1.

INTRODUCTION
Stress is simply a fact of nature -- forces from the inside or
outside world affecting the individual. The individual responds to
stress in ways that affect the individual as well as their environment.
Because of the overabundance of stress in our modern lives, we
usually think of stress as a negative experience, but from a biological
point of view, stress can be a neutral, negative, or positive experience.
In general, stress is related to both external and internal factors.
External factors include the physical environment, including your job,
your relationships with others, your home, and all the situations,
challenges, difficulties, and expectations you're confronted with on a
daily basis. Internal factors determine your body's ability to respond
to, and deal with, the external stress-inducing factors. Internal factors
which influence your ability to handle stress include your nutritional
status, overall health and fitness levels, emotional well-being, and the
amount of sleep and rest you get.
Stress has been called “the invisible”, it is a disease that may affect
you, your organization & any of the people in it, and so you cannot
afford to ignore it.
“Stress” refers to the strain from the conflict between our external
environment & us leading to emotional & physical pressure.
“Stress” in individual is defined as any interference that disturbs a
persons healthy mental & physical well being. It occurs when the body
is required to perform beyond its normal range of capabilities.
“Stress” is the way that you react physically, mentally & emotionally
to various conditions, changes & demands in your life. High levels of
stress can affect your physical & mental well being & performance.
 The most commonly accepted definition of stress (mainly
attributed to “RICHARD S LAZARUS”) is that “stress is a condition (or)
feeling experienced when a person perceives that “demands exceed the
personal & social resources the individual is able to mobilize”.
In short, it is what we feel when we think we have lost control of
events.
EVOLUTION OF STRESS
The “GARDEN & EDEN” began as a tranquil stress
environment. However when “ADAM” was given the tantalizing chance
to eat the forbidden fruit, he was trust into mankind’s first stressful
situation. “ADAM” was offered a choice & as we know decision making
is the breeding ground for conflict frustration and distress.
STRESS MANAGEMENT

“Stress management” encompasses techniques intended to

equip a person with effective coping mechanisms for dealing with
psychological stress.

“Stress management” defines stress precisely as a person's

physiological response to an external stimulus that triggers the "fight-
or-flight" reaction.

Stress management refers to the wide spectrum of techniques and

psychotherapies aimed at controlling a person's levels of stress,
especially chronic stress, usually for the purpose of improving
everyday functioning.

In this context, the term 'stress' refers only to a stress with significant
negative consequences, or distress in the terminology advocated by
Hans Selye, rather than what he calls Eustress, a stress whose
consequences are helpful or otherwise positive.

Stress produces numerous physical and mental symptoms which vary

according to each individual's situational factors. These can include
physical health decline as well as depression. The process of stress
management is named as one of the keys to a happy and successful
life in modern society. Although life provides numerous demands that
can prove difficult to handle, stress management provides a number of
ways to manage anxiety and maintain overall well-being.

Despite stress often being thought of as a subjective experience, levels

of stress are readily measurable, using various physiological tests,
similar to those used in polygraphs.

Many practical stress management techniques are available, some for

use by health professionals and others, for self-help, which may help
an individual reduce their levels of stress, provide positive feelings of
control over one's life and promote general well-being.

Evaluating the effectiveness of various stress management techniques

can be difficult, as limited research currently exists. Consequently,
the amount and quality of evidence for the various techniques varies
widely. Some are accepted as effective treatments for use in
psychotherapy, whilst others with less evidence favoring them are
considered alternative therapies. Many professional organisations
exist to promote and provide training in conventional or alternative
therapies.

There are several models of stress management, each with distinctive

explanations of mechanisms for controlling stress. Much more
research is necessary to provide a better understanding of which
mechanisms actually operate and are effective in practice.

Historical foundations

Walter Cannon and Hans Selye used animal studies to establish the
earliest scientific basis for the study of stress. They measured the
physiological responses of animals to external pressures, such as heat
and cold, prolonged restraint, and surgical procedures, then
extrapolated from these studies to human beings.
Subsequent studies of stress in humans by Richard Rahe and others
established the view that stress is caused by distinct, measureable life
stressors, and further, that these life stressors can be ranked by the
median degree of stress they produce (leading to The Holmes and Rahe
Stress Scale). Thus, stress was traditionally conceptualized to be a
result of external insults beyond the control of those experiencing the
stress. More recently, however, it has been argued that external
circumstances do not have any intrinsic capacity to produce stress,
but instead their effect is mediated by the individual's perceptions,
capacities, and understanding.

Models

Transactional model

Richard Lazarus and Susan Folkman suggested in 1984 that stress

can be thought of as resulting from an “imbalance between demands
and resources” or as occurring when “pressure exceeds one's
perceived ability to cope”. Stress management was developed and
premised on the idea that stress is not a direct response to a stressor
but rather one's resources and ability to cope mediate the stress
response and are amenable to change, thus allowing stress to be
controllable.

Among the many stressors mentioned by employees, these are the

most common:

 The way employees are treated by their bosses/supervisors or

company
 Lack of job security
 Company policies
 Coworkers who don't do their fair share
 Unclear expectations
 Poor communication
 Not enough control over assignments
  Inadequate pay or benefits
 Urgent deadlines
 Too much work
 Long hours
 Uncomfortable physical conditions
 Relationship conflicts
 Coworkers making careless mistakes
 Dealing with rude customers
 Lack of cooperation
 How the company treats coworkers

In order to develop an effective stress management programme it is

first necessary to identify the factors that are central to a person
controlling his/her stress, and to identify the intervention methods
which effectively target these factors. Lazarus and Folkman's
interpretation of stress focuses on the transaction between people and
their external environment (known as the Transactional Model). The
model contends that stress may not be a stressor if the person does
not perceive the stressor as a threat but rather as positive or even
challenging. Also, if the person possesses or can use adequate coping
skills, then stress may not actually be a result or develop because of
the stressor. The model proposes that people can be taught to manage
their stress and cope with their stressors. They may learn to change
their perspective of the stressor and provide them with the ability and
confidence to improve their lives and handle all of types of stressors.

Health realization/innate health model

The health realization/innate health model of stress is also founded

on the idea that stress does not necessarily follow the presence of a
potential stressor. Instead of focusing on the individual's appraisal of
so-called stressors in relation to his or her own coping skills (as the
transactional model does), the health realization model focuses on the
nature of thought, stating that it is ultimately a person's thought
processes that determine the response to potentially stressful external
circumstances. In this model, stress results from appraising oneself
and one's circumstances through a mental filter of insecurity and
negativity, whereas a feeling of well-being results from approaching
the world with a "quiet mind".

This model proposes that helping stressed individuals understand the

nature of thought—especially providing them with the ability to
recognize when they are in the grip of insecure thinking, disengage
from it, and access natural positive feelings—will reduce their stress.
Stress can impact an individual mentally and physically and so can
decrease employee efficiency and job satisfaction.

Recognize the potentially severe consequences of work-related stress

on an individual, particularly over time

Problems at work are more strongly associated with health complaints

than any other life stressor.

 Participation problems such as absenteeism, tardiness, strikes,

and turnover take a severe toll on a company.

 Individual distress manifests in three basic forms: psychological

disorders, medical illnesses, and behavioral problems.

 When individual workers within an organization suffer from a

high degree of stress, overall efficiency can substantially
decrease. Stressed workers will ultimately foster a negative
culture and show reduce operational capabilities.
Stress

Symptoms of stress
This image captures some of the psychological and physical
manifestations of stress.

Negative or overwhelming work experiences can cause a person

substantial distress. Burnout, depression, and psychosomatic
disorders are particularly common outcomes of work-related stress. In
general, individual distress manifests in three basic forms:
psychological disorders, medical illnesses, and behavioral problems.

Psychological Disorders

Psychosomatic disorders are a type of psychological disorder. They are

physical problems with a psychological cause. For example, a person
who is extremely anxious about public speaking might feel extremely
nauseated or may find themselves unable to speak at all when faced
with the prospect of presenting in front of a group. Since stress of this
type is often difficult to notice, managers would benefit from carefully
monitoring employee behavior for indications of discomfort or stress.
Medical Illnesses

Physiological reactions to stress can have a long-term impact on

physical health. In fact, stress is one of the leading precursors to long-
term health issues. Backaches, stroke, heart disease, and peptic
ulcers are just a few physical ailments that can arise when a person is
under too much stress.

Behavioral Problems

A person can also exhibit behavioral problems when under stress,

such as aggression, substance abuse, absenteeism, poor decision
making, lack of creativity, or even sabotage. A stressed worker may
neglect their duties, impeding workflows and processes so that the
broader organization slows down and loses time and money. Managers
should keep an eye out for such behaviors as possible indicators of
workplace stress.

Organizational Effects of Stress

Stress in the workplace can be, so to speak, "contagious"—low job

satisfaction is often something employees will discuss with one
another. If stress is not noted and addressed by management early on,
team dynamics can erode, hurting the social and cultural synergies
present in the organization. Ultimately, the aggressive mentality will
be difficult to remedy.

Managers are in a unique position when it comes to workplace stress.

As they are responsible for setting the pace, assigning tasks, and
fostering the social customs that govern the work group, management
must be aware of the repercussions of mismanaging and inducing
stress. Managers should consistently discuss job satisfaction and
professional and personal health with each of their subordinates one
on one.
Techniques

High demand levels load the person with extra effort and work. A new
time schedule is worked up, and until the period of abnormally high,
personal demand has passed, the normal frequency and duration of
former schedules is limited.

Many techniques cope with the stresses life brings. Some of the
following ways induce a lower than usual stress level, temporarily, to
compensate the biological tissues involved; others face the stressor at
a higher level of abstraction:

 Autogenic training
 Social activity
 Cognitive therapy
 Conflict resolution
 Cranial release technique
 Getting a hobby
 Meditation
 Mindfulness (psychology)
 Deep breathing
 Yoga Nidra
 Nootropics
 Reading novels
 Prayer
 Relaxation techniques
 Artistic expression
 Fractional relaxation
 Physical exercise
 Progressive relaxation
 Spas
 Somatics training
 Spending time in nature
 Stress balls
 Natural medicine
 Clinically validated alternative treatments
  Time management
 Planning and decision making
 Listening to certain types of relaxing music
 Spending quality time with pets

Techniques of stress management will vary according to the

philosophical paradigm.

Stress prevention & resilience

Although many techniques have traditionally been developed to deal

with the consequences of stress considerable research has also been
conducted on the prevention of stress, a subject closely related to
psychological resilience-building. A number of self-help approaches to
stress-prevention and resilience-building have been developed,
drawing mainly on the theory and practice of cognitive-behavioural
therapy.[11]

Measuring stress

Levels of stress can be measured. One way is through the use of

psychological testing: The Holmes and Rahe Stress Scale is used to
rate stressful life events, while the DASS contains a scale for stress
based on self-report items. Changes in blood pressure and galvanic
skin response can also be measured to test stress levels, and changes
in stress levels. A digital thermometer can be used to evaluate
changes in skin temperature, which can indicate activation of the
fight-or-flight response drawing blood away from the extremities.
Cortisol is the main hormone released during a stress response and
measuring cortisol from hair will give a 60-90 day baseline stress level
of an individual. This method of measuring stress is currently the
most popular method in the clinic.
Effectiveness

Stress management has physiological and immune benefits.

Positive outcomes are observed using a combination of non-drug

interventions
 treatment of anger or hostility,
 autogenic training
 talking therapy (around relationship or existential issues)
 biofeedback
 cognitive therapy for anxiety or clinical depression

2.1 Industry profile

The UPS and inverter industry in India is expected to grow slowly but
steadily. It has some interesting technology trends in its pipeline too.
In this report, we explore what is exactly driving this industry, new
market and technological trends, challenges faced in India and future
expectations with respect to industrial and small office/home office
use

ABHISHEK A. MUTHA Due to shortage of power in the country, back-

up power system market is undoubtedly growing with newer
technologies and methodologies being incorporated and implemented.
Indian UPS market is a steadily growing market with both Indian and
multinational manufacturers contending for a major chunk of market
share. The Indian inverter market comprises several organised and
unorganised players jostling for space. Let us look into major driving
factors for this industry. What is driving the UPS and inverter
industry? All industry experts unanimously believe that a major factor
driving growth for inverters and UPS in industrial and private sectors
is a need for uninterrupted power supply to run basic infrastructure.
The widening gap between demand and supply of electricity in India is
a key factor driving growth in this market. Statistically speaking,
George Mathew, research analyst, Netscribes shares, “With an 8.7 per
cent average energy deficit and a 9 per cent peak deficit in 2012-13,
the demand for power backup solutions is considerably increasing.
This is particularly true for south India which faced a shortage of
7.2GW in 2012-13.” Inverter is basically a backup power device
whereas UPS is used for backup power as well as power conditioning.
Talking about UPS industry, Anindya Das, industry manager, Energy
& Power Systems Practice, Frost & Sullivan informs, “In the process
and manufacturing industries, there are critical nature of processes
carried out which cannot afford a millisecond of power disruption.
This is one sector where UPS really fits in and which is driving growth
in the UPS sector.” Lack of an efficient power grid. India does not have
a grid that is efficient or sufficient enough for its people. Not only is
there a lack of power compared to what is required, the power that we
do receive is not efficient power and it thus incurs huge losses.
Sameer R. Sanghvi, managing director, Barr Electronics says, “If these
losses were to be rectified, there would be a huge surge in the
percentage of power available to us. Insufficient capacity and
inefficiency of grid for distribution are factors that are driving our UPS
and inverter industry today.” Power quality and reliability has been
(and remains) a concerning issue until today in India. From industrial
and commercial sectors, the power requirement has increased, and
this demand and supply gap is forcing establishments to opt for
inverters and UPS systems to address this requirement. Vikas Chola,
MCU application manager-North India, Texas Instruments (India)
informs, “Furthermore, to maintain technology, inverters and UPS
have become an integral part to address power fluctuations and
prevent wear and tear to expensive electronics and industrial
equipment.” Change in rural attitude. Apart from increased
purchasing power of Indian households, another reason fuelling
growing popularity of this sector is a change in attitude of rural
consumers.

“A comparative index indicates that rural consumers who would

previously easily withstand a 7-8-hourlong power cut are no longer
willing to withstand power cuts of more than 4-5 hours. This change
in attitude has opened up the rural markets as a thriving prospective
market for power backup systems,” notes Mathew. Additionally, these
devices support users in exercising control over various factors
including parameters such as power factor correction and load
balancing. T. Anand, principal consultant, Knewron says, “Online (or
inline) inverters are first choice as compared to offline inverters as
they could help. you save bills too. Apart from technical reasons, price
trend and servicing options are helping buyers to choose UPS and
inverters easily.” Opportunities for organised and unorganised sectors
The market for inverters and UPS in India is characterised by a
dominant presence of the unorganised sector, informs Mathew.
However, the market for these products in India is extensive enough
for both organised and unorganised sectors to co-exist, since they
essentially cater to different sets of consumers.

He says, “While the unorganised sector caters to the price-sensitive

consumers, organised players mostly target the brand-conscious
consumers. However, the low prices offered by the unorganised
players are now compelling the organised players to reduce their
prices to effectively maintain their competitive edge in the market.”
Although Sanghvi believes organised players are some of the largest
manufacturers in the inverter industry in India and worldwide, he
says, “There is a massive potential for growth for both the sectors.”
Effect of grid parity on this industry Today, the cost of power is
continuously rising and, at the same time, the cost of buying a solar
solution is going down. As manufacturers in this industry increase, so
does the awareness of solar causing the prices to go down.

Sanghvi informs, “If we look at the last five years and consider per
watt cost, it must have gone down at least by 50 per cent, if not more.
And the trend is, the cost is continuously going down but our power
requirement and power price is going up. So the situation is coming to
something called grid parity.” Explaining grid parity, he adds, “It
means the power we pay for and the power we extract, in terms of
capital expenditure (CAPEX) and operational expenditure (OPEX),
respectively, will be the same because of rising prices of fossil fuels
and traditional methods of supplying power, and the fact that the
price of photovoltaic module, which are made from the abundantly-
available, easilyextractable silicon, is going down.” This point of
intersection is called grid parity and hence, in the future, the solar
industry would definitely be in a very strong position to expand
rapidly. Once grid parity is realised, the payback period comes down
drastically.
Suppose you use a generator, have a grid tie inverter extracting
sunlight and using it as power, your payback period can come down
to as low as 1.6 years. This will result in making the purchase
decision an easier one. Market and business trends Extensive
research by market research agencies on power backup systems
market across rural and urban sectors brings up a number of trends.

Suppliers operating in the inverter industry are exploring contract

manufacturing opportunities. Mathew says, “This arrangement
benefits both the service provider and the hiring firm as each can
focus on his core competencies. Moreover, players operating in the
UPS market are increasingly focussing on selling their products
through large retail formats and on strengthening their channel
sales.” He further adds, “UPS units of up to 600VA are being sold
through retail channels while large configurations that require
technical support are mostly being sold through channel partners.”
Shifting focus to the inverter segment, previously, for hard-core
backup power, people used gensets. Due to rising cost and storage
challenges of diesel, people are starting to shift from gensets to power
inverters. Although, Das notes, “In some of the small office/home
office (SOHO) and SME segments, diesel gensets are not completely
being discarded but their usage is slowly being reduced; they are
complementing the power inverters when they are completely
discharged.”

A lot of people today want to be independent of the grid. So in the

inverter segment, people are exploring solar inverters today. “The
market trend is moving towards solar. Backup solutions given
through solar are the most sought after,” says Sanghvi. Ideally, people
would install a solar system with batteries so that it not only serves
their power needs during the day but also gives them a small relief in
their power needs during night. Another important business trend is
an increasing demand for SOHO/ high-end inverters as a lot of users
are looking for uninterrupted power backup for commercial activities
which saves them huge money in comparison to generators. Manoj
Jain, vice president, Microtek International Pvt Ltd shares, “Due to
errant power conditions, more and more industries and SOHO
segment users are shifting from generators to inverters.

This is because running costs of inverters are very low and these are
more convenient.” Specifically talking about the India market, Chola
says, “We see the emerging requirement for inverters with 2kV and
high-frequency inverters.” Furthermore, the popularity of solar
technologies in both rural and urban India is driving the trend for
solar hybrid inverters that combine solar panels with an inverter, to
address power requirements. Finally, there is also a trend of battery
management in inverter batteries. Government policies and their
effects The Jawarhalal Nehru National Solar Mission (JNNSM)
currently gives 80 per cent accelerated depreciation for companies
that by a solar system.

And in Maharashtra, there are no taxes for a solar power generating

pack. A solar power generating pack comprises a battery and the solar
panel with an inverter, which attracts zero tax. The government is
releasing schemes but, at the same time, due to lack of knowledge,
the assemblers and integrators still do not know how to give you ture
looks like it is a fraudulent industry but actually, if done the right
way, the UPS and inverter industry should experience continuous
growth.”maximum benefit, informs Sanghvi. He says, “So the outside
pictures

However, not all are of the same view. “Though prima facie it seems
that government policies do affect, in reality, they need not. Industry
consortium can help this segment to grow without much ado.
Depending upon government for concession or something else could
definitely slow-down growth of the segment and would not do any
good in the future,” adds Anand. Some other challenges are balancing
rising input costs because of rising costs of raw materials and
maintaining fair value for the users. On another note, one of the major
buyers of inverters and UPS systems today is the government of India,
shares Mathew. However, he says, “Of late, our government has not
floated any major tenders, as a result of which sale of UPS and
inverters has taken a hit. While government schemes such as
computerisation of schools have boosted the industry in the past, not
many new funds have been allocated to schools in the recent times.”
This has, in turn, affected the number of orders, thereby leading to a
decline in sales. On the brighter side, he adds, “The government’s
initiative of computerisation of its various departments is benefitting
the industry, currently keeping the industry afloat.”

Challenges faced Lack of awareness is one of the major challenges

that the UPS and inverter industry in the country has to deal with.
Growth of the Indian power backup industry is thwarted by poor
consumer knowledge and further hindered by misconstrued selection
criteria for power backup products, informs Mathew. He notes,
“Consumers often tend to overlook important technical details such as
resistive loads, types of lubrication, safety features and other technical
parameters while making purchase decisions, which leads to negative
reviews by current consumers and ultimately causes other potential
customers to defer their purchase.” Moreover, he adds, “A significant
growth in imports from China, especially in case of inverters and the
UPS units of lower than 10kVA range, is another challenge being faced
by the domestic industry.”

Shifting focus to the inverter industry, inverter is not really a highend

product; any power electronics company can enter the market. Das
believes that the entry barriers are very low in this sector. He says,
“Due to this, we see a lot of players who have entered this market
recently, resulting in stiff competition. The entry barriers in the UPS
industry are comparatively higher.” Besides, the whole origin of the
inverter industry is because of need of backup power during power
cuts. He adds, “Over a period of time, the grid power supply is
improving due to privatisation of distribution companies in cities such
as Delhi, Mumbai and Kolkata.

This can have a dampening effect on the inverter industry.” Also, there
are a lot of smaller players who have entered the market. So there is a
tendency amongst them to sell underrated inverters also.
Summarising the challenges, Das says, “Stiff pricing, inferior rating
and lower quality of batteries, improvement of main grid power supply
and deliberate underrating of inverters are some of the pressing
challenges faced by the whole inverter industry.” Sanghvi believes the
challenges faced are basically concept selling and knowledge. He adds,
“Once you give knowledge to people and you start selling the concept
then this industry will definitely look at a boom.” So the challenge
today is knowledge—not basic knowledge but integrated technical
knowledge as well. Talking about the government policies, Jain
believes that, “The government policies offering different tax slabs in
various states is a very disturbing factor—there must be a uniform
slab all across India.”

Technology trends The demand for power in the country has been
increasing at an exponential rate. the increased spending power of the
people has been a significant contributor. Even people in the rural
areas have resorted to complex appliances to support their daily lives,
informs Mathew. Consequently, the industry is witnessing a shift
towards new technology and design in order to support more
sophisticated appliances. He says, “Green UPS systems,

This helps in conserving energy as well as reducing the carbon

footprint.” On a similar note, Das informs, “Today, we see a lot of
modular UPS coming in the market. There is also a UPS called
Flywheel or Green UPS which uses energy under the flywheel (rotor).”
(Flywheel systems store energy kinetically rather than chemically.
Instead of dozens of heavy containers of lead plates submerged in
sulphuric acid, flywheels use the inertia of a spinning mass to store
and regenerate power. Data courtesy: www.power-thru.com)
Introduction of transformerless UPS systems is another emerging area
where the efficiency is a little higher.

It is used for very specific applications. Talking about another

significant trend, he adds, “Multi-utility products, wherein both
lighting and computing power backup requirements are managed, are
being manufactured to meet the market needs. Moreover, owing to
rising real-estate costs, vendors are also looking to offer products with
a higher wattage per square centimetre. Even 5kVA UPS units are
being equipped with features that were earlier seen only in high-end
systems.” The technology for this market has been developing over the
years. Chola shares, “Currently, in the home UPS market, we see the
move from traditional square-wave inverters towards the sinewave
inverter technology. Second, the sine-wave inverters are
predominantly iron-core transformer types. However, in recent times,
development of ferrite-corebased high-frequency inverters is taking
place. These inverters are smaller in size and more efficient.” The
trend with respect to technology is also moving towards solar. Today,
high-power tracking systems such as maximum power point tracker
(MPPT) based solar inverters are being used. “This is the latest
technology shift that is occurring from the typical pulse-width
modulation (PWM) inverters.

Companies are employing more of this tracking technology to extract

the maximum they can from sunlight and convert it into usable
power,” says Sanghvi. Another trend is moving towards hybrid
inverters. These inverters use solar panels in combination with the
main power to charge the battery, thus saving on the electricity cost.
These inverters could help in integrating conventional energy sources
with regular sources easily and are programmed to use conventional
sources in a better way. Future While UPS/inverter industry is
relatively stable these days, there is need to look out for new trends in
advanced electronics such as Internet of Things based systems and
smart grid linked systems.

This would help industry to have a different and futuristic perspective

and see UPS and inverters beyond just power suppliers, informs
Anand. R&D has become one of the major focus areas of the power
backup systems market. For the overall development of the industry,
and for players to be able to increase the profitability, it has become
imperative for the companies to invest in R&D activities. Making
power backup equipment available in smaller sizes would ensure
greater revenue, especially from the SME and SOHO segments.
Players can also look to foray into e-commerce business models along
with doorstep delivery systems. Another emerging area is that of
superior after-sales services. A widespread service centre network will
help companies build trust and ensure recommendations from
existing customers, thereby adding to their goodwill and brand value.
Moreover, cross-selling platforms for low-voltage products via the
diffused channels are expected to bring about a greater visibility
amongst end users, thus leading to greater revenues.
2.2 COMPANY PROFILE
ABOUT MAHINDRA

Founded in 1945 as a steel

trading company, we entered
automotive manufacturing in 1947 to
bring the iconic Willys Jeep onto
Indian roads. Over the years, we've
diversified into many new businesses
in order to better meet the needs of our
customers. We follow a unique
business model of creating empowered
companies that enjoy the best of
entrepreneurial independence and
Group-wide synergies. This principle
has led our growth into a $16.7 billion
multinational group with more than
180,000 employees in over 100
countries across the globe.

OVERVIEW- HUPS

Mahindra Powerol has launched

inverters and Home UPS business in
Feb 2010 and is recently available
in Tamil Nadu, Andhra Pradesh,
Karnataka, Kerala, Bihar, Uttar
Pradesh & Haryana. Soon it will be
available all over India from range
250VA to 5kVA. By launching the
Home UPS business the brand
Mahindra has entered into the house
of the customer for the first time.
With the introduction of Home UPS
Mahindra Powerol will look forward
to cater to our customers with Total
Mahindra Powerol HUPS reaches out to electricians by conducting
training workshops – Tejas Program August ‘13: Tejas Program is a
Powerol initiative through which educational meetings, training
workshops and certification courses are conducted for local
electricians. Mahindra Powerol develops ‘certified electricians who are
better equipped in handling HUPS, inverter and battery related
problems as well as perfectionists in electrical wiring and other
household related problems’. The Tejas Program is the first of its kind
in the inverter & HUPS industry; the program entails specialized
training on the following topics: House wiring

 HUPS and Battery

 Installation and checking process

 General electrical problems

 Soft skills

 Certification

 So far this year over 1000 electricians have undergone this training
and certification program. Powerol has ambitious plans of training
another 6000 electricians within this financial year itself! Through
this initiative, Mahindra Powerol solidifies the confidence and trust of
the electricians, who are identified as important influencers in the
buying process of the home ups, inverter and batteries. It helps
enhance value addition through reliability and substantially which
boosts sales through referrals. Once again, Powerol achieved success
through application of the Mahindra Rise philosophy. Glimpses of the
Program: HUPS & Battery training Educational Sessions C
 3.RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY:-

 To study on various factors which will leads to stress in
employees.
 To recognize the symptoms of stress in the employees.
 To study on various techniques followed by the employees & the
organization to manage stress.
 To suggest how to handle (or) manage the stress.
NEED FOR THE STUDY:-
In today’s economic
pheavals,downsizing,layoff,merger&bankrupticies have cost hundreds
of thousands of workers their jobs. Millons more have been shifted to
unfamiliar tasks within their companies and wonder how much longer
they will be employed.
Adding to the pressures that workers face are new
bosses,computer surveillance of production,fewer health&retirement
benefits and the feeling they have to work longer & harder just to
maintain their current economic status.workers at every level are
experiencing increased tension & uncertainty.
The loss of a job can be devastating,putting unemployed
workers at risk for physical illness,marital strain,anxiety,depression
and even suicide. Loss of a job affects every part of life. From what
time you get up in the morning, to whom you see and what you can
afford to do.
MAHINDRA AND MAHINDRA PVT LTD is no exception. This
study will be carried out to find out different levels of stress faced by
various categories of employees. An employee can perform better when
he manages the stress that he faces while discharging his duties.so
that the individuals &organization growth increases.

SCOPE OF THE STUDY:-

 To know the qualitative conditions provided to employees in
MAHINDRA AND MAHINDRA PVT LTD.
 The scope of the study has been limited to the employees of
MAHINDRA AND MAHINDRA PVT LTD, ANANTAPUR.
 The study aims to know the levels of stress faced by the
employees towards existing disciplinary procedures in
MAHINDRA AND MAHINDRA PVT LTD& also to know how in
turn the stress of employee’s effects production levels.
 The respondents of this study are the employees of MAHINDRA
AND MAHINDRA PVT LTD covering all departments.
LIMITATIONS FOR THE STUDY:
 Time factor is the main constraint for the study.
 As the result adopted is random sampling results may not be
accurate.
 Some of the workers being illiterates could not express their
ideas properly with regard to any improvements where
necessary.
 The sample size is low; whole of facts could not be collected.
 Most of the employees answered favorably to the company, may
be a reason can be fear of problem in their jobs.
 The findings of the study are confined only to question asked in
the questionnaire.
 4.DATA ANALYSIS &INTERPRETATION
1 Age of the employee

below 23 15
24-30 30
31-36 40
above 36 15
 age

often
20%
rarely
30%

sometimes
50%

2. Gender
(a) Male (b) female

male 70
female 30
 80

70

60

50
Series1
40

30

20

10

0
yes no

3. Marital status

married 40
unmarried 60

80

70

60

50
Series1
40

30

20

10

0
yes no

4. Year of service :

fresher 30

1.3. 40

4-8. 20
8 above 10

age

often
20%
rarely
30%

sometimes
50%

5. Education

Ssc 25

Inter 45

ug 20
above ug 10

50

45

40

35

30

25 Series1

20

15

10

0
rarely sometimes often

6. Resident

stay with family 80

stay with friends 10

other 10

80

70

60

50
Series1
40

30

20

10

0
stay with family stay with friends other

GENERAL:
1) Do you feel “STRESS” is in your job?
rarely 30

sometimes 50

often 20

50

45

40

35

30

25 Series1

20

15

10

0
rarely sometimes often

2) your organization is support offered holiday package?

 yes 20

no 80

80

70

60

50
Series1
40

30

20

10

0
yes no

3) Whom does you report / share if you have any problems in your work ?
Superior 50

Colleagues 30

Function Head 10

Head of HR department 10

50
45
40
35
30
25
20
15
Series1
10
5
0
d
t
ea

fie
Gr

tis

ted
Sa

te

tra
tra

us
en

Fr
nc
co
to
le
ab
Un

4) Do you work more than 8 hours per day?

yes 50

no 50

80

70

60

50
Series1
40

30

20

10

0
yes no

5)Do you transfer your stress with subordinate?

yes 10

no 90

80

70

60

50
Series1
40

30

20

10

0
yes no

6)my boss scold/shout on me due to stress?

yes 60

no 40

80

70

60

50
Series1
40

30

20

10

0
yes no

7) What makes you to undergo stress?

 Personal problems 60

workplace 20

increased competition 2

hierarchy in work place 18

80

70

60

50

40 Series1

30

20

10

0
40 – 50 50 – 60 60 – Above

8) Do you find yourself getting easily irritated by small problems (or) your co-
workers& team?
Not at all 80

rarely 10

sometimes 10

80

70

60

50

40 Series1

30

20

10

0
40 – 50 50 – 60 60 – Above

9) Do you plan your work before doing?

 yes 80

no 20

80

70

60

50
Series1
40

30

20

10

0
yes no

10) Please estimate the average number of hours per week that you work (both on
and off site) during term time?.
 40 – 50 80

50 – 60 10

60 – Above 10

60 – Above
10%

50 – 60
10%

40 – 50
80%

11) Please indicate total workload has changed during last three years?
 Workload has decreased 50

Remained the 30

Same 10

Workload increased 10

50
45
40
35
30
25
20
15
Series1
10
5
0
d
t
ea

fie
Gr

tis

ted
Sa

te

tra
tra

us
en

Fr
nc
co
to
le
ab
Un

12) How do you rate work in the organization?

 Great 50

Satisfied 40

Unable to concentrate 0

Frustrated 5

Depressed 5

50
45
40
35
30
25 Series1
20
15
10
5
0
Great Satisfied Unable to Frustrated Depressed
concentrate

13)What could be done by the management to relive employees from getting

stressed?
high salary 10

recruit supportive staff 70

training 10

reduce workload 10

50

45

40

35

30

25 Series1

20

15

10

0
mostly rarely frequently not at all

14)what are the methods do you follow to overcome stress?

listening music 30
 discussion with colleague 20

watching movies 20

spending with family members 30

50

45

40

35

30

25 Series1

20

15

10

0
mostly rarely frequently not at all

15)does the upper management is effective in handling your stress situation?

yes 80
no 20

80

70

60

50
Series1
40

30

20

10

0
yes no

16)how you often you face stress situation being take care off?

mostly 30
 rarely 20

frequently 50

not at all 0

50

45

40

35

30

25 Series1

20

15

10

0
mostly rarely frequently not at all

17)Are you satisfied with your current job?

Highly satisfied 50
satisfied 30

moderately satisfied 20

dissatisfied 0

50

45

40

35

30

25 Series1

20

15

10

0
Highly satisfied satisfied moderately satisfied dissatisfied

19)Do you fear about the quality of your performance?

Yes 80

no 20

Chart Title

no
20%

Yes
80%

20) best remedies for reducing stress?

sleeping 20
outing 30

freedom 40

others 10

40

35

30

25

20 Series1

15

10

0
sleeping outing freedom others

5.1 Findings
The previous chapters contributed to an analysis of the primary data using higher
order statistical tools and torrent of results obtained. This chapter presents the findings
of the study relevant to objectives of the study.

• It is observed that three factors namely social contacts and non co-operation, cordial
relationships and openness and leisure time and sharing of views of interpersonal
relationships create stress among the employees of the TVS Lucas. In the case of
other factors like "openness and cordial relationships" and "leisure time and sharing
view" the employees are not able to decide stress due to inter-personal relationship. It
is concluded that in the Mahindra & mahindrastress due to interpersonal relationships
is not significant among the employees.

• It is found that in the Mahindra & Mahindra the stress due to work environment
emerges in the form of Management policy, Work performance, Promotion and
facilities, Benefits and Exclusiveness and workload. The employees in the Mahindra
& mahindraagree with stress due to management policies, work performance and
promotional facilities. They are not able to express any opinion about stress due to
"benefits and exclusiveness" and "Work load”.

• It is observed that the employees in the Mahindra & mahindraare also affected by
stress due to personal health and family problems. The employees in the Mahindra &
mahindraare not able to express their opinion about physiological and psychological
changes due to stress in their organisation significantly. The employees in the age
group 18-30 are in an undecided mood about stress due to social contact and non-
cooperation, followed by the age group 40-50 and 31-40.

• It is concluded that both male and female employees of the Mahindra &
mahindraare the same in their opinion about stress due to interpersonal relationship.
The employees in the job status of lower level and middle level are in an undecided
mood about stress due to "social contact and non-cooperation" and "leisure 200 time
and sharing of views", followed by the job status of employees who are at a higher
level.
 5.2 SUGGESSIONS
It is identified that the income does not discriminate the employee’s opinion about
organisational climate influencing stress and organisational objectives. Hence it is
concluded that all the employees with different income are highly affected by job
stress and objectives of organisation. The married employees are more comfortable
with organisational culture and strongly agree with encouraging developments in the
organisation than single employees. • The top level staffs are highly affected by stress
of organisational culture than executives and supervisors. The executives and staff are
highly affected by the stress of work environment more than supervisors. There is a
significant difference among staff, supervisor and executives in safety and
negotiation. It is observed that the lower level staffs are more affected by stress of
safety and negotiation. The executives and staff strongly agree about encouraging
developments and facilities more than supervisors.
 5.3 CONCLUSION
It is concluded that the organizational climate influencing stress of employees in
Mahindra & Mahindra depends upon the major factors like organizational culture,
work environment, safety and negotiation. The employees expect a conducive climate
to offer refined culture, with pleasant work atmosphere. They demand safety and
negotiable settlements to their problems for the stress-free atmosphere.

• It is inferred that the recognition and facilities are the primary concern of stress
atmosphere and the employees are highly conducive to stress due work place,
recognition, and encouragement, sharing of opinions, organisational objectives,
interpersonal relationship opportunities and team spirit in the organisation. It is
concluded that the main objectives of organizational climate influencing the stress of
the Mahindra & Mahindra are encouraging developments and facilities and
relationships.

• It is concluded that on the whole the employees possess conducive organisational

climate influencing stress in the TVS Lucas. The awareness of initiatives of the
organisation is an indispensable factor to measure their organisational climate
influencing stress. It helps the employees to realise the main objectives of the
organisation and its culture for their benefits.

BIBLIOGRAPHY
Understanding Stress (1993) Part 3: Trainers Guide, HMSO.
42. Watkins A. (1977) Mind Body Medicine: a Clinicians Guide to
Psychoneuroimmunology,Churchill Livingstone.

43. Weller S. (2000) The Breath Book: 20 Ways to Breathe Away Stress,
Anxiety and Fatigue, Thorsons.

44. White J. (1997) Stresspac, The Psychological Corporation.

45. Wilkinson G. (1999) Family Doctor Guide to Stress. Dorling

Kindersley.

Websites:

www.google.com

www.wikipedia.com

www.mahindra andmahindra.com

QUESTIONNAIRE
Personal details:
1 Age of the employee
 (A) below 23 (b) 24-30 (c) 31-36 (d) above 36
2. Gender
(a) male (b) female
3.marital status
(a)married (b) unmarried
4. Department &designation :
5. Year of service :
a) fresher b) 1-3 c) 4-8 d) 8 above
6.education
a)ssc b)inter c) ug d) above ug
7.resident
a) stay with family b) stay with friends c) other
GENERAL:
1) Do you feel “STRESS” is in your job?
a) rarely b) sometimes c) often
2) your organization is support offered holiday package?
a) yes b)no
3) Whom does you report / share if you have any problems in your work ?
a) Superior b) Colleagues (discussion) c) Function Head d) Head
of HR department
4) Do you work more than 8 hours per day?
a) Yes b) no
5)Do you transfer your stress with subordinate?
a)yes b)no
6)my boss scold/shout on me due to stress?
a)yes b)no
7) What makes you to undergo stress?
a) Personal problems b) workplace c) increased competition d)
hierarchy in work place
8) Do you find yourself getting easily irritated by small problems (or) your co-
workers& team?
A) Not at all b) rarely c) sometimes
9) Do you plan your work before doing?
a) Yes b) no
10) Please estimate the average number of hours per week that you work
(both on and off site) during term time?.
a) 40 – 50 b) 50 – 60 c) 60 –
Above
11) Please indicate total workload has changed during last three years?
a) Workload has decreased b) Remained the c) Same d) Workload
increased
12) How do you rate work in the organization?
a) Great b) Satisfied c) Unable to concentrate d) Frustrated e)
Depressed
13)What could be done by the management to relive employees from getting
stressed?
a)high salary b)recruit supportive staff c)training d)reduce workload
14)what are the methods do you follow to overcome stress?
a)listening music b)discussion with colleague c)watching movies
d)spending with family members
15)does the upper management is effective in handling your stress situation?
a)yes b)no
16)how you often you face stress situation being take care off?
a)mostly b)rarely c)frequently d)not at all
17)Are you satisfied with your current job?
a) Highly satisfied b) satisfied c) moderately satisfied d)
dissatisfied
19)Do you fear about the quality of your performance?
a) Yes b) no
20) best remedies for reducing stress?
a) sleeping b)outing c) freedom d)others