most effective route to growth. Tata Steel hasnot limited its operations and businesses within India but has built an imposingpresence around the globe as well. With the acquisition of Corus in 2007 leadingto commencement of Tata Steel's European operations, the Company today, isamong the top ten steel producers in the world with an existing annual crude steelproduction capacity of around 30 million tonnes per annum and employee strengthof above 80,000 across five continents. The Group recorded a turnover ofRs.147,329 Crores (US$ 28,962 million) in 2008 - 2009. The Company has always


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had significant impact on the economic development in India and now seeks tostrengthen its position of pre-eminence in international domain by continuing tolead by example of responsibility and trust.

Tata Steels overseas ventures and investments in global companies havehelped the Company create a manufacturing and marketing network in Europe,South East Asia and the Pacific-rim countries. The Groups South East Asianoperations comprise Tata Steel Thailand, in which it has 67.1% equity and NatSteel Holdings, which is one of the largest steel producers in the Asia Pacific withpresence across seven countries.

The Tata Group of Companies has always believed strongly in the conceptof collaborative growth, and this vision has seen it emerge as one of India's and theworld's most respected and successful business conglomerates. The Tata Group has

traced a route of growth that spans through six continents and embraces diversecultures. The combined market capitalisation of 27 listed companies, being around$40.84 billion, the Groups present shareholder base is 3.2 million. In the face oftrying economic challenges in recent times, the Tata Group has steered Indiasascent in the global map through its unwavering focus on sustainable development.Over 350,000 people worldwide are currently employed in the seven businesssectors in which the Tata Group Companies operate. It is the largest employer inIndia in the Private Sector and continues to lead with the same commitmenttowards social and community responsibilities that it has shown in the past.

The Tata Group of Companies has business operations (114 companies andsubsidiaries) in seven defined sectors Materials, Engineering, InformationTechnology and Communications, Energy, Services, Consumer Products andChemicals. Tata Steel with its acquisition of Corus has secured a place among thetop ten steel manufacturers in the world and it is the Tata Groups flagshipCompany. Other Group Companies in the different sectors areTata Motors, TataConsultancy Services (TCS), Tata Communications, Tata Power, Indian Hotels,Tata Tea and Tata Chemicals.

Tata Motors is Indias largest automobile company by revenue and is among thetop five commercial vehicle manufacturers in the world. Jaguar and Landrover arenow part of Tata Motors portfolio.

Tata Consultancy Services (TCS) is an integrated software solutions providerwith delivery centres in more than 18 countries. It is currently ranked at no. 11 inthe global market in terms of revenue and aspires to be in the top 10 by 2010.


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Tata Power has pioneered hydro-power generation in India and is the largestpower generator (production capacity of 2300 MW) in India in the private sector.

Indian Hotels Company (Taj Hotels, resorts and palaces) happens to be theleading chain of hotels in India and one of the largest hospitality groups in Asia. Ithas a presence in 12 countries in 5 continents.

Tata Tea, with its major acquisitions like Tetley and Good Earth is at present thesecond largest global branded tea operation.

When Jamsetji Tata gave shape to his vision of nation building by formingwhat was to become the Tata Group in 1868, he had envisaged India as anindependent strengthpolitically, economically and socially. In order to become aforce that the world has to reckon with, the Tata Group has always ventured into

path breaking territory and pioneered developments in industries of nationalimportance.

Through the years, the Tata Group has been amongst the most prestigiouscorporate presences in the world governed by its principles of business ethics. Itsforay into international business has been recognised by various bodies andinstitutions. Brand Finance, a UK based consultancy firm after a recent valuationof the Tata brand at $9.92 billion has ranked it 51st among the worlds top 100brands. InBusiness Weekmagazines list of the 25 most innovative companies theTata name appears 13th and The Reputation Institute, USA has evaluated the Tata

Group as the 11th in a global study of the most reputed companies.

In the road ahead, the Tata Group is focusing on integration of newtechnologies in its operations and breaking new grounds in product development.The Eka supercomputer had been ranked the worlds fourth fastest in 2008 and thelaunch of the Nano has been a benchmark for the auto industry specifically and theeconomy in general.

With a holistic approach in all its business operations, a loyal and dedicatedworkforce and its rooted belief in value creation and corporate citizenship, the Tata

Group is always ready to realise its vision and objectives. The challenges of thefuture will only help to enhance the Groups performance and transform newerdreams to reality.

The company has its own visions ,values and own policies and thoseare the followings.


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STRESS MANAGEMENT

On 13th September 2011 Job Stress Management was launched jointly by

Global Wires-India and CRC (W) atTarapur.Mr.O.B.Krishna-Chief Corporate

Safety is sphereheading this initiative across Tata Steel. Addressing the employees


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at Global Wires, India and CRC West, Mr OB Krishna briefed them about the

methodoogy and purpose of initiating this activity . He particularly emphasized on

controlling and eliminating job stress to achieve a better employee health index.

Mr.Sunil Bhaskaran,EIC- Global Wires and Mr.S.P.Gupte, ChiefCRC (W) also

addressed the audience and declared their support to this important people

initiative. Mr.Shyam SunderChiefOperationsGlobal Wires-India, Plant heads,

Dr. K.J.Parekh- Head OHS and officers from all units attended the launch

ceremony.

MANAGING STRESS AT WORK

Managing an over worked and stressed human resource hae become a challengingand ever difficult task for today's managers. With a view to utilize the availablehuman resource thus minimizing costs and maximizing profits, today bothmanagers and their subordinates have to coop with work related stress. This stressif it goes to certain extent without being controlled can affect the person's

family/social life, health, performance etc and changes the employee's wholeattitude towards work- frustrating, demotivating and frightening him/her which inthe long run damages the organization and the employee both.

This paper will briefly examine the various stress-management interventionsadopted by three reputed companies to improve efficiency in the work place

STRINGERS, BIOFEEDBACK, STRESSORS, FOOD EXCHANGE

Life is tough and getting tougher by the day! The stress of daily living, especially

as the pressure to excel mounts, impacts everyone, not just on the work front but inevery single area of an individual's life In today's world of doing more with less,employees find themselves with more work, fewer resources, and less time. With atight deadlines and a competitive work environment only the best performers areguaranteed continued employment.


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All of these factors add up to a very stressful work environment. Ultimatelyemployees take work home and worry about missing deadlines or performinginadequately and end up working longer hours.

Stress can be caused by many things in life, pressures from work, the family, socialcommitments and other everyday events. The word stress is derived from the Latinterm 'Stringers' which means "to draw tight". Some define stress as the non-specific response of the body to any demands made on it. Stress is our physical,mental, and emotional response to the various demands, changes, and events in ourlife. It is an internal phenomenon and a mental attitude.

In some cases, stress motivates and encourages us to complete a task we finddifficult so that we can take pride in ourselves and what we achieve.

Hans Selye was one of the founding fathers of stress research. His view in 1956,which holds true today also, was that stress is not necessarily something badit alldepends on how one takes it. In an ideal world, there should be just enough stressto keep employees working to their full potential, but not enough to causeoverwhelm or excessive anxiety. Too much or too little stress is where we run intoproblems.

Stress symptoms begin to manifest themselves when an individual perceive or feel

that life demands are exceeding their ability to deal with them. When stress beginsto take its toll, they may experience both physical and psychological effects.

CAUSES OR SOURCES OF STRESS -:

The sources of stress may be classified into two broad categories as follows:1. Individual Stressors: Personality, motivation, ability, experience, status, life


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stages, beliefs and values.2. Organizational Stressors or Environment: There are several potential stressors inthe organization. These are summarized as bellow

INDIAN METHODS OF MANAGING STRESS -:

Indian philosophy consisting of Upanishadas, Vedanta, etc, is very helpful inwinning stress. Dr. Satish Chandra Pandey (8m Journal, JIMS April-June 1997)has given some valid points on managing stress, some of which are as follows-

1. Develop training programs for executives and other staff members for their totalpersonality development based on Indian values, so that they can develop theirown strategies for coping with their organizational environment/stressors.

2. Each organization must develop its own management philosophy based onIndian values and educate its employees about that philosophy to motivate themfor achieving excellence in different areas.

3. Organizations must know that reducing organizational stress is as important asmotivating employees. Both the process is complementary to each other: they arenot replacements.

STRESS MANAGEMENT TECHNIQUES -:

There are numerous techniques that experts recommend for relieving thesymptoms of stress.

1. Talk about your worriesto colleagues, spouses or friends

2. Exercisetake up physical activities such as jogging, walking, and cyclingwhich can relieve the feelings of stress. Chemicals released in the brain duringexercise produce a 'feel good' mood.

3. Learn biofeedbackthis is a relaxation method in which a person learn to

consciously control your breathing rate and heart rate so that stressful situations donot elicit a major physiological reaction.

4. Take up a new hobbylike gardening or join a group so that you can sociallyinteract with people who have the same passions.

5. Join a Yoga classyoga is one of the oldest forms of relaxation known to man.


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6. Learn the difference between work and home- By separating the two mainareas of your life you can leave the stress of work behind when you finish for theday.

7. Help out with a charity- Charities are always looking for volunteers to helpwith events and collecting. Find a charity that you are passionate about and donatea few hours to helping them in the community.

8. Take time to read- Novels and autobiographies are particularly good fordiverting your thoughts away from the stresses and worries of the day.

9. Learn to meditate- the art of meditation is easy to learn and as it allows you tosuspend your thoughts for a period of time it is great for forgetting about thepressures that you are under.

10. Vacation away- helps in avoiding and changing the stressors or environmentfor a short time.

It doesn't matter which type of stress relief method you choose because they willall work to some degree however some people will prefer physical activities suchas dance or exercise whereas others will prefer meditation and relaxationtechniques. Find what works for you and have fun doing it.

TATA GROUP -:

The Tata Group comprises 98 operating companies in seven business sectors:information systems and communications; engineering; materials; services; energy;consumer products; and chemicals. The Group was founded by Jamsetji Tata in themid 19th century, a period when India had just set out on the road to gainingindependence from British rule.

The Tata Group is one of India's largest and most respected businessconglomerates, with revenues in 2006-07 of $28.8 billion (Rs129,994 crore), theequivalent of about 3.2 per cent of the country's GDP, and a market capitalization

of $59.64 billion as on January 24, 2008.

Industry Type: SteelAverage age of employee: 46+Qualification: HS/Graduates/EngineersWork profile: Production of steel from natural ores.Recent Stress management programs organized by TATA


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1. A spate of cultural activities, including a "Hasya Kavi Sammelan" (stand-upcomedy) and an art exhibition, was organised by the Jharia Division during the lastfew months.

2. Held on March 29, 2007 thefocus on the DomesticManagement Programme was toencourage spouses of employeesto take better charge of managingtheir homes and create a stress freeand happy home environment. MrsDivaker, wife of General Manager,Jharia, Mr Ch Divaker, took a leadrole in successfully conducting the

programme, sharing her own experiences with the ladies. Over 75 participantsbenefitted from the inputs and experiences shared.

DATA ANALYSIS& INTERPRETATION

ANALYSIS AND INTERPRETATION -:

The project report is prepared by surveying on a good number of

employees from various departments of Tata steel, Joda east. Those

departments are as follows.

Departments

1. V.T.C, Joda2. Electrical Department And Water Supply3. Geological Department4. Hospital


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5. JCO Administration6. Security Department7. Civil Department8. TSRDS (Tata Steel Rural Development Service)9. JEIM (Joda East Iron Mines)10.Joda East Time Office11.Joda East Processing Plant12.Joda East Equipment13.Chief, Joda14.Khondbond Iron Mine15.JCO land and Lease16.JCO Estate & GR17.HR/IR Department


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CORPORATE SOCIAL RESPONSIBILITY POLICY

Tata Steel believes that the primary purpose of the business is to improve the

quality of life of people.

Tata Steel will volunteer its resources to the extent it can reasonable afford,

to sustain and improve healthy and prosperous environment and to improve the

quality of life of the people of the area in which it operates.

Before we discuss at length about the company, we would lie to throw

some light on the Tata Group of companies in couple of years back.

THE TATA GROUP

139 years old Strong brand equity


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Group Revenue US $ 30.0 Billion

Total Sales 3.2% of Indias GDP

International Income 38% of Group revenue

Indias largest employer Over 289,500 employees in private sector.

TSL is one of the first ventures of Tata Group but it has many other

successful companies under its umbrella. Some of the notable Tata concerns are

below.

Engineerings Materials

Energy Chemicals

Consumer products Services

Communication and Information System

Tata Motors Leading Auto Company in India in terms of

revenues.

Tata Tea Largest integrated tea company in India.

Tata Power Largest power generating supplier in the private

sector in India.

Tata Chemicals One of the worlds largest producers of synthetic

soda ash.

Taj Largest hotel chain in India.


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TCS Asias leading software services provider and the

first Indian software firm to extend sales of US $

1000 Million.

Tata Communication Leading ILD telecommunication service provider in

India.

TATA STEEL LTD. AN OVERVIEW -:

Established in 1907 by Jamsetji Nusserwanji Tata in Jamshedpur.

Formerly known as Tata Iron and Steel Company Limited (TISCO).30

million tones per annum of crude steel production capacity. With CORUS

acquisition ,TSL is worlds 6th largest steel producer .Ranked Best Steel

Maker by World Steel Dynamics in 2006,2005 and 2001.Ranked 315

th

onFortune Global 500 (post the Corus acquisition)2007.82,700 employees .Listen

to BSE and NSE .Headquartered in Jamshedpur ,Jharkhand and registered

office in Mumbai.

Tata Review, a quarterly magazine that has been in print for the past 55 years,

reaches out to a premium audience of corporate leaders, government officials and

opinion makers. It seeks to establish the Tata group's thought leadership by

featuring the views of the top management on issues of contemporary significance

and articulating the group's vision of the future.Some major national steel producers or competitors are follows -:


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ISPAT

JSW

ESSAR

BHUSHAN

SAIL

SOME GLOBAL COMPETITORS -:

POSCO

MITTAL

ARCELOR

The Tata Steel Groups growth and globalisation strategy is driven by its

business expansion while maintaining profitability and mitigating risks. The Tata

Steel Group over the years has focused on enhancing raw material security and

announced major joint ventures in various parts of the globe.

Tata Steels Indian operations are one of the most competitive assets in theglobal steel industry and therefore, capacity expansion in India is one of the keystrategies for Tata Steel. The Indian operations draws its greatest strength and itscompetitive position as one of the lowest cost producers of steel in the world fromthe quality and yield of its raw material units. The mines have successfully offeredraw material security and have partially insulated Tata Steel from the volatility ofthe global markets. The Company has, therefore, continuously modernised andexpanded its raw material facilities right from the 1950s, when it had launched itstwo million tonne expansion programme.

In the financial year 2008-09, the Company commissioned its 1.8 million tonnesof crude steel making capacity at Jamshedpur, which will be further augmented by3 million tonnes through the ongoing brownfield expansion, by 2011. The 3-mtpaexpansion at Jamshedpur will enable Tata Steel to strengthen its market share inthe Flat Products segment and simultaneously reduce the operating costs over alarge volume of production. The long-term strategy is to continue to pursuecapacity expansion in India through Greenfield projects as well.


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Therefore the India growth strategy remains a fundamental part of the long-termstrategy of the Tata Steel Group

Total Quality Management (TQM) literature reviews examine the most recent

business publication's studies concerning the growing complexities of todaysorganizations, which require a definitive management approach to ensure complete

efficiency and productivity. Among the many quality management

Documents

Final Madhu Project