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Synopsis Geetanjali
Synopsis Geetanjali
A STUDY ON STRESS MANAGEMENT OF MANAGERS IN SERVICE INDUSTRY A SPECIAL REFERENCE TO BANKING INDUSTRY IN JODHPUR
Submitted in Partial Fulfillment of Degree of MBA Distance Education, Guru amb!es!"ar #ni$ersit% of Science & 'ec!nolog%, (issar
Su)er$isor*
Mrs Al+a Solan+i Assistant Professor
Submitted B%
Geetan,ali rates!"ar 0706150 0!6 OB(&-D -emar+s of E$aluator
Directorates of Distance Education Guru amb!es!"ar #ni$ersit% of Science and 'ec!nolog%, (issar Stud% .entre* Ais!"ar%a .ollege of Education, od!)ur /01234
DESIGNA'ION 7#A8IFI.A'ION
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I am "illing to su)er$ise M#*5 G&&/+08+-) R+/&*9:+# Enrolment No0706150 0!6 on t!e to)ic A STUDY ON STRESS MANAGEMENT OF MANAGERS IN
CONTENTS
/i4 /ii4 /iii4 /i$4 /$4 Introduction Ob,ecti$es of t!e )ro)osed stud% -esearc! Met!odolog% Sco)e of Pro)osed Stud% -eferences
INTRODUCTION
Stress is dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress is not necessarily bad in and of itself. Although stress is typically discussed in negative context, it also has positive value. It's and opportunity when it offers potential gain. Many professionals see the pressures of heavy workloads and deadlines as positive challenges that enhance the uality of their work and the satisfaction they get from their !ob.
Stress is associated with constraints and demands. "he former prevent you from doing what you desire. "he latter refers to the loss of something desired. "wo conditions are necessary for potential stress to become actual stress. "here must be uncertainty over the outcome and the outcome must be important. #egardless of the conditions, it's only when there is doubt or uncertainty regarding whether the opportunity will be sei$ed, the constraint removed, or the loss avoided that there is stress. "hree categories of potential stressors% environmental,
Environmental factors &hange in the business cycle create economic uncertainties. 'hen the economy is contracting, for example, people become increasingly anxious about their !ob security. "echnological uncertainty is a third type of environmental factor that can cause stress. (ecause new innovations can make an employee's skills and experience obsolete in a very short time, computers, robotics, automation, and similar forms of technological innovation are a threat to many people and cause them stress.
Organizational factors )ressures to avoid errors or complete tasks in a limited time, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples.
Individual factors "he typical individual works about *+ to ,+ hours a week. (ut the experiences and problems that people encounter in those other -.+/ plus non work hours each week can spill over to the !ob. 0ur final category, then, encompasses factors in the employee's personal life. )rimarily, these factors are family issues, personal economic problems, and inherent personality characteristics.
#ecent research indicates that stress influence the managers. "he proposed study therefore seeks to measure stress of Indian managers. "he study would make an attempt to see a possible relationship between stress and working efficiency of the managers. "he study would be 1exploratory/cum/hypothesis testing1 and comparative in nature. It would be non experimental in approach under which it could be categori$ed as %c uestionnaire/based case study. (esides discovering a possible relationship between stress and effectiveness of Indian managers both private and public limited companies, it has also been planned to make necessary comparison. &ertain theoretically/based hypotheses would also be tested out. "he following ob!ectives would be guiding the proposed investigation% "o measure, explore, and analy$e level of stress using a structured uestionnaire. Testing certain hypotheses 2iscussing managerial and organi$ational implications and
presenting certain recommendations for improving managerial action. 3enerating certain useful and valid hypotheses on the basis of the findings of the proposed study giving a useful direction for future research in the field of stress management
RESEARCH METHODOLOGY
After interacting with certain senior officers of private sector 4I5 I&I&- (ank, 627& (ank, &orporation (ank, S(I, S((8, 4i!aya (ank, Indian (ank, Andhra (ank at 8odhpur, it has been thought to take stress management as topic for research for the purpose of proposed research study. "he data would be collected through a printed structured uestionnaire that would be consisting of two
parts% 9-: (iographical profile of respondents such as age, gender, education and work experience 9.: Structured uestionnaire. ;ooking to the limitations and other constraints being faced by individual academic researchers, it has been planned to distribute around ,+ printed uestionnaire to the respondents of which around ., completed uestionnaires are anticipated to be received as ,+< response rate has generally been observed and experienced by academic researchers. 6ence, the sample si$e would be around ., officers in their respective positions having managerial as well as leadership roles. "he selection of the sample respondents would be random covering most of the private companies. "he discussion of the findings of the proposed study would be based on certain independent and dependent variables and analysis of the collected data would be made by using suitable statistical tools.
REFERENCES
-. (ased on 1>ew Management,1 www.samsung.com? '..l. 6olstein, 1Samsung's 3olden "ouch.1 7ortune, April l, .++., pp. @A/ A*? 6.'. &hoi, 1Samsung #emakes Itself by #evamping Its Image,1 'all Street 8ournal, >ovember -B, .++C, p. &C? 1Dun 8ong Dong? Samsung,1 (usiness 'eek, 8anuary -., .++*, p.E,? and 6. (rown and 8. 2oebele, 1Samsung's >eat Act,1 7orbes, 8uly .E, .++*, pp. -+./+B. .. ;. ;ee, 1"aps for Music #etailers1 (usiness 'eek, 8une .C, .++C? and 8. Scott,1(ig Music #etailer Is Seeking (ankruptcy )rotection,1 >ew Dork "imes, 7ebruary -+, .++*, p. 2 C. See, for instance, F.6. 6ammonds, 1)ractical #adicals,1 7ast &ompany, September .+++, pp. -E./B*? and ).&. 8udge, 1&hange Agents,1 7ast &ompany, >ovember .+++, pp. .-E/.E. *. 8. "aub, 16arvard #adical,1 "he >ew Dork "imes Maga$ine, August .*, .++C, pp. .@/*,. ,. 8.). Fotter and ;.A. Schlesinger, 1choosing Strategies for change,1 6arvard (usiness #eview, March/April -ABA, pp. -+E/-*.