A

PROJECT REPORT
ON
ORGANISATIONAL CHANGE AND STRESS MANAGEMENT: A STUDY
OF INDIAN MANAGER
(Special Reference to Service Industry)

Submitted for the partial fulfillment of the Degree of

Masters of Business Administration (MBA) program
to GJUS&T, Hisar (Haryana)

Under the Supervision of :

DR. D.S. KHEECHEE
Assistant Professor,
Department of Business Finance & Economics,
Faculty of Commerce & Management Studies
Jai Naraian Vyas University, Jodhpur

Submitted By:
VARSHA BHAGCHANDANI
M.B.A, IVth Semester
Enrolment No. : 05061503032

Guru Jambheshwar University of S&T , Hisar (Haryana)

(2005-07)

BIO- DATA
NAME
QUALIFICATION
DESIGNATION
ORGANISATION

:
:
:
:

DR. DUNGAR SINGH KHEECHEE

M. COM, M. PHIL, PH.D
ASSISTANT PROFESSOR
DEPTT. OF B.F.E.
J.N.V. UNIVERSITY,

EXPERIENCE

JODHPUR
: 15' YEARS TEACHING EXPERIENCE
OF

U.G.

STUDENTS

10'

YEAR

TEACHING EXPERIENCE OF P.G.

SPECIALIZATION
RESEARCH
EXPERIENCE
ACCEPTANCE

STUDENTS.
: RURAL ECONOMY
: 10 YEARS TEACHING EXPERIENCE
OF

P.G.

STUDENTS

IN

THEIR

RESEARCH WORK.
: I GIVE MY ACCEPTANCE THAT
VARSHA

BHAGCHANDANI

WILL

PREPARE A RESEARCH PROJECT

UNDER MY SUPERVISION.

SIGNATURE OF GUIDE

PREFACE
It is an essential requirement that every application for
MBA project inter-alia, is supported by a synopsis. This
synopsis is there fore submitted for MBA project to be carried
out at the GJU, Hisar which has been accredited to be an "A"
Grade University. The entire synopsis has been prepared under
the headings, viz. Introduction, The research problem and
objectives,

Methodology

and

Chapter

scheme,

Expected

contribution along with direction for future research, plus a

select Bibliography. For the readers convenience they have
been shown in the table of contents.

Varsha Bhagchandani
MBA (final) semester student

CONTENTS
Title Page

Page

No.
Preface
1. Introduction

03

2. The Research problem and objectives

05

3. Methodology and Chapter Scheme

06

4. Expected contribution and direction for

08

future research
Bibliography

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 quality of
their work and the satisfaction they get from their job.
Stress is associated with constraints and demands. The
former prevent you from doing what you desire. The latter refers
to the loss of something desired. Two conditions are necessary
for potential stress to become actual stress. There must be
uncertainty over the outcome and the outcome must be
important. Regardless of the conditions, it's only when there is
doubt or uncertainty regarding whether the opportunity will be
seized, the constraint removed, or the loss avoided that there is
stress.
Three categories of potential stressors: environmental,
organizational, and individual.
Environmental factors Change in the business cycle create
economic uncertainties. When the economy is contracting, for

example, people become increasingly anxious about their job

security. Technological uncertainty is a third type of environmental
factor that can cause stress. Because 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 Pressures 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 The typical individual works about 40 to 50 hours
a week. But the experiences and problems that people encounter in
those other 120- plus non work hours each week can spill over to
the job. Our final category, then, encompasses factors in the
employee's personal life. Primarily, these factors are family issues,
personal

economic

problems,

and

inherent

personality

characteristics.
THE RESEARCH PROBLEM AND OBJECTIVES
Recent research indicates that stress influence the managers.
The proposed study therefore seeks to measure stress of Indian
managers. The study would make an attempt to see a possible
relationship between stress and working efficiency of the managers.
The study would be "exploratory-cum-hypothesis testing" and
comparative in nature. It would be non experimental in approach
under which it could be categorized as :c questionnaire-based case

study. Besides 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. Certain theoretically-based hypotheses would also be
tested out. The following objectives would be guiding the proposed
investigation:
To measure, explore, and analyze level of stress using a
structured questionnaire.
Testing certain hypotheses
Discussing managerial and organizational implications and
presenting certain recommendations for improving managerial
action. Generating 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.

METHODOLOGY AND CHAPTER SCHEME

After interacting with certain senior officers of private sector
VIZ Jet airways, ICIC1 Bank, HDFC Bank at Jodhpur, it has been
thought to take stress management as topic for research for the
purpose of proposed research study. The data would be collected
through a printed structured questionnaire that would be consisting
of two parts: (1) Biographical profile of respondents such as age,
gender,

education

questionnaire.

and

work

experience

(2)

Structured

Looking to the limitations and other constraints being faced by

individual academic researchers, it has been planned to distribute
around 50 printed questionnaire to the respondents of which around
25 completed questionnaires are anticipated to be received as 50%
response rate has generally been observed and experienced by
academic researchers.
Hence, the sample size would be around 25 officers in
their respective positions having managerial as well as
leadership roles. The selection of the sample respondents
would be random covering most of the private companies. The
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. Following is a tentative and broad scheme of chapters for
the proposed study:
1. Chapter 1

Introduction

2. Chapter II

Stress management

3. Chapter III

Results and Discussion: Stress

4. Chapter IV

Conclusion
Bibliography

EXPECTED CONTRIBUTION AND DIRECTION FOR FUTURE

RESEARCH

Data based studies carried out in an organizational setting are

always useful for drawing valid conclusions and generalization
particularly in respect of managerial behaviour. Since the present
study would be completely based on primary data to be collected
through a structured questionnaire, the outcome would be certainly
meaningful for the practice of human resource management in
public and private sector and also for improving the understanding
of managerial behaviour. Applicability of theories should be tested
out in organizational settings for empirical verification as well as
their practical usefulness. Therefore, the small attempt to be made
by this researcher should make some meaningful addition to the
exiting body of knowledge in the field of managerial behaviour and
stress.
Exploratory studies serve as a sound basis for generating
valid and testable hypotheses for future researches in the relevant
field. The proposed study therefore aims to generate such
hypotheses on the basis of its findings that may be utilized by future
researchers for further advancement of knowledge in the field.
Now, a select Bibliography follows:

1.

Based on "New Management," www.samsung.com; W..l.

Holstein, "Samsung's Golden Touch." Fortune, April l, 2002, pp. 8994; H.W. Choi, "Samsung Remakes Itself by Revamping Its Image,"
Wall Street Journal, November 17, 2003, p. C3; "Yun Jong Yong;
Samsung," Business Week, January 12, 2004, p. 65; and H. Brown
and J. Doebele, "Samsung's Neat Act," Forbes, July 26, 2004, pp.
102-07.

2.

L. Lee, "Taps for Music Retailers" Business Week, June 23,

2003; and J. Scott, "Big Music Retailer Is Seeking Bankruptcy
Protection," New York Times, February 10, 2004, p. D 1

3.

See, for instance, K.H. Hammonds, "Practical Radicals," Fast

Company, September 2000, pp. 162-74; and P.C. Judge, "Change
Agents," Fast Company, November 2000, pp. 216-26.

4.

J. Taub, "Harvard Radical," The New York Times Magazine,

August 24, 2003, pp. 28-45.

5.

J.P. Kotter and L.A. Schlesinger, "choosing Strategies for

change," Harvard Business Review, March-April 1979, pp. 106-14.

6.

Organizations (Boston: Harvard Business School Press, 1992),

pp. 7, and 318-20; and D. tics Through Business Process
Reengineering" Human Relations, June 1998, pp. 761-98.

CERTIFICATE OF ORIGINALITY
This is to certify that the project titled " ORGANISATIONAL CHANGE
AND STRESS MANAGEMENT: A STUDY OF INDIAN MANAGER
(Special Reference to Service Industry)" is an original work of the
student and is being submitted for the partial fulfillment for the award of
the Masters Degree in Business Administration (MBA) to Guru
Jambheshwar University, Hisar, Haryana. This report has not been
submitted earlier in my knowledge to this university or to any other
university/ institution of any course of study.

(Dr. D.S. Kheechee)

Assistant Professor
Department of Business Finance &
Economics, Faculty of Commerce &
Management Studies,
J.N.V. University, Jodhpur
Date :

(Varsha Bhagchandani)
Researcher
Place: Jodhpur

Acknowledgement
A journey is easier when you travel together. Interdependence is
certainly more valuable than independence. This project report is
the result of over two months of work whereby I have been
accompanied and supported by many people. It is a pleasant
aspect that I have now the opportunity to express my gratitude for
all of them.
First of all, I offer these "flowers of thanks" in the pious feet of god.
To begin with, I would like to express the deepest appreciation to
my supervisor, Dr. D.S. Kheechee, Assistant Professor, Department
of Business Finance & Economics, Faculty of Commerce &
Management Studies, Jai Naraian Vyas University, Jodhpur
because of whom I have got the opportunity to do my research work
and I am really thankful to him for his help rendered to me.
I would like to share these moments of thankfulness to Director of
Aishwarya College of Education, Mr. B.S. Rathore for his incredible
guidance and support who continuously used to keep and eye on
individual performances and also to all professors, staff and library
in-charge of college, who assisted me in my mission all the times.
Further I would like to express the honoured gratitude to my path
paver Mr. Amit Sharma, Assistant Professor who has the attitude
and the substance of a genius. During the time of dissertation, I
have known Mr. Amit Sharma as a sympathetic and principlecentered person. His over enthusiasm and integral view on research

and his mission for providing 'only high-quality work and not less'
has made a deep impression on me. I owe lots of gratitude for
having me shown this way of research. He could not even realize
how much I have learned from him. I have yet to see the limits of his
wisdom, patience and selfless concern for his students.
For their kind cooperation extended, I would like to thank Mr. R.B.
Sharma, who kept an eye on the progress of my work and always
was available when I needed his advice. He monitored my work and
took efforts in reading and providing me with valuable comments on
the dissertation.
I would express by deep sense of thankfulness towards my father
Mr. K.M. Bhagchandani and my mother Mrs. Ishwari Bhagchandani
who formed a part of my vision and taught me the good things that
really matter in life. They rendered me enormous support during the
whole tenure of my research. The guidance given by them requires
no elaboration.
My greatest debt, however, is to the respondents who sincerely
completed the questionnaires distributed to them. Their contribution
is indeed invaluable to this small piece of research. I owe a great
deal to them.
Lastly, I must thank all those persons who were kind enough to help
me directly or indirectly in the timely completion of this work.
The errors, idiocies and inconsistencies remain my own.
Varsha Bhagchandani
Researcher

Preface
Dissertation Projects are an essential part of the management
studies as it helps one to visualize the ongoing management
practices. This dissertation project report is an integral part of two
yeas Master of Business Administration Program. I have tried to
learn a few basics of academic research by undertaking this small
work. This data-based study has been completed with the help of a
questionnaire based survey research.
Chapter 1(A) gives a brief outline on forces for change and how
people do resist change. The chapter also focuses on the ways to
overcome the change.
Chapter 1(B) deals with work stress and its management. The
chapter gives detail description on potential sources of change. The
chapter also explain how stressors are additive.
Chapter 1(C) deals with the explanation of research work with the
example of organisational setup. It has been learnt by an airline
company 'JET AIRWAYS'.
Chapter 2 deals with the research methodology that has been
followed for the present study. This chapter covers defining the
research problem, objectives of this study etc. This chapter also
throws a light on different aspects of the study viz. sample profile,
the questionnaire, variables and the hypotheses that are based on
certain dependent and independent variables.

Chapter 3 contains research findings. This chapter has been

prepared to give 'Results & Discussions' on the basis of relevant
average scores. This chapter also tries to find out the correctness of
the hypotheses.
Chapter 4 sums up the present study. A selected bibliography
including references has been given immediately after chapter 4.
Data of responses, the questionnaire used and other supportive etc.
have been duly appended at the end of the present report.

Varsha Bhagchandani
Researcher

Table of Contents
CERTIFICATE OF ORIGINALITY
ACKNOWLEDGMENT
PREFACE
CHAPTER -1

INTRODUCTION

(A)

CONCEPTUAL GROUND WORK ON CHANGE

(B)

WORK STRESS AND ITS MANAGEMENT

(C)

THE ORGANISATIONAL SETTINGJET AIRWAYS

CHAPTER -2

RESEARCH METHODOLOGY AND

STATISTICAL TOOLS

CHAPTER -3

RESULTS AND DISCUSSIONS

CHAPTER -4

CONCLUSION

BIBLIOGRAPHY & REFERENCES

APPENDICES:
1. The Questionnaire
2. Data of Responses

CHAPTER -1

INTRODUCTION

CHAPTER- 1
(A) CONCEPTUAL GROUND WORK ON CHANGE

1.

Forces for change

2.

Managing Planned change

3.

Resistance to change

4.

Overcoming resistance to change

5.

Approaches to Managing organisational change - Lewin's

three step model

CHAPTER- 1
(B) WORK STRESS AND ITS MANAGEMENT
1.

Potential sources of stress

2.

Consequences of stress

3.

Managing stress

CHAPTER- 1
(C) THE ORGANISATIONAL SETTING- JET

AIRWAYS
1.

About the Company

2.

Code of Business conduct and ethics

CHAPTER- 3
RESULTS AND DISCUSSIONS

3.1

Impact of Change : Overall Position

3.2

Impact of Change : Gender Position

3.3

Impact of Change : Work Experience Position

3.4

Impact of Change : Age Factor Position

CHAPTER- 4
CONCLUSION
4.1

Summary and Implications for Managers

4.2

Research and Practical Implications

CHAPTER- 1
(A) CONCEPTUAL GROUND WORK ON CHANGE
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. Its an
opportunity when it offers potential gain. Many professionals see the
pressures of heavy workloads and deadlines as positive challenges that
enhance the quality of their work and the satisfaction they get from
their job.
Stress is associated with constraints and demands. The former
prevent you from doing what you desire. The latter refers to the loss of
something desired. Two conditions are necessary for potential stress to
become actual stress. There must be uncertainty over the outcome and the
outcome must be important. Regardless of the conditions, it is only when
there is doubt or uncertainty regarding whether the opportunity will be
seized, the constraint removed, or the loss avoided that there is stress.
Three categories of potential stressors: environmental, organizational
and individual.

Environmental factors Change in the business cycle create economic

uncertainties. When the economy is contracting, for example, people
become increasingly anxious about their job security. Technological
uncertainty is a type of environmental factor that can cause stress. Because
new innovations can make an employee's skills and experiences 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 Pressures 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 The typical individual works about 40 to 50 hours a
week. But the experiences and problems that people encounter in those
other 120-plus non-work hours each week can spill over to the job. Our
final category, then, encompasses factors in the employee's personal life.
Primarily, these factors are family issues, personal economic problems and
inherent personality characteristics.
1. Forces for Change
More and more organisations today face a dynamic and changing
environment. This, in turn, is requiring these organisations to adapt.
"Change or die!" is the rallying cry among today's managers worldwide.
Six specific forces that are acting as stimulants for change.

Almost every organisation is having to adjust to a multicultural

environment. Human resource policies and practices have to change to
reflect the needs of an aging labor force. And many companies are having
to spends large amounts of money on training to upgrade reading, math,
computer, and other skills of employees.
Force
Nature of the workforce

Examples
More cultural diversity
Aging population

Technology

Many new entrants with inadequate skills

Faster, cheaper, and more mobile
computers Online music sharing

Economic shocks

Deciphering of the human genetic code

Rise and fall of dot-com stocks
2000-02 stock market collapse

Competition

Record low interest rates

Global competitors
mergers and consolidations

Social trends

Growth of e-commerce
Internet chat rooms
Retirement of Baby Boomers

World politics

Rise in discount and "big box" retailers

IraqU.S. war
Opening of markets in China
War on terrorism following 9/11/01

Technology is changing jobs and organisations. For instance, computers

are now commonplace in almost every organisation; and cell phones and
hand held PDAs are increasingly being perceived as necessities by a large
segment of the population. Computer networks are also reshaping entire
industries. The music business, as a case in point, in now struggling to

cope with the economic consequences of widespread online music sharing.

For the longer term, recent breakthroughs in deciphering the human
genetic code offers the potential for pharmaceutical companies to produce
drugs designed for specific individuals and creates serious ethical
dilemmas for insurance companies as to who is insurable and who isn't.
We live in an "age of discontinuity." In the 1950s and 1960s, the past was
a pretty good prologue to the future. Tomorrow was essentially an
extended trend line from yesterday. That's no longer true. Beginning in the
early 1970s, with the overnight quadrupling of world oil prices, economic
shocks have continued businesses have been created, turned tens of
thousands of investors into overnight millionaires, and then crashed. The
stock market decline from 2000 to 2002 eroded approximately 40 percent
of the average employee's retirement account. Which may force many
employees to postpone their anticipated retirement date. And record low
interest rates have stimulated a rapid rise in home and remodelers,
furniture retailers, mortgage bankers, and other home-related businesses.
Competition is changing. The global economy means that competitors are
as likely to come from across the ocean as from across town. Heightened
competition also makes it necessary for established organisations to defend
themselves against both traditional competitors who develop new products
and services and small, entrepreneurial firms with innovative offerings.
Successful organisations will be the ones that can change in response to the

competition. They'll be fast on their feet, capable of developing new

production rapidly and getting them to market quickly, They'll rely on
short production runs, short product cycles, and an ongoing stream of new
products. In other words, they'll be flexi adapt to rapidly and even radically
changing conditions.
Social trends don't remain static. For instance, in contrast to just 15 years
ago, people are meeting and sharing information in Internet chat rooms;
Baby Boomers have begun to retire; and consumers are increasingly doing
their shopping at discount warehouses and "big box" retailers like Home
Depot and Circuit City.
Throughout this book we have argued strongly for the importance of
seeing OB in a global context. Business schools have been preaching a
global perspective since the early 1980s, but no one-not even the strongest
proponents of globalization- could have imagined how world politics
would change in recent years. We've seen the breakup of the Soviet Union;
the opening up of South Africa and China; almost daily suicide bombings
in the Middle East; and of course, the rise of Muslim fundamentalism. The
unilateral invasion of Iraq by the United States has led to an expensive
post-war rebuilding and an increase in anti-American attitudes in much of
the world. The attacks on New York and Washington on September 11;
2001, and the subsequent was on terrorism, has led to changes in business

practices related to the creation of backup systems, employee security,

employee stereotyping and profiling, and post-terrorist attack anxiety.
2. Managing Planned Change
The goals of planned changes. Seek to improve the ability of the
organisation to adapt to changes in its environment. Second, it seeks to
change employee behaviour.
If an organisation is to survive, it must respond to changes in its
environment. When competitors introduce new products or services,
government agencies enact new laws, important sources of supply go out
of business, or similar environmental changes take place, the organisation
needs to adapt. Efforts to stimulate innovation, empower employees, and
introduce work teams are example of planned-change activities directed at
responding to changes in the environment.
An organisation's success or failure is essentially due to the things that its
employees do or fail to do, planned change also is concerned with
changing the behaviour of individuals and groups within the organisation.
Who in organisations are responsible for managing change activities. The
answer is change agents. Change agents can be managers or nonmanagers,
employees of the organisation or outside consultants. A contemporary
example of an internal change agent Lawrence Summers, president of
Harvard University. Since accepting the presidency in 2001, Summers has

aggressively sought to shake up the complacent institution by, among other

things, leading the battle to reshape the undergraduate curriculum,
proposing that the university be more directly engaged with problems in
education and public health, and reorganizing to consolidate more power
in the president's office. While his critics admit that he has "offended
nearly everyone." he is successfully bringing about revolutionary changes
at Harvard that many thought were not possible.
In some instances, internal management will hire the services of outside
consultants to provide advice and assistance with the major change efforts.
Because they are from the outside, these individuals can offer an objective
perspective often unavailable to insiders. Outside consultants, however, are
disadvantaged because they usually have an inadequate understanding of
the organisation's history, culture, operating procedures, and personnel.
Outside consultants also may be prone to initiating more drastic changeswhich can be a benefit or a disadvantage- because they don't have to live
with the repercussions after the change in implemented. In contrast,
internal staff specialists or managers, when acting as change agents, may
be more thoughtful (and possibly more cautious) because they have to live
with the consequences of their actions.

3. Resistance to Change

Organisations and their members resist change. In a sense, this is positive.

It provides a degree of stability and predictability to behaviour. If there
weren't some resistance, organisational behaviour would take on the
characteristics of chaotic randomness. Resistance to change can also be a
source of functional conflict. For example, resistance to a reorganisation
plan or a change in a product line can simulate a healthy debate over the
merits of the idea and result in a better decision. But there is a definite
downside to resistance to change. In hinders adaptation and progress.
Resistance to change doesn't necessarily surface in standardized ways.
Resistance can be overt, implicit, immediate, or deferred. It's easiest for
management to deal with resistance when it is overt and immediate. For
instance, a change is proposed and employees quickly respond by voicing
complaints, changing in a work slowdown, threatening to go on strike, or
the like. The greater challenge is managing resistance that is implicit or
deferred. Implicit resistance efforts are more subtleloss of loyalty to the
organisation, loss of motivation to work, increased errors or mistakes,
increased absenteeism due to "sickness"and hence are more difficult to
recognize. Similarly, deferred actions cloud the link between the source of
the resistance and the reaction to it. A change may produce what appears to
be only a minimal reaction at the time it is initiated, but then resistance
surfaces weeks, months, or even years later. Or a single change that in and
of itself might have little impact becomes the straw that breaks the camel's

back. Reactions to change can build up and then explode in some response
that seems totally out of proportion to the change action it follows. The
resistance, of course, has merely been deferred and stockpiled. What
surfaces is a response to an accumulation of previous changes.
The major forces for resistance to change, categorized by individual and
organisational sources are:
I. Individual Sources
(i)

HabitTo cope with life's complexities, we rely on habits or

programmed responses, But when confronted with change, this
tendency to respond in our accustomed ways becomes a source of
resistance.

(ii)

SecurityPeople with a high need for security are likely to resist

change because it threatens their feelings of safety.

(iii)

Economic factorsChanges in job tasks or established work

routines can arouse economic fears if people are concerned that they
won't be able to perform the new tasks or routines to their previous
standards, especially when pay is closely tied to productivity.

(iv)

Fear of the unknownChange substitutes ambiguity and

uncertainty for the known, Selective information processing
Individuals are guilty of selectively processing information in order to
keep their perceptions intact. They hear what they want to hear and
they ignore information that challenges the world they've created.

II. Organisational Sources

(i)

Structural inertiaOrganisations have built-in mechanismslike

their selection processes and formalized regulationsto produce
stability. When an organisation is confronted with change, this
structural inertia acts as a counterbalance to sustain stability.

(ii)

Limited focus of changeOrganisations are made up of a number

of interdependent subsystems. One can't be changed without affecting
the others. So limited changes in subsystems tend to be nullified by the
larger system.

(iii)

Group inertiaEven if individuals want to change their

behaviour, group norms may act as a constraint.

(iv)

Threat to expertiseChanges in organisational patterns may

threaten the expertise of specialized groups.

Threat to established power relationshipsAny redistribution of

decisions-making

authority

can

threaten

longestablished

power

relationships within the organisation. Threat to established resource

allocationsGroups in the organisation that control sizable resources often
see change as a threat. They tend to be content with the way things are.

4. Overcoming Resistance to Change

Six tactics have been suggested for use by change agents in dealing with
resistance to change. Let's review them briefly.
(a) Education and Communication :- Resistance can be reduced through
communicating with employees to help them see the logic of a change.
This tactic basically assumes that the source of resistance lies in
misinformation of poor communication: If employees receive the full facts
and get any misunderstandings cleared up, resistance will subside.
Communication can be achieved through one-on-one discussions, memos,
group presentations, or reports.
(b) Participation :- It's difficult for individuals to resist a change decision
in which they participated. Prior to making a change, those opposed can be
brought into the decision process. Assuming that the participants have the
expertise to make a meaningful contribution, their involvement can reduce
resistance, obtain commitment, and increase the quality of the change
decision.
(c) Facilitation and Support :- Change agents can offer a range of
supportive efforts to reduce resistance. When employee's fear and anxiety
are high, employee counseling and therapy, new-skills training, or a short
paid leave to absence may facilitate adjustment.
(d) Negotiation :- Another way for the change agent to deal with potential
resistance to change is to exchange something of value for a lessening of
the resistance. For instance, if the resistance is centered in a few powerful

individuals, a specific reward package can be negotiated that will meet

their individual needs. Negotiation as a tactic may be necessary when
resistance comes from a powerful source.
(e) Manipulation and Cooptation :- Manipulation refers to covert
influence attempts, Twisting and distorting facts to make them appear
more attractive, withholding undesirable information, and crating false
rumors to get employees to accept a change are all examples of
manipulation. If corporate management threatens to close down a
particular manufacturing plant if that plant's employees fail to accept an
across-the board pay cut, and if the threat is actually untrue, management
is using manipulation. Cooptation, on the other hand, is a form of both
manipulation and participation. It seeks to "buy off" the leaders of a
resistance group by giving them a key role in the change decision.
(f) Coercion :- The application of direct threats or force on the resisters. If
the corporate management mentioned in the previous discussion really is
determined to close a manufacturing plant if employees don't acquiesce to
a pay cut, then coercion would be the label attached to its change tactic.
Other examples of coercion are threats of transfer, loss of promotions,
negative performance evaluations, and a poor letter of recommendation.

5. Approaches to Managing Organisational Change- Lewin's Three

Step Model

Unfreezing

Movement

Refreezing

Lewin's Three-Step Change Model

Kurt Lewin argued that successful change in organisations should follow

three steps: unfreezing the status quo, movement to a new state, and
refreezing the new change to make it permanent. The value of this model
can be seen in the following example when the management of a large oil
company decided to reorganize its marketing function in the western
United States.
The oil company had three divisional offices in the West, located in
Scattle, San Francisco, and Los Angeles. The decision was made to
consolidate the divisions into a single regional office to be located in San
Francisco. The reorganisation meant transferring over 150 employees,
eliminating some duplicate managerial positions, and instituting a new
hierarchy of command a move of this magnitude was difficult to keep
secret. The rumor of its occurrence preceded the announcement by several
months. The decision itself

was made unilaterally. It came from the

executive offices in New York. The people affected had no say whatsoever
in the choice. For those in Seattle or Los Angeles, who may have disliked
the decision and its consequences the problems interent in transferring to
another city, pulling youngsters out of school, making new friends, having

new coworkers, undergoing the reassignment of responsibilities- their only

recourse was to quit. In actuality, less than 10 percent did.
Status quo can be considered to be an equilibrium state. To move from this
equilibrium- to overcome the pressures of both individual resistance and
group conformity- unfreezing is necessary. It can be achieved in one of
three group conformity- unfreezing is necessary. It can be achieved in one
of three was. The driving forces, which direct behaviour away from the
status quo, can be increased. The restraining forces, which hinder
movement from the existing equilibrium, can be decreased. A third
alternative is to combine the first two approaches.

Unfreezing the Status Quo

The

oil

company's

management could expect employee resistance to the consolidation. To

deal with that resistance, management could use positive incentives to
encourage employees to accept the change. For instance, increases in pay
can be offered to those who accept the transfer. Very liberal moving
expenses can be paid by the company. Management might offer low-cost

mortgage funds to allow employees to buy new homes in San Francisco.

Of course, management might also consider unfreezing acceptance of the
status quo by removing restraining forces. Employees could be counseled
individually. Each employee's concerns and apprehensions could be heard
and specifically addressed. Assuming that most of the fears are unjustified,
the counselor could assure the employees that there was nothing to fear
and then demonstrate, through tangible evidence, that restraining forces are
unwarranted. It resistance is extremely high, management may have to
resort to both reducing resistance and increasing the attractiveness of the
alternative it the unfreezing is to be successful.
Once the consolidation change has been implemented, if it is to be
successful, the new situation needs to be refrozen so that is can be
sustained over time. Unless this last step is taken, there is a very high
chance that the change will be short-lived and that employee will attempt
to revert to the previous equilibrium state. The objective of refreezing,
then, is to stabilize the new situation by balancing the driving and
restraining forces.

CHAPTER -1
(B) WORK STRESS AND ITS MANAGEMENT
Stress is a 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. This is
a complicated definition. Let's look at its components more closely.
Stress is not necessarily led in and of itself. Although stress is typically
discussed in a negative context, it also has a positive value. It's an
opportunity when it offers potential gain. Similarly, many professionals
see the pressures of heavy workloads and deadline as positive challenges
that enhance the quality of their work and the satisfaction they get from
their job.
More typically, stress is associated with constraints and demands. The
former prevent you from doing what you desire. Two conditions are
necessary for potential stress to become actual stress. There must be
uncertainty over the outcome and the outcome must be important.
Regardless of the conditions, it's only when there is doubt or uncertainty
regarding whether the opportunity will be seized, the constraint removed,
or the loss avoided that there is stress. That is, stress is highest for
individuals who perceive that they are uncertain so to whether they will
win or lose and lowest for individuals who think that winning or losing is a

certainty. But importance is also critical. It winning or losing is an

unimportant outcome, there is no stress.
1. Potential Sources of Stress :
There are three categories of potential stressors : environmental,
organisational, and individual. Let's take a look at each.
Environmental Factors :- Just as environmental uncertainty influences
the design of an organisation's structure, it also influences stress levels
among employees in that organisation. Changes in the business cycle
economic uncertainties.
When the economy is contracting, for example, people, become
increasingly arixious about their job security. Political uncertainties don't
tend to create stress among North Americans as they do for employees in
countries like Haiti or Venezuela. The obvious reason is that the United
States and Canada have stable political systems, in which change is
typically implemented in an orderly manner. Yet political threats and
changes, even in countries like the United States to separate from Canada
and become a distinct, French- speaking country increase stress among
many Canadians, especially among Quebecers with few or no skills in the
French language. Technological uncertainty is a third type of
environmental factor that can cause stress. Because new innovations can
make an employees' 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. Terrorism is
an increasing source of environmental-induced stress in the twenty-first
century. Employees in Israel, for instance, have long faced this treat and
have learned to cope with it. For Americans, on the other hand, the events
of 9/11 and subsequent color-coded terror alerts have increased stresses
related to working in skyscrapers, attending large public events, and
heightened concern about security.
Organisational Factors :- There is no shortage of factors within the
organisation that can cause stress. Pressures to avoid errors or complete
tasks in a limited time, work overload, a demanding and insensitive boss,
and unpleasant coworkers are a few examples. We've categorized these
factors around task, role, and interpersonal demands; organisational
structure; organisational leadership; and the organisation's life stage.
Task demands are factors related to a person's job. They include the design
of the individual's job (autonomy, task variety, degree of automation),
working conditions, and the physical work layout. Assembly lines, for
instance, can put pressure on people when the line's speed is perceived as
excessive. Similarly, working in an overcrowded room or in a visible
location where interruptions are constant can increase anxiety and stress.
Role demands relate to pressures placed on a person as a function of the
particular role he or she plays in the organisation. Role conflicts create
expectations that may be hard to reconcile or satisfy. Role overload is

experienced when the employee is expected to do more than time permit.

Role ambiguity is created when role expectations are not clearly
understood and the employee is not sure what he or she is to do.
Interpersonal demands are pressures created by other employees. Lack of
social support from colleagues and poor interpersonal relationships can
cause stress, especially among employees with a high social need.
Interpersonal demands defines the level of differentiation in the
organisation, the degree of rules and regulations, and where decisions are
made. Excessive rules and lack of participation in decision that affect an
employee are examples of structural variables that might be potential
sources of stress.
Organisational leadership represents the managerial style of the
organisation's senior executives. Some chief executive officers create a
culture characterized by tension, fear, and anxiety. They establish
unrealistic pressures to perform in the short run, impose excessively tight
controls, and routinely fire employees who don't "measure up."
Organisations go through a cycle. They are established, grow, become
mature, and eventually decline. An organisation' life stage - that is, where
it is in this four- stage cycle- creates different problem and pressures for
employees. The establishment and decline stages are particularly stressful.
The former is characterized by a great deal of excitement and uncertainty,
while the latter typically requires cutbacks, layoffs, and a different set of

uncertainties. Stress tends to be least in the maturity stage, during which

uncertainties are at their lowest ebb.
Individual Factors :- The typical individual works about 40 to 50 hours a
week. But the experiences and problems that people encounter in those
other 120- plus nonwork hours each week can spill over to the job. Out
final category, then, encompasses factors in the employee's personal life.
Primarily, these factors are family issues, personal economic problems,
and inherent personality characteristics.
National survey consistently show that people hold family and personal
relationship dear. Martial difficulties, the breaking off a relationship, and
discipline troubles with children are examples of relationship problems
that create stress for employees that aren't left at the front door when they
arrive at work.
Economic problems created by individuals overextending their financial
resources is another set of personal troubles that can create stress for
employees and distract their attention from their work. Regardless of
income level people who make $80,000 a year seem to have as much
trouble handling their finances as those who earn $18,000 - some people
are poor money managers or have wants that always seem to exceed their
earning capacity.
Studies in three diverse organisations found that stress symptoms reported
prior to beginning a job accounted for most of the variance in stress

symptoms reported nine months later. This led the researchers to conclude
that some people may have an inherent tendency to accentuate negative
aspects of the world in general. If this is true, then a significant individual
factor that influences stress is a person's basic disposition. That is, stress
symptoms expressed on the job may actually originate in the person's
personality.
Stressors are additive: A fact that tends to be overlooked when stressors
are reviewed individually is that stress is an additive phenomenon. Stress
builds up. Each new and persistent stressor adds to an individual's stress
level. So a single stressor may be relatively unimportant in and of itself,
but if it's added to an already high level of stress, it can be "the straw that
breaks the camel's back." If we want to appraise the total amount of stress
an individual is under, we have to sum up his or her opportunity stresses,
constraint stresses, and demand stresses.
Individual Differences: Some people thrive on stressful situations, while
others are over whelmed by them. What is it that differentiates people in
terms of the ability to handle stress? What individual difference variables
moderate the relationship between potential stressors and experienced
stress? At least six variables- perception, job experience, social support,
belief in locus of control, self-efficacy, and hostility have been found to be
relevant moderators.

Employees react in response to their perception of reality rather than to

reality itself. Perception, therefore, will moderator the relationship between
a potential stress condition and an employee's reaction to it. For example,
one person's fear that he'll lose his job because his company laying off
personnel may be perceived by another as an opportunity to get a large
severance allowance and start his own business. So stress potential doesn't
lie objective conditions; it lies in an employee's interpretation of those
conditions.
The evidence indicates that experience on the job tends to be negatively
relate to work stress. Why? Two explanations have been offered. First is
the idea of selective withdrawal. Voluntary turnover is more probable
among people who experience more stress. Therefore, people who remain
with the organisation longer an those with more stress-resistant traits or
those who are more resistant to the characteristics of their organisation.
Second, people eventually develop coping mechanisms to deal with stress.
Because this takes time senior members of the organisation are more likely
to be fully adapted and should experience less stress. There is increasing
evidence that social support that is, collegial relationships with coworkers
or supervisors- can buffer the impact of stress. The logic underlying this
moderating variable is that social support acts as a palliative, mitigating the
negative effects of even high strain jobs.

Locus of control was attribute with an internal locus o control believe they
control their own destiny. Those with an external locus believe their lives
are controlled by outside forces. Evidence indicates that internals perceive
their jobs to be less stressful than do externals. When internals and
externals conform a similar stressful situation, the internals are likely to
believe their lives are controlled by outside forces. They, therefore act to
take control of events. In contrast, externals are more likely to be passive
and feel helpless.
Self efficacy has also been found to influence stress outcomes. You'll
remember from Chapter 5 that this term refers to an individual's belief that
he or she is capable of performing a task. Recent evidence indicates that
individuals with strong self-efficacy reacted less negatively to the strain
created by long work hours and work overload than did those with low
levels of self efficacy. That is confidence in one's own abilities appears to
decrease stress. As with an internal locus of control, strong efficacy
confirms the power of self beliefs in moderating the effect of a high strain
situation.
Some people's personality includes a high degree of hostility and anger.
These people are chronically suspicious and mistrustful or others.
Evidence indicates that his hostility significantly increases a person's stress
and risk for heart disease. More specifically, people who are quick to

anger, maintain a persistently hostile outlook, and project a cynical

mistrust of others are more likely to experience stress in situations.
A Model of Stress

2. Consequences of Stress :
(i)

Physiological Symptoms :-Most of the early concern with stress

was directed at physiological symptoms. This was predominantly
due to the face that the topic was researched by specialists in the
health and medical sciences. This research led to the conclusion
that stress could create changes in metabolism, increase heart and
breathing rates, increase blood pressure, bring on headaches, and
induce heart attacks. The link between stress and particulars
physiological symptoms is not clear. There are few, if any,
consistent relationships. This is attributed to the complexity of
the symptoms and the difficulty of objectively measuring them.

But of greater relevance is the fact that physiological symptoms

have the least direct relevance to students of OB. Our concern is
with attitudes and behaviours. Therefore, the two other categories
of symptoms are more important to us.
(ii)

Psychological Symptoms :- Stress can cause dissatisfaction.

Job-related stress can cause job- related dissatisfaction. Job
dissatisfaction, in fact, is " the simples other psychological statesfor

instance, tension, anxiety, irritability, boredom and

procrastination.
The evidence indicates that when people are placed in jobs that
makes multiple and conflicting demands or in which there is a
lack of clarity about the incumbent's duties, authority, and
responsibilities, both stress and dissatisfaction are increased.
Similarly, the less control people have over the pace of their
work, the greater the stress and dissatisfaction. While more
research is needed to clarify the relationship, the evidence
suggests that job that provide a low level of variety, significance,
autonomy, feedback, and identity to incumbents create stress and
reduce satisfaction and involvement in the job.
(iii)

Behavioural Symptoms :- Behaviour-related stress symptoms

include changes productivity, absence, and turnover, as well as

changes in eating habit increased smoking or consumption of

alcohol, rapid speech, fidgeting, and sleep disorders.

P e r fo rm a n c e

H ig h

Lo w
Lo w

S tre s s

H ig h

There has been a significant amount of research investigating the stressperformance relationship. The most widely studied pattern in the stressperformance literature is the inverted- U relationship.
The logic underlying the inverted u low is that low to moderate levels of
stress stimulate the body and increase its ability to react. Individuals then
often of perform their tasks better, more intensely, or more rapidly. But too
much stress places unattainable demands or constraints on a person, which
result in lower performance. This inverted- U pattern may also describe the
reaction to stress over time, as well as to changes in stress intensity. That
is, ever moderate levels of stress can have a negative influence on
performance over the long term as the continued intensity of the stress
wears down the individual and saps his or her energy resources. An athlete
maybe able to use the positive effects of stress to obtain a higher
performance during every Saturday's game in the fall season, or a sales

executive may be able to psych herself up for her presentation at the annual
national meeting. But moderate levels of stress experienced continually
over long periods, as typified by the emergency room staff in a large urban
hospital, can result in lower performance. This may explain why
emergency room staffs at such hospitals are frequently rotated and why it
is unusual to find individuals who have spent the bulk of their career in
such an environment. In effect, to do so would expose the individual to the
risk of "career burnout" .
In spite of the popularity and intuitive appeal of the inverted-U model, it
doesn't get a lot of empirical support. At this time, managers should be
careful in assuming that this model accurately depicts the stressperformance relationships.
3. Managing Stress:
While a limited amount of stress may benefit an employee's performance,
don't expect employees to see it that way. From the individual's standpoint,
even low levels of stress are likely to be perceived as undesirable. It's not
unlikely, therefore, for employees and management to have different
notions of what constitutes and acceptable level of stress on the job. What
management of what constitutes an acceptable level of stress on the job.
What management may consider to be "a positive stimulus that keeps the
adrenaline running" is very likely to be seen as "excessive pressure" by the

employee. Keep this in mind as we discuss individual and organisational

approaches toward managing stress.
Individual Approaches: An employee can take personal responsibility for
reducing his or her stress level. Individual strategies that have proven
effective include implementing time-management techniques, increasing
physical exercise, relaxation training, and expanding the social support
network.
Many people manage their time poorly. The well-organized employee, like
the well-organized student, can often accomplish twice as much as the
person who is poorly organized. So an understanding and utilization of
basic time management principles can help individuals better cope with
tensions created by job demands. A few of the more well-known timemanagement principles are: (1) making daily lists activates to be
accomplished; (2) prioritizing activities by importance and urgency ; (3)
scheduling activities according to the priorities set ; importance and (4)
knowing your daily cycle and handling the most demanding parts of your
job during the high part of your cycle when you are most alert and
productive.
Noncompetitive physical exercise such as aerobics, walking, jogging,
swimming, and riding a bicycle have long been recommended by
physicians as a way to deal with excessive stress levels. These forms of
physical exercise increase heart capacity, lower the at-rest heart rate,

provide a mental diversion from work pressures, and offer a means to "let
off steam."
Individuals can teach themselves to reduce tension through relaxation
techniques such as meditation, hypnosis, and biofeedback. The objective is
to reach a state of deep relaxation, in which one feels physically relaxed,
somewhat detached from the immediate environment, and detached from
body sensations. Deep relaxation for 15 or 20 minutes a day released
tension and provides a person with a pronounced sense of peacefulness.
Importantly, significant changes in heart rate, blood pressure, and other
physiological factors result from achieving the condition of deep
relaxation.
Organisational Approaches : Several of the factors that cause stressparticularly task and role demands, and organisational structure- are
controlled by management. As such, they can be modified or changed.
Strategies that management might want to consider include improved
personnel selection and job placement, training, use of realistic goal
setting, redesigning of job, increased employee involvement, improved
organisational communication, offering employee sabbaticals, and
establishment of corporate wellness programs. Individuals with little
experience or an external locus of control tend to be more prone to stress.
Selection and placement decisions should take these facts in consideration.
Obviously, management shouldn't restrict hiring to only experienced

individuals with an internal locus, but such individuals may adapt better to
high-stress jobs and perform those jobs more effectively. Similarly,
training can increase an individual's self-efficacy and thus lessen
job strain.
We concluded that individuals perform better when they have specific and
challenging goals and receive feedback on how well they are progressing
toward these goals. The use of goals can reduce stress as well as provide
motivation. Specific goals that are perceived as attainable clarify
performance expectations. In addition, goal feedback reduces uncertainties
about actual job performance. The result is less employee frustration, role
ambiguity, and stress, Redesigning jobs to give employees more
responsibility, more meaningful work, more autonomy, and increased
feedback can reduce stress because these factors give the employee grater
control over work activities and lessen dependence on others. Role stress is
detrimental to a large extent because employees feel uncertain about goals,
expectations, how they'll be evaluated, and the like. By giving these
employees a voice in the decisions that directly affect their job
performances, management ca increase employee control and reduce this
role stress. So managers should consider increasing employee involvement
in decision making.
Increasing formal organisational communication with employees reduces
uncertainty by lessening role ambiguity and role conflict. Given the

importance that perceptions play in moderating the stress-response

relationship, management can also use effective communications as a
means to shape employee perceptions. Remember that what employees
categorize as demands, threats, or opportunities are merely an
interpretation, and that interpretation can be affected by the symbols and
actions communicated by management.
One final suggestion is to offer organisationally supported wellness
programs. These programs focus on the employee's total physical and
mental condition. For example, they typically provide workshops to help
people quit smoking, control alcohol use, lose weight, eat better, and
develop a regular exercise program. The assumption underlying most
wellness programs is that employees need to take personal responsibility
for their physical and mental health. The organisation is merely a vehicle
to facilitate this end.

CHAPTER- 1
(C) THE ORGANISATIONAL SETTING- JET AIRWAYS
1. About the company
Mission Statement:
Jet Airways is the most preferred domestic airline in India. It is the
automatic first choice carrier for the traveling public and set standards,
which other competing airlines will seek to match.
Jet Airways have achieved this pre-eminent position by offering a high
quality of service and reliable, comfortable and efficient operations.
Jet Airways is an airline which is going to upgrade the concept of domestic
airline travel be a world class domestic airline.
Jet Airways have achieved these objectives whilst simultaneously ensuring
consistent profitability, achieving healthy, long term returns for the
investors and providing its employees with an environment for excellence
and growth.
Quality Certification:
Jet Airways has received an extensive range of awards and commendations
for every kind of service we provide. It efficiency and quality of highest
standards in every sphere of service has earned a pre prestigious Super
brand status.

Jet Airways' In-flight Services have been found to conform to the Quality
Management System Standard : ISO 9001:2000 by the Accredited Unit:
DET NORSKE VERITAS B.V., THE NETHERLANDS, who are
approved by UKAS Quality Management -Accreditation Certification
Bodies (UK Registrars)
Certification for the product and service ranges includes Design,
Development and Delivery of Customer Services that meet world-class
standards.
Jet Airways (India) Ltd. has also earned the distinction of receiving the
IATA Operational Safety Audit (IOSA) Registration.
IATA Operational Safety Audit (IOSA) Registration
Jet Airways (India) Ltd, has earned the distinction of receiving the IATA
Operational Safety Audit (IOSA) Registration. The airline has successfully
completed the Operational Safety Audit and has entered into the IOSA
Registry
IOSA is a quality audit programme under the continuing stewardship of
IATA (International Air Transport Association). It is a globally recognized
and accepted benchmarking and evaluation system for assessing the
operational management and control systems of an airline. IOSA uses
internationally accepted quality audit principles that ensure the audits are

conducted in a standardized and consistent manner. Airlines use IOSA

Registration for a variety of benefits, which include improving Safety
within the airline, code share facilitation, and audit reduction.
With the implementation and international acceptance of IOSA the
industry has achieved the benefits of cost-efficiency through a significant
reduction in audits. The focus and scope of the IOSA audit is on proper
documentation and implementation of standard operating procedures in
various operational areas of the airline such as, Flight Operations, Aircraft
Engineering and Maintenance, Flight Dispatch, Cabin Operations,
Security, Ground Handling and Cargo.
The IOSA Programme is recognised by the member airlines of IATA as a
benchmark for airline safety and quality. At present, 307 airlines
worldwide have entered into the IOSA Registry.
Jet Airways Bags 'The Oscar Of Branding' and becomes a
SUPER BRAND
The prestigious 'Super brand' status has been conferred on Jet Airways
recognizing it as one of the leading Super brands in India.
This 'Oscar of Branding' has been awarded by the world's leading authority
on branding, an independent Super brands Council comprising of the most
eminent professionals in Marketing and Advertising.

With this latest honour, let Airways has joined an exclusive club of this
year's winners from India. The Airline was selected out of a list of 711
leading Indian brands across 98 categories. The selection criteria define a
Super brand as the one, "that has established the finest reputation in its
field. It offers consumers significant emotional and or physical advantages
over its competitors which (consciously or sub-consciously) consumers
want, recognize, and are willing to pay a premium for."
The selection process avoids any ranking by market share and instead
focuses on the brand image and perception of the product. The brands'
dominance, goodwill, consumer loyalty, trust and emotional bonding
influence the selection.
Super brands is a concept that started ten years ago in the United Kingdom
to chronicle case studies of exceptional brands; to pay tribute to them and
their brand guardians. Since then it has been replicated in 25 countries
except India. Some of the leading countries that have the Super brand
concept are Australia, France, Germany, Holland, Hong Kong, Italy,
Malaysia, Philippines, USA, Singapore, Spain, United Arab Emirates,
Indonesia, Ireland, Egypt, and Denmark.
The Airline has won several coveted national and international awards.
These include the Boeing Company's honour for consistently maintaining
the highest technical dispatch reliability in excess of 99 per cent for 2002,

the leading business weekly, Business world's 'India's Most Respected

Company in the Travel and Hospitality Sector' for 2003, Travel Trade
Gazette's (TTG) 'Best Domestic Airline Award' for 2002 among 14
countries in the Asia-Pacific region, Air Transport World (ATW) 'Market
Development Award' for 2001 for the best domestic airline, the Qimpro
Gold Standard for 2001 and the Hospitality & Food Service (H&FS) 'Best
Domestic Airline' award four times.
Inflight Services, ISO 9001 : 2000 re-certified.
Jet Airways' In-flight Services have successfully maintained the ISO
9001:2000 certificate through a re-certification audit conducted in May
2005, on completion of the 3 year validity period of the initial certification
in March 2002.
Whilst confirming that let Airways had complied with ISO criteria, the
external certifying body Det Norske Veritas (DNV) has reconfirmed the
Airlines commitment to the Customer that was evident from the
meticulous wealth of internal data. They indicated that it was a wholly
customer focused organisation, majoring on the DELIGHT factor and
essentially "listened to the voice of the customer".
Jet Airways formulated a Quality Management System for Inflight
Services in February 2001 as part of a comprehensive exercise to
implement ISO in select operational areas. Qualteam Consultants were

selected to assist in the certification process. A core group led by a

Management Representative of Jet Airways was constituted to ensure that
the quality management system developed by Inflight Services would meet
ISO requirements.
This group identified core processes as well as sub-processes required to
support Inflight operations. It met with respective departments within
Inflight Services to 'flowchart' all the processes and develop the Process
Manual. The Quality Manual, which is the apex document, was also
developed during this period.
To ensure that the Quality Policy, Objectives and Processes were
understood and complied with, all Inflight staff were given a half-day
training.
Det Norske Veritas was selected as the external certifying body, based on
its reputation in the auditing of service organisations. The re-certification
audit held in May, 2005, examined documented processes through an
intensive examination at Inflight Services Headquarters in Mumbai, onboard services and also at the crew bases in Mumbai, Delhi and Chennai.
Jet Airways Chairman, Mr. Naresh Goyal was recently conferred India's
premier quality honour, the Qimpro Gold Standard 2001 for adopting
world-class quality models.

2. Code Of Business Conduct And Ethics

I. INTRODUCTION
This Code Business Conduct and Ethics (Code) has been adopted by let
Airways (India) Limited to comply with applicable law and the rules
and regulations of the Stock Exchanges on which the securities of the
Company are listed.
This Code covers a wide range of business practices and procedures and
serves as a guide to ethical decision-making. This Code does not cover
every issue that may arise, but it sets out basic policies to guide
directors, officers and employees of the Company and its affiliates. All
directors, officers and employees must become familiar with this Code
and conduct themselves in accordance with these policies and seek to
avoid even the appearance of improper behaviour.
The principal duty of the Board of Directors, along with management, is
to ensure that the Company is well managed in the interests of its
shareholders. The Board of Directors plays the central role in the
Company's governance. It Is the Company's decision-making authority
on all matters except those reserved to shareholders or delegated to the
management. The Board of Directors is not expected to assume an
active role in the day-to-day management of the Company.

Those who violate the policies in this Code subject to disciplinary

action, up to and including discharge from the Company.
II. GUIDELINES FOR CONDUCT OF DIRECTORS
Each director should seek to use due care in the performance of his/her
duties, be loyal to the Company, act in good faith and in a manner such
director reasonably believes to be not opposed to the best interests of the
Company. A director should seek to also:
(a) make reasonable efforts to attend Board and committee meetings;
(b) dedicate time and attention to the Company; and
(c) seek to comply with all applicable laws, regulations, confidentiality
obligations and corporate policies of the Company.
III. CORPORATE BUSINESS OPPORTUNITIES
In carrying out their duties and responsibilities, employees and directors
are prohibited from: (a) appropriating corporate business opportunities
for themselves that are discovered through the use of Company
resources or information or their position as directors or employees;
(b) using Company resources or information, or their position as
directors or employees, for personal gain; and
(c) competing with the Company, directly or indirectly.
A corporate business opportunity is an opportunity:

(1) which is in the Company's line of business or proposed expansion or

diversification, (2) which the Company is financially able to undertake
and
(3)

which may be of interest to the Company. A director or

employee who learns of such a corporate business opportunity

and

who wishes to avail of it should first disclose such

opportunity to the Company's Board of Directors. If the Board

of

Directors determines that the Company does not have an

actual

or expected interest in such opportunity, then, and only then,

may

the director or employee avail of it, provided that the director

or

employee has not wrongfully utilized the Company's

resources in order to acquire such opportunity.

Fleet

Information : Jet-Airways fly one of the youngest fleet in the

world.

Here is detailed information about aircrafts:

Aircraft
ATR 72-500
Boeing 737-800
Boeing 737-900
Boeing 737-400
Boeing 737-800
Boeing 737-200
Boeing 737-800
Boeing 737-700
Boeing 777-300E
Boeing 737-800
Total

Number
08
17
02
04
02
04
03
13
02
07
62

CHAPTER -2

RESEARCH
METHODOLOGY AND
STATISTICAL TOOLS

CHAPTER- 2
RESEARCH METHODOLOGY AND STATISTICAL TOOLS

The present study is non-experimental and exploratory in nature that could

be categorized as questionnaire - based case study. It has been conducted
on the officers of Jet-Airways. Around 50 printed questionnaires were
distributed to various officers of Jet-Airways randomly, who are located at
Jodhpur. But only 22 completed questionnaire were received which
became the sample size for the study. Thus, the response rate has been
around 50%. The statistical tool used to present the research results is in
percentile.
The present piece of research makes an exploratory study of analyzing
stress level in employee of Jet-Airways by using structured questionnaire.
Therefore, an attempt has also been made to measure and analyses stress
level using the questionnaire instrument developed by R.Strees.
Following objectives have guided the present research work:1. To measure, explore and analyze level of stress using a structured
questionnaire.
2. Testing certain hypotheses.
3. Discussing managerial and organisational implications and presenting
certain recommendations for improving managerial action.

4. Generating 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.
Though case study conclusions are not regarded as generalizations or even
the basis of deriving valid generalizations, the present work may help the
relevant managers in examining their stress level that might enable them to
be effective managers in their own organisational setting, that is Jet
Airways. With limited resources available to an individual University
academic researcher like me, the present work will contribute usefully to
enhance the existing knowledge base in the field of organisational change
and stress management. Further, on the basis of the conclusions of this
investigation some useful and valid hypotheses could be formulated for
further testing through a large and comprehensive study for making
necessary generalizations in the Indian context.
As the present work is questionnaire-based case study, the collection of
requisite data was done with the help of printed questionnaire consisting of
four separate sections. Part I of the questionnaire sought general
information about the respondents such as their age group, work
experience and gender differences.
Data analysis work has been carried out by using following variables.

Dependent variable

Independent variable

1. Resist to change

1. Age

2. Ready to change

2. Managerial Experience
3. Gender

The research report contains one separate chapter analyzing the result of
the study. Chapter 3 contains the results and discussions as a general
analysis of the data obtained. Following hypothesis were formulated for
testing them in the present research work.
1. Self-monitoring personality of a manager is associated with style
Effectiveness, Style Flexibility, Motivational Profile, and the most
used style.
2. Motivational Profile of a manager is associated with Style
effectiveness, Style Flexibility and the most used style.
3. A Dominant or a most used style as well as Style Flexibility are not
associated with effectiveness in terms of Situational Leadership Model
(SLM) of Paul Hersey and K Blanchard.
4. Biographical variables of a manager such as Age, Educational Level,
Educational Discipline, Managerial Experience and Managerial Level
are associated with Style Flexibility, Motivational Profile, Dominant
Style, Style Effectiveness and Self-monitoring.

CHAPTER -3

RESULTS AND
DISCUSSIONS

CHAPTER- 3
RESULTS AND DISCUSSIONS
Research study carried out on various individuals of varying age, job
experience, inclusive of both males and females, working in different
organisations states that's their stress level depends on many factors. How
will they respond to turbulent changes depends objectively on their ability
to cope up with stress. People with varying outhaul backgrounds possess
inherent difference which is visualized in their work preferences and
priorities. Beside environment in which they are working always effect
their working efficiency.
3.1 Impact of Change: Overall Position
Table (1) indicates that 65% of people are ready to change and 35% resist
change. It can be said that people generally are more prepared for change
and accept them:
Table 1
65%

Ready to change

35%

Resist to Change

Table (2) Clearly indicates that more males resist to change as compared to
their female counterparts. This is shown in the table that 70% of females
are ready to change while only 45% males are ready for accepting change
55% males resist and 30% females resist to change.

3.2 Impact of Change : Gender Position

Table 2
Gender
Male
Female

Ready to change
45%
70%

Resist to change
55%
30%

Table (3) Indicates that 60% people already for changes, as compared to
35% people having experiences of maximum to 10 years but more than
five years. Similarly resistance for change in 40% when they have worked
for less than five years an compared to 65% when they have worked for
more than five years.
3.3 Impact of Change : Work Experience Position
Table 3
Work Experience (in

Ready to change

Resist to change

60%
35%

40%
65%

yrs.)
05
510

Table (4) Clearly indicates that people of younger age group are more
ready for change and resist to change as they attain elderly age. This is
demonstrated in the table that as age increases readiness for change devises
as 75%, 55%, 50% and almost 0%. Thus, resistance increase like 25%,
45%, 50% and almost 100%.
3.4 Impact of Change : Age Factor Position
Table 4

Age (in years)

2023
2326
2629
2932

Ready to change
75%
55%
50%
0%

Resist to change
25%
45%
50%
100%

CHAPTER- 4
CONCLUSION
4.1 Summary and Implications for Managers
From the above table, following conclusions can be made :
(i)

Females are more prepared for change as compared to their male

females. They are responsive for change and do not resist. While
males are resistant to change deliberately, and thus want stability
rather than frequent changes.

(ii)

As the job experience increase, people don't want to change. They

want to remain in that track. Possible reasons may be that they are
adjusted with their present condition and want to remains in that
only. They feel to progress, in that stream. While females, might be
due to socio-cultural seasons, are prepared to change more. After
marriage, she has to move at her husband's place. So, she feels to
accept change always, rather, than to resist it.

(iii)

As the age of the person increases, he attains the tendency of being

in his routine. He has already learnt to set the thing, as per his
requirements, now, it would be slightly changeovers because he
don't want to take risk. This he resists it. His resistance for new
situations increases.

(iv)

People are more dynamic in the initial stages of life. They are
prepared to relocate themselves new and then, as required. But with

the increase in age, energy level deceases, and feeling of being

stable increases. His nature of being dynamic decreases so, it can be
said that young people can work more and can see more hardships,
rather, when they grow in age.
Thus, various factors, are there for the person to cope up with stress. It all
depend on his age, experience of course even one gender basis. Situations
may be different for male and female, and their backgrounds, matter lot to
arrive at any decision. When individual belonging to varying biodiversities, various culture his thinking develops awarding that and he is
mentally prepared for change and able to get through stress. It he is unable
to change as per prevailing conditions, he feels stressed.
If environments were perfectly static, if employees' skill and abilities were
always up to date and incapable of deteriorating, and if tomorrow were
always exactly the same as today, organisational change would have little
or no relevance to managers. But the real world is turbulent, requiring
organisations and their members to undergo dynamic change if they are to
perform at competitive levels.
Managers are the primary change agents in most organisations. By the
decisions they make and their role-modeling behaviours, they shape the
organisation's change culture. For instance, management decisions related
to structural design, cultural factors, and human resource policies largely
determine the level of innovation within the organisation. Similarly

management decisions, policies, and practices will determine the degree to

which the organisation learns and adapts to changing environmental
factors.
We found that the existence of work stress, in and of itself, need not imply
lower performance. The evidence indicates that stress can be either a
positive or a negative influence on employee performance. For many
people, low to moderate amounts of stress enable them to perform their
jobs better, by increasing their work intensity, alertness, and ability to
react. However, a high level of stress, or even a moderate amount
sustained over a long period, eventually takes its toll, and performance
declines. The impact of stress on satisfaction is far more straightforward.
Job-related tension tends to decrease general job satisfaction. Even though
low to moderate levels of stress may improve job performance, employees
find stress dissatisfying.
4.2 Research and Practical Implications:
Subject with higher Schedule of Recent Experiences (SRE) scores had
significantly more problems with chronic headaches, sudden cardiac death,
pregnancy and birth complications, tuberculosis, diabetes, anxiety,
depression, and a host of minor physical ailments. Meanwhile, academic
and work performance declined as SRE score increased. Negative (as
opposed to positive) personal life changes were associated with greater
susceptibility to colds and job stress and lower levels of job satisfaction

and

organisational

commitment.

Finally,

life

events

that

were

uncontrollable (e.g., death of spouse), rather than controllable (such as

marriage), were more strongly associated with subsequent illness and
depression.
The key implication is that employee illness and job performance are
affected by extra-organisational stressors, particularly those that are
negative and uncontrollable. Because employee do not leave their personal
problems at the office door or factory gate, management needs to be aware
of external sources of employee stress. Once identified, training programs
or counseling can be used to help employees cope with these stresses. This
may not only reduce costs associated with illnesses and absenteeism, but
may also lead to positive work attitudes and better job performance.
Burnout : Burnout is a stress- induced problem common among members
of "helping professions such as teaching, social work, employee, relations,
nursing and low enforcement. It does not involve a specific feeling,
attitude, or physiological outcome anchored to a specific point in time.
Rather burnout is a conditions that occurs over time and is characterized by
emotional exhaustion and a combination of negative attitudes. Table 1
describes 10 attitudinal characteristics or burnout. Experts say a substantial
number of people suffer from this problem. For a recent national study of
3,718 Americans indicated that 59 per cent were burned out.

Table 1 : Attitudinal Characteristics of Burnout

Attitude
Fatalism
Boredom
Discontent
Cynicism

Description
A feeling that your lack control over your work
A lack of interest in doing your job.
A sense of being unhappy with you job.
A tendency to undervalue the content of your job and the

Inadequacy
Failure

rewards received.
A feeling or not being able to meet your objectives.
A tendency to discredit your performance and conclude

Overwork

that you are ineffective.

A feeling of having too much to do and not enough time

to complete it.
Nastiness
A tendency to be rude or unpleasant to your co-workers.
Dissatisfaction A feeling that your are not being justly rewarded for your
Escape

efforts.
A desire to give up and get away from it all.

A Model of Burnout: Burnout develops in phases. The three key phases

are emotional exhaustion, depersonalization, and feeling a lack of personal
accomplishment. Emotional exhaustion is due to combination of personal
stressors, and job and organisations in which they work tend to create more
internal stress which, in turn, leads to emotional exhaustion. Similarly,
emotional exhaustion is fueled by having too much work to do, by role
conflict, and by the type of interpersonal interactions encountered at work.
Over time, emotional exhaustion exhaustion leads to depersonalization,
which is a state of psychologically withdrawing from one's job. The
additive effect of these three phases is a host of negative attitudinal and
behavioural outcomes.

Research Findings and Prevention : Burnout develops in phases. It is

also significantly associated with personal stressors, job and organisational
stressors, a lack of feedback, low job satisfaction, turnover, absenteeism,
impairment of interpersonal relationships with family and friends,
insomnia and quality and quantity of performance. This research
underscores the organisational need to reduce the stress-induced problem
of Burnout.
Removing personal stressors and job and organisational stressors is the
most straightforward way to prevent Burnout. Managers also can reduce
Burnout by buffering its effects. Buffers, are resources or administrative
changes that alleviate the symptoms of Burnout. Potential buffers include
extra staff or equipment at peak work periods, support from top
management, increased freedom to make decisions, recognition for
accomplishments, time off for personal development or rest, and equitable
rewards. Decreasing the quantity and increasing the quality of
communications is another possible buffer. Finally, managers can change
the content of an individual's job by adding or eliminating responsibilities,
increasing the amount of participation in decision- making, altering the
pattern of interpersonal contacts, or assigning the person to a new position.
There are also two long-term strategies for reducing Burnout that are
increasingly being used by companies. Apple Computer, American
Express, IBM, McDonald's Corporation, and Intel, for instance used

sabbaticals to replenish employees' energy and desire for work. These

programs allow employees to take a designated amount of time off from
work after being employed a certain number of years. McDonald's grants
paid sabbaticals after 10 years of employment; for Intel, it is eight weeks
off with pay after seven years for every full-time employee. An employee
retreat is the second long-term strategy. Retreats entail sending employees
to an outside location for 3 to 5 days. While there, everyone can relax,
reflect, or engage in team and relationship building activities. Hallmark
Cards uses retreats to help in the fight against Burnout.
Stress Moderators : Moderators, once again, are variables that cause the
relationships between stressors, stress, and outcomes to be weaker for
some people and stronger for others. Managers with a working knowledge
of important stress moderators can confirm employee stress in the
following ways.
1.

Awareness of moderators helps identify those most likely to

experience stress and its negative outcomes. Stress reduction
programs then can be formulated for high-risk employees.

2.

Moderators, in and of themselves, suggest possible solutions

for reducing negative outcomes of occupational stress.

Keeping these objectives in mind, we will examine four important

moderators: social support, coping, hardiness, and type a behaviour.

Social Support : Talking with a friend or going to see a movie can be

comforting during times of fear, stress, or loneliness. For a variety of
reasons, meaningful social relationships help people do a better job of
handling stress. Social supports is the amount of perceived helpfulness
derived from social relationships. Importantly, social support is determined
by both the quantity and quality of an individual's social relationships.
A model of Social Support: One's support network must be perceived
before it can be used. Supports networks evolve from five sources : 1.
Cultural norms,

2. Social institutions, 3. Companies, 4. Groups, or 5.

individuals. For there is culture is thus a storage source of social supports

for older Japanese people. Alternatively, individuals may fall back on
social institutions such as Social Security or the American Red Cross,
religious groups, or family and friends for support. In turn, these various
sources provide four types of support :

Esteem support : Providing information that a person is accepted

and respected despite any problems or inadequacies.

Informational support: Providing help in defining, understanding,

and coping with problems.

Social companionship : Spending time with others in leisure and

recreational activities.

Instrumental Support. Providing financial aid, material resources,

or needed services.

Global social support, encompassing the total amount of support available

from the four sources, is applicable to any situation at any time. The
narrower functional social support buffers the effect of stressors or stress
in specific situations. When relied on in the wrong situation, functional
social supports is not very helpful. For if you lost your job, unemployment
compensation (instrumental support) would be a better buffer than
sympathy from a bartender.
Research Findings and Managerial Lessons : Research shows that
global social supports is negatively related to mortality. In other words,
people with low social support tend to die earlier than those with strong,
social support networks. Further, global support protects against
depression, mental illness, pregnancy complications, anxiety, high blood
pressure, and a variety of other ailments. In contrast, negative social
support, which amounts to someone undermining another person,
negatively affects one's mental health. We would all be well advised to
avoid people who try to undermine us. Moreover, there is not clear pattern
of results regarding the buffering efforts of both global and functional
social supports. It appears that social support does buffer against stress, but
we do not know precisely when or why. Additional research is needed to
figure out this inconsistency. Finally, as suggested, global social support is
positively related to the availability of support resources; that is, people

who interact with a greater number of friends, family, or co-workers have

a wider base of social support to draw upon during stressful periods.
The coping process has three major components : (1) situational and
personal factors, (2) cognitive appraisals of the stressor, and (3) coping
strategies.
Situational and Personal Factors: Situational factors are environmental
characteristics that affect how people interpret (appraise) stressors. For the
ambiguity of the situation- such as walking down a dark street at night in
an unfamiliar area makes it difficult to determine whether a potentially
dangerous situations exists.
Personal factors are personality traits and personal resources that affect the
appraisal of stressors. Traits such as locus of control, self-esteem, selfefficacy and work experience were also found to affect the appraisal of
stressors.
Cognitive Appraisal of Stressors : Cognitive appraisal reflects an
individual's overall evaluation of a situation or stressor. Appraisal is an
important component within the stress process because people appraise the
same stressors differently. For some individuals perceive unemployment
as a positive, liberating experience, whereas other perceive it as a negative,
debilitating one.
Cognitive appraisal results in a categorization of the situation or stressor as
either harmful, threatening, or challenging.

Coping Strategies : Coping strategies are characterized by the specific

behaviours and cognition used to cope with a situation. People use a
combination of three approaches to cope with stressors. The first called a
control strategy, consists of using behaviours and cognition to directly
anticipate or solve problems. A control strategy has a take- charge tone.
In contrast to tackling the problem head-on, an escape strategy, amounts to
running away: behaviours and cognition are used to avoid or escape
situations. Individuals use this strategy when they passively aspect
stressful or avoid them by failing to confront the cause of stress (an
obnoxious co-worker, for instance). Finally, a consists of using methods
such as relaxation, meditation, or medication to manage the symptoms of
occupational stress.
Research Findings And Managerial Recommendations: As suggested
by an individual's appraisal of a stressor correlates with the choice of a
coping strategy. In further support of the coping model, personal factors,
appraisal, and coping all significantly predicated psychological symptoms
of stress. Nonetheless, research has not clearly identified which type of
coping strategy control, escape, or symptom management- is most
effective. It appears that the best coping strategy depends on the situation
at hand.
The preceding results suggest that employees should be taught a
contingency approach to coping with organisational stressors. This might

begin by helping employees identify those stressors that they perceive as

harmful or threatening. Training or managerial support can then be used to
help employees and possibly eliminate the most serious stressors. The final
section of this chapter describes specific techniques for that purpose.
Hardiness : Suzanne Kobasa, a behavioural scientist, identified a
collection of personality characteristics that neutralize occupational stress.
This collection of characteristics, referred to as hardiness, involves the
ability to perceptually or behaviourally transform negative stressors into
positive challenges. Hardiness embraces the personality dimension of
commitment, locus of control, and challenge.
Personality Characteristics of Hardiness : Commitment reflects the
extent to which an individual is involved in whatever he or she is doing.
Committed people have a sense of purpose and do not give up under
pressure because they tend to invest themselves in the situation.
Individuals with an internal locus of control believe they can influence the
events that affect their lives. People possessing this trait are more likely to
foresee stressful events, thereby producing their exposure to anxiety
reducing situations. Moreover, their perception of being in control leads
"internals" to use proactive coping strategies.
Challenge is represented by the belief that change is a normal part of life.
Hence change is seen as an opportunity for growth and development rather
than a threat to security.

Hardiness Research and Application: A five-year study of 259 managers

from a public utility revealed that hardiness commitment, locus of control
and challenge-reduced the probability of illness following exposure to
stress. Hardy undergraduate students were similarly found to display lower
psychological distress and heart rate in response to a threatening task than
their less hardy counterparts. Hardy students were also more likely to
interpret stressors as positive and controllable, supporting the idea that
hardy individuals perceive situations in less stressful ways. Finally, a study
of 73 pregnant women further revealed that hardy women had fewer
problems during labor and more positive perceptions about their infants
than unhandy women.
One practical offshoot of this research is: organisational training and
development programs that strengthen the characteristics of commitment,
personal control, and challenge. Because of cost limitations, it is necessary
to target key employees or those most susceptible to stress (e.g., air traffic
controllers). The hardiness concept also meshes nicely with job design.
Jobs can be redesigned to take fuller advantage of hardiness
characteristics. A final application of the hardiness concept is as a
diagnostic tool: employees scoring low on hardiness would be good
candidates for stress-reduction programs.
Type A and Type B Personality: One dimension of personality which is
getting attention both from organisational as well as medical researchers is

the Type A and Type B behaviour profiles. A person exhibiting Type A

behaviour is generally restless, impatient with a desire for quick
achievement and perfectionism. Type B is much more easy going, relaxed
about time pressure, less competitive, and more philosophical in nature.
Some of the characteristics of Type A personality are given below:

Is restless, so that he always moves, walks, and eats rapidly.

Is impatient with the pace of things, dislikes waiting, and is

impatient with those who are not impatient.

Does several things at once.

Tries to schedule more and more in less and less time, irrespective
of whether everything is done or not.

Usually does not complete one thing before starting on another.

Uses nervous gestures such as a clenched fist and banging on

table.

Does not have time to relax and enjoy life.

Type B behaviour is just the opposite and is more relaxed, sociable and has
a balanced outlook on life.
Type A behaviour profile tends to be obsessive and managers with such
behaviour, are hard-driving, detail-oriented people with high performance
standards. Such managers have difficulties in developing cordial
interpersonal relationships and they create a lot of stress for themselves

and other people. They feel specially pressurized if they have to complete
a task within a given deadline. The B persons, on the other hand, do put in
extra effort in order to meet a deadline but do not feel pressurized.
Those persons who are classified as Type A have a strong desire and
tendency to control all aspects of the situation and, if they are unable to
control a situation, they react with anger and frustration. Because of their
obsession with perfection, they are more apt to fear failure and, even if
their work is good, they tend to underestimate the quality of their work. In
the case of negative outcomes, they blame themselves more than external
factors. A comprehensive identification of Type A personality is given by
Karen A. Mathews as follows:
"The Type A pattern can be observed in any person who is aggressively
involved in a chronic, incessant struggle to achieve more and more in less
and less time and if required to do so against the opposing efforts of other
things or other persons. The over manifestations of this struggle include
explosive accelerated speech; a heightened pace of living; impatience
with slowness concentrating on more than one activity at a time selfpreoccupation; dissatisfaction with life.
Research has indicated that such patterns of behaviour, as exhibited by
Type A personality lead to health problems, and specially heart related
illness. In contrast Type B persons may be hard-working but feel no

pressing conflict with people or time and hence, are not prone to stress
and coronary problems.
Type A Behaviour Pattern: Cardiovascular disease is the leading cause
of death among adults in Western industrialized Countries. Because Type
A Behaviour was linked to cardiovascular disease, researchers made a
significant effort in identifying Type characteristics and situations that
elicit this behaviour pattern.
Type A Behaviour Defined: According to Meyer Friedman and Ray
Rosenmen (the cardiologists who isolated the Type A syndrome in
the 1950s):
Type A behaviour pattern is an action-emotion complex that can be
observed in any person who is aggressively involved in a chronic,
incessant struggle to achieve more and more in less and less time and if
required to do so against the opposing efforts of other things or persons. It
is not psychosis or a complex of worries or fears or phobias or obsessions
but a socially acceptable--indeed often praised-form of conflict. Persons
possessing this pattern are also quite prone to exhibit a free-floating but
extraordinarily well-rationalized hostility. As might be expected there are
degrees in the intensity of this behaviour pattern.
Type A Characteristics: While labeling Type A behaviour as" hurry
sickness" Fried man and Rosenmen noted that Type A individuals
frequently tend to exhibit most of the behaviours listed. In high-pressure,

achievement-oriented schools and work environments, Type A behaviour

is unwittingly cultivated and even admired.
OB research has demonstrated that Type A employees tend to be more
productive than their Type B co-workers. For instance, Type A behaviour
yielded a significant and positive correlation with 920 students' grade point
average, the quantity and quality of 278 university professors'
performance, and the sales performance of 222 life insurance brokers. On
the other hand, Type A behaviour is associated with sonic negative
consequences.
Table 2 : Type A Characteristics
1.

Hurried speech : explosive accentuation of key words.

2.

Tendency to walk, move, and eat rapidly.

3.

Constant impatience with the rate at which most events take

place (e.g., irritation with slow-moving traffic, and slow-talking and
slow-to-act people).

4.

Strong preference for thinking of, or doing two or more things at

once (e.g., reading this text and doing something else at the same
time).

5.

Tendency to turn conversations around to personally meaningful

subjects or themes.

6.

Ttendency to interrupt, while other are speaking, to make your

point or to complete their trains of thought in your own words.

7.

Guilt feelings during periods of relaxation or leisure time.

8.

Tendency to be oblivious to surroundings during daily activities.

9.

Greater concern for things worth having than with things worth
being.

10.

Tendency to schedule more and more in less and less time; a

chronic sense to time urgency.

11.

Feelings of competitions rather can than compassion when faced

with another Type A person.

12.

Development of nervous tics or characteristic gestures.

13.

A firm belief that success is due to the ability to get things done
faster than the other guy.

14.

A tendency to view and evaluate personal activities and the

activities of other people in terms of "numbers" (e.g. number of
meetings attended, telephone calls made, visitors received).

A recent meta-analysis of 99 studies revealed that Type A individuals had

higher heart rates, diastolic blood pressure, and systolic blood pressure
than Type B people. Type A people also showed greater cardiovascular
activity when they encountered the following situations:
Unfortunately for Type A individuals, these situations are frequently
experienced at work. A second meta-analysis of 83 studies further
demonstrated that the hard driving and competitive aspects of Type A are
related to coronary heart disease, but the speed and impatience and job
involvement aspects are not. This meta-analysis also showed that feelings
of anger, hostility, and aggression were more strongly related to heart
disease than to Type A behaviour.

Do these results signal the need for Type A individuals to quit working so
hard? Not necessarily. First the research indicated that feelings of anger,
hostility, and aggression were more detrimental to our health than being
Type A. We should all attempt to reduce these negative emotions. Second,
researchers have developed stress reduction techniques to help Type A
people pace themselves more realistically and achieve better balance in
their lives; they are discussed in the next section of this chapter.
Management can help Type A people, however, by not overloading them
with work despite their apparent eagerness to take an ever-increasing
workload. Managers need to actively help, rather than unthinkingly
exploit, Type A individuals because the premature disability or death of
valued employees erodes long-run organisational effectiveness.
Stress- Management Techniques: A national survey conducted by Louis
Harris Associates revealed that Americans are fatter, do less strenuous
exercise, eat less healthful foods, experience more stress and sleep less
than they did in the 1980s. All told, the American Medical Association
estimated that lifestyle and social problems contribute more than $171
billion annually to our nation's health care costs. It is, therefore, not
surprising that organisations are increasingly implementing a variety of
stress-reduction programs to help employees cope with modern-day stress.
There are many different stress-reduction techniques available. The four
most frequently used approaches are muscle relaxation, biofeedback,
meditation, and cognitive restructuring. Each method involves somewhat
different ways of coping with stress.

Muscle Relaxation: The common denominators of various muscle

relaxation techniques are: slow and deep breathing, a conscious effort to
relieve muscle tension, and an altered state of consciousness. Among the
variety of techniques available, progressive relaxation is probably most
frequently used. It consists of repeatedly tensing and relaxing muscles.
beginning at the feet and progressing to the face. Relaxation is achieved by
concentrating on the warmth and calmness associated with relaxed
muscles. Take few moments now to try this technique as described here.
Sitting in a chair, start by taking slow, deep breaths. Inhale through your
nose and exhale through your mouth. Continue until you feel calm. Begin
progressive relaxation by pointing your toes toward the ceiling for 10
seconds. Concentrate on the tension within your calves and feet. Now
return your toes to a normal position and focus cm. the relaxed state of
your legs and feet. (Your goal is to experience this feeling all over your
body.) Tense and relax your feet for 10 seconds one more time. Moving to
your calves and, continuing all the way to the muscles in your face, tense
one major muscle at a time for 10 seconds and then let it relax. Do this
twice for each muscle before moving to another one. You should feel
totally relaxed upon completing this routing.

Table 3
Technique

Description

Assessment

Muscle relaxation

Uses slow deep breathing, Inexpensive and easy

systematic

muscle

tension to use, may require a

reduction, and an altered state trained professional to

of consciousness to reduce implement.
Biofeedback

stress.
A machine is used train Expensive due to costs
people to detect muscular of equipment; however,
tension, muscle relaxation is equipment can be used
then used to alleviated this to evaluate
symptom of stress.

effectiveness of other
stress-reduction

Meditation

programs.
The relaxation responses is Least expensive,
activated by redirecting one's simple to implement
thoughts away from oneself' a and can be practiced

Cognitive

four-step procedure is used.

almost anywhere.
Irrational or maladaptive Expensive because it

restructuring

thoughts are identified and requires a trained

replaced with those that are psychologist or

Holistic wellness

rational or logical
counselor.
A broad, interdisciplinary Involves inexpensive
approach that goes beyond but often behaviorally
stress reduction by advocating difficult lifestyle
that people strive for personal changes.
wellness in all aspects of their

lives.
Biofeedback: A biofeedback machine is used to train people to detect and
control stress-related symptoms such as tense muscles and elevated blood
pressure. The machine translates unconscious bodily signs into a

recognizable cue (flashing light or beeper). Muscle relaxation and

meditative techniques are then used to alleviate the underlying stress. The
person learns to recognize bodily tension without the aid of the machine.
In turn, according to the advocates of biofeedback, this awareness helps
the person proactively cope with stress.
Meditation: Meditation activates a relaxation response by redirecting
one's thoughts away from oneself. The relaxation response is the
physiological opposite of the fight-or-flight stress response. Importantly,
however, the relaxation response must be learned, and consciously
activated, whereas the stress response is automatically engaged. Herbert
Benson, a Harvard medical doctor, analyzed many meditation programs
and derived a four-step relaxation response. The four steps are (l) find a
quiet environment (2) use a mental device such as a peaceful word or
pleasant image to shift the mind from externally oriented thoughts, (3)
disregard distracting thoughts by relying on a passive attitude, and (4)
assume a comfortable position-preferably sitting erect-to avoid undue
muscular tension or going to sleep. Benson emphasizes that the most
important factor is a passive attitude. Maximum benefits supposedly are
obtained by following this procedure once or twice a day for 10 to 20
minutes, preferably just before breakfast and dinner. People following this
advice experienced favorable reductions in blood pressure and anxiety
levels, and slept better.

Cognitive Restructuring: A two-step procedure is followed. First,

irrational or maladaptive thought processes that create stress are identified.
For example, Type A individuals may believe they must be successful at
everything they do. The second step consists of replacing these irrational
thoughts with more rational or reasonable ones. Perceived failure would
create stress for the Type A person. Cognitive restructuring would alleviate
stress by encouraging the person to adopt a more reasonable belief about
the outcomes associated with failure. For instance, the person might be
encouraged to adopt the belief that isolated failure does not mean he or she
is a bad person or a loser.
Effectiveness of Stress-Reduction Techniques: Two teams of OB
researchers reviewed the research on stress management interventions.
Although needs of the Published research is methodologically weak,
results offer Preliminary support for the conclusion that muscle relaxation,
biofeedback, meditation, and cognitive restructuring all help employees
cope with occupational stress.
A Holistic Wellness Model: A holistic wellness approach encompasses
and goes beyond stress reduction by advocating that individuals strive for
"a harmonious and productive balance of physical, mental, and social wellbeing brought about by the acceptance of one's personal responsibility for
developing and adhering to a health promotion program". Five dimensions
of a holistic wellness approach are as follows:

1.

Self-responsibility: Take personal responsibility for your wellness

(e.g., quit smoking, moderate your intake of alcohol, wear your seat
belt). A study of 4,400 people revealed that continuous smoking
throughout one's life reduces life expectancy by 18 years.

2.

Nutritional awareness: Because we are what we eat, try to increase

your consumption of foods high in fiber, vitamins, and nutrients-such
as fresh fruits and vegetables, poultry, and fish -while decreasing those
high in sugar and fat.

3.

Stess reduction andrelaxation : Use the techniques just discussed

to relax and reduce the symptoms of stress.

4.

Physical fitness: Exercise to maintain strength, flexibility,

endurance, and a health body weight. More than 50,000 US companies
have established fitness. programs for employees. A recent review of
employee fitness programs indicated that they were a cost-effective
way to reduce medical costs, absenteeism, turnover. and occupational
injuries. Fitness programs were also positively linked with job
performance and job satisfaction.

5.

Environment sensitivity: Be aware of your environment and try to

identify the stressors that are causing your stress. A control coping
strategy might be useful to eliminate stressors.

6.

In conclusion, advocates say that both personal and professional life

can be enriched by adopting a holistic approach to wellness.

BIBLIOGRAPHY & REFERENCES

1. Based on "New Management", www.samsung.com; W.J. Holstein,
"Samsung's Golden Touch." Fortune, April 1, 2002, pp. 89-94;
H.W.Choi, "Samsung Remakes Itself by Revamping Its Image," Wall
Street Journal, November 17, 2003, p.C3; "Yun Jong Yong;
Samsung," Business Week, January 12, 2004, p.65; and H. Brown and
J.Doebele, "Samsung's Next Act," Forbes, July 26, 2004, pp.102-07.
2. L.Lee, "Taps for Music Retailers" Business Week, June 23, 2003; and
J. Scott, "Big Music Retailer Is Seeking Bankruptcy Protection," New
York Times, February 10, 2004, p.D1.
3. K.H. Hammonds, "Practical Radicals" Fast Company, September
2000, pp. 162-74; and P.C. Judge, "Change Agents," Fast Company,
November 2000, pp. 216-26.
4. J.Taub, "Harvard Radical," The New York Times Magazine, August
24, 2003, pp. 28-45.
5. J.P. Kotter and L.A. Schlesinger, "Choosing Strategies for Change"
Harvard Business Review, March-April 1979, pp. 106-14.
6. J. Pfeffer, Managing with Power : Politics and Infulence in
Organisations (Boston: Harvrd Business School Press, 1992), pp. 7
and 318-20; and D. tics Through Business Process Reengineering"
Human Relations, June 1998, pp. 761-98.

APPENDICES

APPENDICES - 1
The Questionnaire

APPENDICES - 2
Data of Responses

Data of Responses
MASTER DATASHEET OF RESPONSES
S.No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.

Name
Ms. Sonal Sharma
Mr. Vipin Mogha
Mr. Puneet Yadav
Mr. Hemendra Mehta
Mr. Vikas Hingorani
Mr. Rajendra
Mr. Naveen Kothari
Mr. Veer Bahadur Singh
Mr. Jimmy Jose
Mr. Amit Chandel
Mr. Ravi Bhagchandani
Ms. Sangeeta Rathore
Ms. Salina Samual
Ms. Surbhi Singh
Ms. Kavita Singh
Ms. Shraddha
Mr. Gaurav Kapoor
Ms. Varsha Pehlajani
Ms. Varsha Bhagchandani
Ms Kavita Gehlot

Gender
F
M
M
M
M
M
M
M
M
M
M
F
F
F
F
F
M
F
F
F

Age
(Yrs.)
23
23
25
32
24
28
25
24
24
30
27
25
24
22
22
20
25
24
26
27

Exp.
(Yrs.)
1.5
0.3
3.5
8
2.5
1.5
1
1.5
0.9
7
3
3
3
1
0.6
0.6
15
2
4.5
1

3
2
1
4
5
5
11
13
7
14
10
4
0
0
2
3
5
2
5
8

10
5
7
9
4
5
6
1
7
0
9
3
6
8
5
2
3
11
2
2

7
1
7
5
9
7
1
4
6
2
2
6
7
7
8
9
7
2
3
6

6
8
5
5
6
6
4
0
5
5
5
7
7
11
10
9
8
1
9
4

0
10
3
3
2
3
4
8
3
5
0
6
5
0
1
1
2
2
6
6

Stress
Level (%)
68
97
82
73
75
77
62
67
64
65
54
86
89
81
81
80
82
98
86
85

21.
22.

Mr. Sahaji Peter

Ms. Rajni Tiwari

M
F

27
21

3
1

9
2

0
5

4
7

13
8

0
2

78
84

QUESTIONNAIRE
Dear Respondent,
This two-part questionnaire has been prepared to collect basic data for conducting academic research for Masters in Business
Administration. It aims at measuring the effect of organisational change on the individual and coping with stress level thereby. Your
kind cooperation by completing this questionnaire would be important contribution to management research. I hope you will enjoy
doing this exercise. Kindly spare your valuable time for this academic cause and oblige me. Confidentiality is fully assured. Please
accept my sincere thanks.
Varsha Bhagchandani
Researcher

PART - 1 :
GENERAL INFORMATION
Name

: .........................................................................................

Age

: .........................................................................................

Gender

: .........................................................................................

Experience

: .........................................................................................

Private/ Govt. Sector

: .........................................................................................

PART - 2 :
Life in Organisations
Change and Stress
HOW WELL DO I RESPOND TO TURBULENT CHANGE?
Listed below are a set of statements describing characteristics in a managerial job. If your job had thee features, how
would you react to them? Use the following rating scale for your answers:
1. This feature would be very unpleasant for me.
2. This feature would be somewhat unpleasant for me.
3. I'd have no reaction to this feature one way or another; or it would be about equally enjoyable and unpleasant.
4. This would be enjoyable and acceptable most of the time.
5. I would enjoy this very much; it's completely acceptable.
S.No.
Questions
1.
I regularly spend 30 to 40 percent of my
2.

time in meetings.
A year and a half ago, my job did not exist,
and I have been essentially inventing it as I

3.

go along.
The responsibilities I either assume or am

assigned consistently exceed the authority I

4.

have for discharging them.

I am a member of a team and I have no more

5.

authority than anyone else on the team.

At any given moment in my job. I have on
the average about a dozen phone calls or e-

6.

mails to be returned.
My job performance is evaluated by not only
my boss, but also by my peers and

7.

subordinates.
About three weeks a year of formal
management training is needed in my job

8.

just to stay current.

My job consistently brings me into close
working contact at a professional level with
people of many races, ethnic groups, and
nationalities and of both sexes.

9.

For many of my work colleagues, English is

10.

their second language.

My boss is from Germany and has only been in

11.

this country for six months.

There is no objective way to measure my

12.

effectiveness.
I report to three different bosses for different
aspects of my job, and each has an equal say in

13.

my performance appraisal.
On average, about a third of my time is spent
dealing with unexpected emergencies that

14.

force all schedule work to be postponed.

On average, I spend about a week every month

15.

out of town on business.

I frequently have to work until 8 pm to get my

16.

day's work completed.

When I have a meeting with the people who
report to me, at least one or two will participate

17.

by phone or electronic conferencing.

The college degree I earned in preparation for
this type of work is now obsolete, and I

18.

probably should go back for another degree.

My job requires me to absorb 100 to 200 pages

19.

per week of technical materials.

My department is so interdependent with
several other departments in the organisation
that all distinctions about which departments
are responsible for which tasks are quite

20.

arbitrary.
I am unlikely to get a promotion anytime in the

21.

near future.
There is no clear career path for me in this job

22.

and organisations.
During the period of my employment here,
either the entire organisation or the division I
worked in has been reorganized every year or
so.

23.

While I have many ideas about how to make

things work better, I have no direct influence
on either the business policies or the personnel

24.

policies that govern my division.

My organisation is a defendant in an antitrust
suit, and if the case comes to trial, I will
probably have to testify about some decisions

25.

that were made a few years ago.

Sophisticated new technological equipment
and software is continually being introduced
into

26.

my

division,

necessitating

constant

learning on my part.
The computer I have in my office can be
monitored
knowledge.

by

my

bosses

without

my