Stress Managment Project

STRESS MANAGEMENT – TOPIC OVERVIEW
The word stress is derived from the Latin word "stringi", which means, "to be drawn
tight".
In medical terms stress is described as, "a physical or psychological stimulus that can
produce mental tension or physiological reactions that may lead to illness."
According to Richard S Lazarus, stress is a feeling experienced when a person thinks that
"the demands exceed the personal and social resources the individual is able to
mobilize."
Your body tries to adjust to different circumstances or continually changing environment

around you. In this process, the body is put to extra work resulting in "wear and tear". In
other words, your body is stressed. Stress disturbs the body's normal way of functioning.
Most of us experience stress at one time or another. Without stress, there would be no
life. However, excessive or prolonged stress can be harmful. Stress is unique and
personal. A situation may be stressful for someone but the same situation may be
challenging for others. For example, arranging a world level symposium may be
challenging for one person but stressful to another. Some persons have habit of worrying
unnecessarily.
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FEATURES OF STRESS:
Following are the features of stress :

1. Stress may result into any kind of deviation – physical, psychological, or
behavioral in the person. This deviation is from the usual state of affairs.
2. Stress may be result of individual’s interaction with environmental stimuli. Such

stimuli may be in any form, interpersonal interaction, event, and so on. The
impact of the stimuli produces deviation in the individual.
3. It is not necessary that stress is always dysfunctional. There may be some stresses,
called eustresses, like stress for creative work, keen competition, entrepreneurial
activities, etc., which stimulate better productivity. It is only the dysfunctional
stress, called distress, which is bad and must be overcome.
4. Stress can be temporary or long-term, mild or severe, depending mostly on how

long its causes continue, how powerful they are, and how strong the individual’s
powers are. If stress is temporary and mild, most people can handle it or at least
recover from its effects rather quickly. Similarly, persons who have strong power
for tolerating stress can cope with stress more quickly.
5. At one point or the other everybody suffers from stress. Relationship demands,
physical as well as mental health problems, pressure at workplaces, traffic snarls,
meeting deadlines, growing-up tensions—all of these conditions and situations are
valid causes of stress. People have their own methods of stress management. In
some people, stress-induced adverse feelings and anxieties tend to persist and
intensify. Learning to understand and master stress management techniques can
help prevent the counter effects of this urban malaise.
NEED OF THE STUDY:
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Increased global competition and technological changes caused by liberalization
have placed greater demand on organizations. And organizations emphasis on attracting
and retaining talents and gain competitive advantage, is causing an increase in stress at
work place. The main aim of the study is to know the work stress at the organization and
diagnosis the root cause of the stress, to know its effect on the employees and to know
human resource strategies to overcome stress.
Stress management helps the management to know mental health of the employees in the
organization and how it affects employee’s health .To know level of stress and
performance. To know what is macro level organizational stress.
From the study we can come to know level of conflict caused due to stress in
organization and how to maintain inter-personnel relations. Also know emotional and
physical health and the degree to which they feel comfortable about themselves. It will
help the organization to take effective steps to avoid employee stress and maintain their
mental health.
OBJECTIVES OF THE STUDY
To identify the causes for stress

To analyze external environmental factors that cause stress
To suggest methods how to reduce the stress.
To advice how to maintain work life balance.
SCOPE OF THE STUDY
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This project mainly focuses on stress management of employees and workers. This helps
the researchers to find the factors causing stress and how to over come those factors. The
scope of research is mainly on stress management with reference to Toyota Motors
Hyderabad.
METHODOLOGY AND SAMPLING

SOURCES OF DATA:
The data has been collected from two sources with open end and close end questionnaires
and also from journals, magazines and web sites.
PRIMARY DATA:
The primary data is collected through:-
Questionnaires.
Personal interview.
SECONDARY DATA:
The secondary data is collected from:-
The text books
Websites
Magazines
Articles
SAMPLING METHOD:
The sample method adopted is Simple random sampling.
Simple random sampling is suitable for this study because it gives a fair and unbiased
sample for the study and also gives equal opportunity to all kinds of employees.
SAMPLE SIZE:
The sample size is limited to 60 employees from TOYOTA MOTORS.
LIMITATIONS
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A study of this nature of course, focuses on limitations and entitles constraints
Major limitations of this study are as follows
The number of respondents restricted to 64 only.
Respondent response is subject to biasness.
Busy schedule of employees is also one of the time constraints for collecting the
information.
REVIEW OF LITERATURE
Strategies for reducing stress among employees:
An integrated physical and spiritual approach
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Sukhumpong channuwong
St. Theresa International College, ThailandIn the work place of today is characterized by
large amounts of stress on the part of employees. It is argued that much of this is due to
rapid changes in the business world that have led to many economic, social, political and
family problems. Stress can result in poor work quality, poor productivity , morale
problems , health problems, employee absenteeism and turn over and accidents , each of
which can coast organizations a lot of money . This paper presents an integrated approach
to dealing with employee stress, namely physical and spiritual therapy that in many
respects is an outgrowth of the way Eastern philosophies deal with the problems. Physical
therapy is a technique for reducing stress through a programme of controlled activity and
exercise. Spiritual therapy is about teaching the ability to deal with stress through
meditation and reflection on religious teachings. Implications of this integrated approach
for reducing stress among both western and eastern employees.
EXECUTIVE’S JOB STRESS: A FRAME WORK
THE INDIAN JOURNAL OF INDUSTRIAL RELATIONS
VOL.45 NO. 2
Sanjay Kumar Singh
Stress is an inevitable outcome of modern day complex life in organizations and needs to
be experienced at an optimal level, which depends upon person’s characteristics, for
making life meaning-ful and productive. This does not happen most of the times in
organization lives as demands and expectations from inside and outside the organization
keep on constantly changing. Researches across the globe have found the relevance of
emotional intelligence of the employees which act as a moderator vis-à-vis perception of
job stress. This paper is an attempt to Meta-analyze available research findings and
develop a framework to be used by the industry practitioners. The conceptual model
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based on research literature is assumed to fill-in the gap and also address the
organizational concerns.
Predictors of occupational stress: An exploratory Study
Alok Chandra & Baldev R.Sharma
The Indian journal of industrial relations
vol. 46 no.2 October 2010
Based on an exploratory study using a purposive sample of 53 managerial employees of a
public sector organization, this paper has tried to assess the level of occupational stress
experienced by the respondents. A sub-sequent search for predictors of stress revealed
that, out of eight potential predicators used for the study, only two emerged as the critical
determinants of stress. Both of these predictors turned out to be aspects of the

Organization climate, suggesting thereby the greater role played by the situational
factors (as against the attributes of the person) in creating occupational stress .If
Subsequent research studies come up with similar findings, the outcomes of this
Exploratory study should be of interest to both academicians as well as practitioners.
Work Stress and Employee Health

JOURNAL OF MANAGEMENT
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Daniel C. Ganster1 and John Schaubroeck2
We review and summarize the literature on work stress with particular emphasis on those
studies that examined the effects of work characteristics on employee health. Although
there is not convincing evidence that job stressors cause health effects, the indirect
evidence is strongly suggestive of a work stress effect. This evidence comes from
occupational studies that show differences in health and mortality that are not easily
explained by other factors and within-subject studies that demonstrate a causal effect of
work experiences on physiological and emotional responses. We argue that studies
relying on self-reports of working conditions and outcomes, whether cross-sectional or
longitudinal, are unlikely to add significantly to the accumulated evidence. Finally, we
make recommendations for how organizational researchers are most likely to contribute
to this knowledge.
Fight stress through tribal meditation

IANS Jan 19, 2013,
Stress is increasing in everyday life due to multiple social and economic factors but an
expert assures a remedy through ZeNLP - the science of creating structured change in
behaviour using simple "tribal meditation" techniques like clapping or chanting.
Internationally acclaimed ZeNLP trainer Murli Menon, a stress management guru,
believes economic stress is increasing due to price rise while people also suffer from
physical, mental and spiritual stress.
Bosses should be emotionally supportive

ANI Dec 16, 2012,
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If an individual's supervisor offers emotional and instrumental support in case of stress
from intense workdays, the employee is more likely to recover without needing to take an
extra afternoon or day off, a new study has revealed.
In earlier studies, scholars have shown that workers who experience stress at the
workplace, due to, for example, high job demands and low control; develop
psychological strain that translates into physiological symptoms, such as headaches,
stomach aches and fatigue.
Who is most susceptible to stress?
Stress comes in all forms and affects people of all ages and all walks of life. No external
standards can be applied to predict stress levels in individuals -- one need not have a
traditionally stressful job to experience workplace stress, just as a parent of one child may
experience more stress related to parenting than a parent of several children.
The degree of stress in our lives is highly dependent upon individual factors such as our
physical health, the quality of our interpersonal relationships, the number of
commitments and responsibilities we carry, the degree of others' dependence upon and
expectations on us, the amount of support we receive from others, and the number of
changes or traumatic events that have recently occurred in our lives.
Some generalizations, however, can be made. People with strong social support networks
(consisting of family, friends, religious organizations, or other social groups) report less
stress and overall improved mental health in comparison to those without these social
contacts. People who are poorly nourished, who get inadequate sleep, or who are
physically unwell also have reduced capabilities to handle the pressures and stresses of
everyday life and may report higher stress levels. Some stressors are particularly
associated with certain age groups or life stages. Children, teens, working parents, and
seniors are examples of the groups who often face common stressors related to life
transitions.
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People who are providing care for elderly or infirm loved ones may also experience a
great deal of stress as caregivers. Having a loved one or family member who is under a
great deal of stress often increases our own stress levels as well.
Different Types of Stress
Stress is highly individualistic in nature. Generally stress is viewed as something bad,

having negative consequences. Stress is not always bad. It is only the degree or level
of the stress which produces positive or negative consequences. Nothing can be far
from truth! A little stress is absolutely necessary for our survival in this highly
competitive world!
Thus, we can classify stress into two groups the good stress or 'eustress' or the
bad stress or 'distress'.
Eustress: The Good Stress
Eustress is the good stress which helps us to improve our performance. Eustress is
the healthy, positive and developmental stress response. This may lead employees
to new and better ways of doing their work. It denotes the presence of optimum
level of stress in an individual.
For example, if there is no stress of performing well in the exams or athletic

events, students will not study harder or the athletes will not sweat it out on the
tracks. A certain amount of positive stress keeps us pepped up to meet all
challenges and is necessary for our survival and progress in life.
Distress: The Bad Stress
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Distress is the unhealthy and negative stress response. It denotes the presence of
high level of stress in an individual which affects his performance and efficiency
adversely.
Errors will increase, bad decision will be made and the individual will experience
insomnia, stomach problems, and psychosomatic illnesses. When stress gets out
of hand, it becomes bad stress or distress, which will bring out the weakness
within us and make us vulnerable to fatigue and illness. If distress is continued
unchecked, this will lead to all the ill-effects of stress.
Organizational performance and individual health are at their peak at optimum

levels of experienced stress (Eustress). It is explained with the help of following
figure:
TABLE 1.1
Low stress Optimum stress High stress

\
Measuring Stress levels
Reactions Boredom High Energy Exhaustion
Behaviors Low High motivation Anxiety

motivation High involvement Nervousness
Carelessnes Bad judgment
s Physical
withdrawal
Inactivity
Performance Low High performance Poor performance

performanc
e
Health effects Dull health Good health Insomnia,

illnesses
WHAT HAPPENS WHEN YOU ARE STRESSED?
Stress is what you feel when you have to handle more than you are used to.
When you are stressed, your body responds as though you are in danger.
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It makes hormones that speed up your heart, make you breathe faster , and give
you a burst of energy. This is called the fight –or-flight stress response.
Some stress is normal and even useful. It can help if you need to work hard or
react quickly. For example, it can help you win a race or finish an important job
on time.
But if stress happens too often or lasts too long, it can have bad effects. It can
lead to headaches, an upset stomach, back pain, or trouble sleeping. It can weaken
your immune system, making it harder to fight off disease. If you already have a
health problem, stress may make it worse. It can make you moody, tense, or
depressed. Your relationships may suffer, and you may not do well at work.
ASSESING LEVELS OF STRESS:
There are several ways by which an organization can diagnose the levels of stress
affecting its employees. Surveying employees, either by using a questionnaire or
by directly questioning them, can reveal a lot about the work place. Similarly,
conducting focus groups can be just as effective, not only in diagnosing but also
in providing ways to manage or minimize the impact of stress.
Some employees may be comfortable with interviews, others may not. In such
cases, consultants or stress management experts can simply observe the working
styles of employees over a period of time, either at an individual level or at an
organizational level and make recommendations to prevent stress. There are also
several stress measurement scales that can be used to measure employees stress.
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Some of well-known and frequently used scales by Human Resource consultants
are:
1 The Michigan Stress assessment(French & Khan,1962)

2 Occupational stress indicator (Cooper, Sloan &
Williams,1988)
3 Job stress survey
4 Life even scale
The usage of stress indicator scales has proven to be a good measure to assess
stress. These scales provide organizations a “point in time” score card that can be used as
a bench mark indicator for future measurement and growth.
HOW DO YOU FIGURE OUT YOUR STRESS LEVEL?
Sometimes it is clear where stress is coming from. You can count on stress
during a major change in life such as the death of a loved one, getting married, or having
a baby. But other times it may not be so clear why you feel stressed.
It may help to keep a stress journal. Get a note book and write down when something
makes you feel stressed. Then write how you reacted and what you did to deal with the
stress. Keeping a stress journal can help you find out what is causing your stress and how
much stress you feel. Then you can take steps to reduce the stress or handle it better.
THE DYNAMICS OF STRESS:

"Nothing gives one person so much advantage over another as to remain always cool and
unruffled under all circumstances."
In a challenging situation the brain prepares the body for defensive action—the
fight or flight response by releasing stress hormones, namely, cortisone and adrenaline.
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These hormones raise the blood pressure and the body prepares to react to the situation.
With a concrete defensive action (fight response) the stress hormones in the blood get
used up, entailing reduced stress effects and symptoms of anxiety.
When we fail to counter a stress situation (flight response) the hormones and chemicals
remain unreleased in the blood stream for a long period of time. It results in stress related
physical symptoms such as tense muscles, unfocused anxiety, dizziness and rapid
heartbeats. We all encounter various stressors (causes of stress) in everyday life, which
can accumulate, if not released. Subsequently, it compels the mind and body to be in an
almost constant alarm-state in preparation to fight or flee. This state of accumulated stress
can increase the risk of both acute and chronic psychosomatic illnesses and weaken the
immune system of the human body.
Stress can cause headaches, irritable bowel syndrome, eating disorder, allergies,
insomnia, backaches, frequent cold and fatigue to diseases such as hypertension, asthma,
diabetes, heart ailments and even cancer. In fact, Sanjay Chugh, a leading Indian
psychologist, says that 70 per cent to 90 per cent of adults visit primary care physicians
for stress-related problems.
Just about everybody—men, women, children and even fetuses—suffer from stress.
Relationship demands, chronic health problems, pressure at workplaces, traffic snarls,
meeting deadlines, growing-up tensions can trigger stress conditions. People react to it in
their own ways. In some people, stress-induced adverse feelings and anxieties tend to
persist and intensify. Learning to understand and manage stress can prevent the counter
effects of stress.
Methods of coping with stress are plenty. The most significant or sensible way out is a
change in lifestyle. Relaxation techniques such as meditation, physical exercises,
listening to soothing music, deep breathing, various natural and alternative methods,
personal growth techniques, visualization and massage are some of the most effective of
the known non-invasive stress busters.
CAUSES OF STRESS
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Whenever our body feels something not favorable, then it tries to defend itself. If this
situation continues for a long time, then our body is working overtime.
There are several causes of stress. For example, you are under stress when you are
worried about something, worried about your children, worried about the illness of your
father, worried about your job security, or worried about your loans or similar things.
You may be under stress due to several causes. Look at the following causes of stress.
Causes of Stress at Home:
1 Death of spouse, family, near relative or friend.

2 Injury or illness of any family member.
3 Marriage of self or son or daughter or brother or sister.
4 Separation or divorce from partner.
5 Pregnancy or birth of a new baby.
6 Children's behavior or disobedience.
7 Children's educational performance.
8 Argument or heated conversations with spouse, family members or
friends or neighbors.
9 Not sufficient money to meet out daily expenses or unexpected
expenditure.
10 Loss of money in burglary, pick-pocketed or share market.
11 Change of place or change of city or change of country.
Causes of Stress at Work
1 To meet out the demands of the job.

2 Your relationship with colleagues.
3 To control staff under you.
4 To train your staff and take work from them.
5 Support you receive from your boss, colleagues and juniors.
6 Excessive work pressure.
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7 To give new results.
8 To produce new publications if you are in research area.
9 Working overtime and on holidays.
10 New work hours.
11 Promotion or you have not been promoted or your junior has
superseded you.
12 Argument or heated conversations with co-workers or boss.
13 Change of job.
14 Work against will.
15 Harassment
Symptoms of stress
While mild stress can actually be beneficial — it can spur you into action, motivate and
energize you — it's often the buildup of the little things that can really "stress you out."
Persistent stress can lead to many adverse health problems, including:
1 Physical symptoms, such as headache and fatigue
2 Mental symptoms, such as poor concentration
3 Emotional symptoms, such as irritability and depression
4 Social symptoms, such as isolation and resentment
STAGES OF STRESS:
There are three stages of stress:

1 Alarm
2 Resistance
3 Exhaustion
Gas (General Adaptation syndrome) as termed by Hans Selve is another name for
stress. He has given three stages of stress as stated above.
Stage 1: Alarm
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The first stage of stress is Alarm where in the stress mobilizes the internal stress system.
Many psychological and chemical reactions are observed during the alarm stage.
Increased respiration, heart trouble, and high blood pressure are observed during the
alarm stage. Many employees prevent themselves from becoming more stressed through
physiological and psychological treatment.
Stage2: Resistance
If the alarm stage is not prevented, resistance develops. The body organs become
resistant but it paves the ways for the development of other stressors.
Nervousness and tension are increased making individuals unable to relax.
Individuals develop conflicts, frustration and uneasiness. Illness and diseases attached
with stress are developed under resistance. It is essential to know the causes of stress and
avoid them at the beginning stage.
Stage3: Exhaustion
Resistance or resistant stress creates Exhaustion. The immunity of the body is reduced.
Individuals feel fatigue and inability. Exhaustion develops moodiness, negative emotions
and helplessness. Consequently, the success of an organization is adversely affected.
Stressed employees cannot contribute significantly. A large number of organizations have
started stress education to prevent stress from negatively affecting the employees.
How Does Stress Affect Performance?
Answering the question "how does stress affect performance" is very important in pacing
out your life changing events and limiting exposure to stressors. It will also help you in
planning a timely stress management program.
Nixon P in 1979 charted out the stress performance curve to explain how stress affects
performance.
FIGURE 1.1
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Look at the curve. Our ability to perform increases up to a certain level of stress arousal.
This is the healthy tension or eustress. But if this stress continues uncontrolled and a
fatigue point is reached, any further stress arousal will take the performance level down,
ultimately leading to exhaustion, ill-health and, finally breakdown.
The good news is this: If stress management is applied daily and regularly before the
fatigue point is reached, the stress performance curve can be straightened up dramatically.
Meaning, you can improve your performance level even up to 50% just by learning to
relax. Take a printout of this graph and keep it with you. If your boss is pushing you too
hard without providing a break, show him/her the graph.
Look at the stress performance curve again and mark out where your position is now. If it
is above the danger level, take immediate steps to bring it to normal.
JOB STRESS:
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Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work
has gone through drastic changes over the last century and it is still changing at
whirlwind speed. They have touched almost all professions, starting from an artist to a
surgeon, or a commercial pilot to a sales executive. With change comes stress, inevitably.
Professional stress or job stress poses a threat to physical health. Work related stress in
the life of organized workers, consequently, affects the health of organizations.
Job stress is a chronic disease caused by conditions in the workplace that negatively
affect an individual’s performance and/or overall well-being of his body and mind. One
or more of a host of physical and mental illnesses manifests job stress. In some cases, job
stress can be disabling. In chronic cases a psychiatric consultation is usually required to
validate the reason and degree of work related stress.
Working on a project on stress at work, Andy Ellis, Ruskin College, Oxford, UK, has
shown in a chart how stress can adversely affect an employee`s performance. In the early
stages job stress can `rev up` the body and enhance performance in the workplace, thus
the term `I perform better under pressure`. However, if this condition is allowed to go
unchecked and the body is revved up further, the performance ultimately declines and the
person`s health degenerates.
Symptoms:
The signs of job stress vary from person to person, depending on the particular situation,
how long the individual has been subjected to the stressors, and the intensity of the stress
itself. Typical symptoms of job stress can be:
1 Insomnia
2 Loss of mental concentration,
3 Anxiety, stress
4 Absenteeism
5 Depression,
6 Substance abuse,
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7 Extreme anger and frustration,
8 Family conflict
9 Physical illnesses such as heart disease, migraine, headaches, stomach problems, and
back problems.
Causes of Workplace Stress
Job stress may be caused by a complex set of reasons. Some of the most visible causes of
workplace stress are:
Job Insecurity
Organized workplaces are going through metamorphic changes under intense economic
transformations and consequent pressures.
Reorganizations, takeovers, mergers, downsizing and other changes have become major
stressors for employees, as companies try to live up to the competition to survive. These
reformations have put demand on everyone, from a CEO to a mere executive.
High Demand for Performance
Unrealistic expectations, especially in the time of corporate reorganizations, which,

sometimes, puts unhealthy and unreasonable pressures on the employee, can be a
tremendous source of stress and suffering. Increased workload, extremely long work
hours and intense pressure to perform at peak levels all the time for the same pay, can
actually leave an employee physically and emotionally drained. Excessive travel and too
much time away from family also contribute to an employee`s stressors.
Technology
The expansion of technology—computers, pagers, cell phones, fax machines and the
Internet—has resulted in heightened expectations for productivity, speed and efficiency,
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increasing pressure on the individual worker to constantly operate at peak performance
levels. Workers working with heavy machinery are under constant stress to remain alert.
In this case both the worker and their family members live under constant mental stress.
There is also the constant pressure to keep up with technological breakthroughs and
improvisations, forcing employees to learn new softwares all the times.
Workplace Culture
Adjusting to the workplace culture, whether in a new company or not, can be intensely
stressful. Making one adapt to the various aspects of workplace culture such as
communication patterns, hierarchy, dress code if any, workspace and most importantly
working and behavioral patterns of the boss as well as the co-workers, can be a lesson of
life. Maladjustment to workplace cultures may lead to subtle conflicts with colleagues or
even with superiors. In many cases office politics or gossips can be major stress inducers.
Personal or Family Problems

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

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

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1 Even if we feel secured in a habituated life, the truth remains that changing with the
times makes one`s position more secure. In today`s business climate, you must
continually be prepared for changes to avoid stress and survive in the competitive world.
2 Find and protect whatever time you get to refresh, re-energize and re-motivate
yourself. Spend quality time with your family. This can be an excellent source of
emotional and moral support.
3 Avoid giving in to alcohol, smoking and other substance abuses while under constant
stress.
4 Develop positive attitudes towards stressful situations in life. Give up negative mental
traits such as fear, anger and revengeful attitudes, which actually germinate stress. Try to
revert to holistic relaxation and personal growth techniques such as meditation, breathing
and exercises, to remodel your lifestyles.
5 In case of chronic stress consult a health professional.
6 Reduce workplace stress by celebrating yours or your colleagues` accomplishments.
7 Adapting to demands of stress also means changing your personality. Improve your line
of communication, efficiency and learn from other`s experiences.
8 Don`t be complacent. Be prepared for any change physically, emotionally and

financially.
But, when you are under stress at work, some simple practices can help:
9 Sit straight and comfortably on your seat, and try breathing exercises. It will relax your
nerves and muscles.
10 Relax and count backwards (20, 19, 18, 17, 16, 15…)
Strategies for Managing Job Stress
While many of the methods of preventing job stress need to be developed and supported
by the organization, there are things that workers can do to help you better manage job
stress.
Here are 10 tips for dealing with the stress from your job:
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1. Put it in perspective. Jobs are disposable. Your friends, families, and health are
not. If your employer expects too much of you, and it's starting to take its toll
on you, start looking for a new job/new employer.
2. Modify your job situation. If you really like your employer, but the job has
become too stressful (or too boring), ask about tailoring your job to your
skills. And if you got promoted into a more stressful position that you are just
not able to handle, ask about a lateral transfer -- or even a transfer back to
your old job (if that's what you want).
3. Get time away. If you feel the stress building, take a break. Walk away from
the situation, perhaps walking around the block, sitting on a park bench,
taking in a little meditative time. Exercise does wonders for the psyche. But
even just finding a quiet place and listening to your iPod can reduce stress.
4. Fight through the clutter. Take time to organize your desk or workspace, it can
help ease the sense of losing control that comes from too much clutter.
Keeping a to-do list -- and then crossing things off it -- also helps.
5. Talk it out. Sometimes the best stress-reducer is simply sharing your stress
with someone close to you. The act of talking it out -– and getting support and
empathy from someone else -- is often an excellent way of blowing of steam
and reducing stress. Have a support system of trusted people.
6. Cultivate allies at work. Just knowing you have one or more co-workers who
are willing to assist you in times of stress will reduce your stress level. Just
remember to reciprocate and help them when they are in need.
7. Find humor in the situation. When you –- or the people around you -- start
taking things too seriously, find a way to break through with laughter. Share a
joke or funny story.
8. Have realistic expectations. While Americans are working longer hours, we

can still only fit so much work into one day. Having unrealistic expectations
for what you can accomplish sets you up for failure -- and increased stress.
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9. Nobody is perfect. If you are one of those types that obsess over every detail
and manage to make sure "everything is perfect," you need to stop. Change
your motto to performing your best, and leave perfection to the gods.
10. Maintain a positive attitude (and avoid those without one). Negativism sucks
the energy and motivation out of any situation, so avoid it whenever possible.
Instead, develop a positive attitude -- and learn to reward yourself for little
accomplishments (even if no one else does).
Effective Stress Management
It happens to all of us and sometimes, we feel there is no way out. I'm talking about stress
which is one of the leading challenges that the human kind is constantly grappling with,
and trying to understand and deal with it effectively. There might be simple words to
describe stress and sometimes it does not need any definition because we all go through
it.
Experts have been working on effective stress management methods which would seek to
remedy all harmful effects that stress is associated with and eradicate it all together. So
far, some models have been devised and, they might hold the key to deal with stress and
they include the following.
Models of Stress Management:
1 Transactional Model: -
The first model in effective stress management is the transactional model. The
first thing it seeks to do is to explain what stress is. This model was designed by
Richard Lazarus and Susan Folk man who defined stress in the following way.
According to them, stress is simply an imbalance between the resources that are in
possession of a person and the demands that they have to meet every day. Usually,
when one has to offer more than they have, the next logical thing that will happen
is that they will be drained out. Therefore, the imbalance can be viewed from this
perspective. Their explanation of stress, further seeks to suggest that one will not
24
have stress when they have enough resources to cope with the demand.
Their perception on stress also implies that stress is not a direct result of a
stressor. The traditional view of stress is pretty different because there is a belief
that a specific cause or stressor has to be present for stress to be conceived.
Therefore, the transactional model has been designed to identify the factors that
will predispose a person to shortcomings in regard to their resources. The methods
of effective stress management in this model root from the external factors that
are unique to each individual and hence the solution to their stress problem will be
formulated to act effectively for their case.
Finally, in this model, there is a very interesting suggestion which is that if people
felt confident enough or resourceful enough to deal and cope with the demand,
then the severe stress aspect might be non existent. Therefore, people who
constantly choose to feel under pressure will find themselves more stressed.
Pressure can therefore act as a stressor although the model creators do not base
their model on stressors. The second effective stress management model is the
health realization model which is also called innate health model. This model
highly banks on the source of a thought and its ability to shape your actions and
perceptions.
According to this model, stress is only a by product of what an individual chooses

to perceive about themselves and others. The thought process when affected by
negativity, insecurity and other factors will obviously produce stress. Therefore,
this model will seek to help individuals equip themselves with initial positivity
which will also be the outcome, escaping stress. After analyzing the above
models, it is clear that there are causes of stress or specific sources whether
external or internal and one thing that will help you manage your stress problem is
realizing what the problem is and working towards the betterment of your general
well being.
25
2 Innate Health Model :-
The health realization / innate health model of stress is also founded on the idea
that stress does not necessarily follow the presence of a potential stressor. Instead of
focusing on the individual's appraisal of so-called stressors in relation to his own coping
skills (as the transactional model does), the health realization model focuses on the nature
of thought, stating that it is ultimately a person's thought process that determine the
response to potentially stressful external circumstances. In this model, stress results from
appraising oneself and one's circumstances through a mental filter of insecurity and
negativity, whereas a feeling of well being result from approaching the world with a
"quite mind", "inner wisdom" and "common sense".
This model proposes that helping stressed individuals understand the nature of thought
especially providing them with the ability to recognize when they are in the grip of
insecure thinking, disengage from it, and access natural positive feelings will reduce this
stress.
ORGANISATIONAL STRATEGIES FOR EFFECTIVE STRESS

MANAGEMENT
Not all organizations are deficient in their management of stress, and not all
individuals need to suffer the extremely detrimental consequences of stress. It is believed
that organizations which take on initiative to assess their past actions are in fact
practicing adaptive coping in response to their environment. Both the organization and
the employees have a joint responsibility for effectively managing stress. Some of the
organizational strategies are discussed below:
1. Employee Assistance Programs (EAP’s):

Many large employers offer counseling services that help employees overcome
personal or organizational stress and adopt more effective stress coping
mechanisms. EAP’s can be one of the most effective stress management
26
interventions where counseling helps employees understand stress, acquire stress
management skills and practice them.
2. Family-friendly and work-life initiatives:

Companies have introduced a variety of strategies to help employees
experience a better balance between their work and personal lives. Four of the
most common work-life balance initiatives are:
5 Flexible working hours :

Some firms are flexible on the hours, days and amount of time employees
spend working. For example, HP India’s work-life program gives employees the
freedom to rearrange their work schedule to accommodate family events.
6 Job Sharing:
Job sharing splits a career position between two people so that they will
experience less time based stress between work and family. They typically work
in different days of the week with some overlapping work time in the weekly
schedule to coordinate activities.
7 Telecommuting:
Telecommuting reduces the time and stress of commuting to work and makes it
easier to fulfill family obligations, such as temporarily leaving the office to pick
up the kids from school. Research suggests that many telecommuters experience a
healthier work-life balance.
8 Child care support:
Nearly one-quarter of American employees have on-site or subsidized child care

facilities. The Nizam’s Institute of Medical Sciences, Hyderabad, has one such
facility. Child care support reduces stress because employees are less rushed to
drop off children and less worried during the day about how well they are doing.
9 Wellness programs:
Coping with work stress also involves controlling its consequences. For this
reason many companies have fitness centers where employees can keep in shape.
Research indicates that physical exercise reduces the psychological consequences
27
of stress by helping employees lower their muscle tension, heart rate and stomach
acidity.
10 Social Support :
Social support in an organization can be in the form of emotional support among

colleagues, through the exchange of knowledge or information, or in the form of
actual help on the job. The most essential function of social support is to provide
an individual a network of relationships for him/her to rely on.
11 Participative Management:
Participative management allows individuals to take part in decision making so

that there is a greater sense of control over their jobs. It is strongly recommended
as a stress management intervention strategy so that employees are able to reduce
the level of strain they may face. The organization has to make employees feel
valued and worthy. Women especially can consider benefiting from this style of
management in order to balance work and family roles more effectively.
COPING STRATEGTIS BY INDIVIDUALS:
Individuals can use the following techniques to overcome stress:
1 Relaxation:
Coping with stress requires adaptation. Proper relaxation is an effective way to

adapt. Relaxation can take many forms. One way to relax is to take regular
vacations. People can also, relax while on the job. For example, it has been
recommended that people take regular rest breaks during their normal work day. A
popular way of resting is to sit quietly with closed eyes for about ten minutes
every afternoon.
2 Meditation:
28
By meditating and observing one’s thoughts which may be either good or bad, one
can be free of stress. Many companies allow employees to practice meditation
during office hours. It provides a win-win situation for both the employees and
the employers.
3 Time Management:
Time management is often recommended for managing stress. The idea is that
many daily pressures can be eased if a person does a better job of managing time.
One popular approach to time management is to make a list every morning of the
things to be done that day.
4 Yoga:
It helps in uniting body, breathe and mind. Practicing some asana’s can make
stress-free. Yoga can aid in preventing heart diseases to some extent. Also the
employees are required to be aware of the types of food and the effect they have
on health. Due to busy schedule, people hardly get time at home to perform some
exercises or yoga to lead a healthy life
INDUSTRY PROFILE
Automobile industry in India
29
The automotive industry is a wide range of companies and organizations involved in the
design, development, manufacturing, marketing, and selling of motor vehicles.[1] It is one
of the world's largest economic sectors by revenue. The automotive industry does not
include industries dedicated to the maintenance of automobiles following delivery to the
end-user, such as automobile repair shops and motor fuel filling stations.
The word automotive is from the Greek autos (self), and Latin motivus (of motion) to
refer to any form of self-powered vehicle. This term, as proposed by Elmer Sperry[2][need
quotation to verify]
(1860-1930), first came into use with reference to automobiles in 1898.[3]
The automotive industry began in the 1860s with hundreds of manufacturers that
pioneered the horseless carriage. For many decades, the United States led the world in
total automobile production. In 1929, before the Great Depression, the world had
32,028,500 automobiles in use, and the U.S. automobile industry produced over 90% of
them. At that time the U.S. had one car per 4.87 persons. [4] After World War II, the U.S.
produced about 75 percent of world's auto production. In 1980, the U.S. was overtaken
by Japan and then became world's leader again in 1994. In 2006, Japan narrowly passed
the U.S. in production and held this rank until 2009, when China took the top spot with
13.8 million units. With 19.3 million units manufactured in 2012, China almost doubled
the U.S. production, with 10.3 million units, while Japan was in third place with 9.9
million units.[5] From 1970 (140 models) over 1998 (260 models) to 2012 (684 models),
the number of automobile models in the U.S. has grown exponentially.[6]
Safety is a state that implies to be protected from any risk, danger, damage or cause of
injury. In the automotive industry, safety means that users, operators or manufacturers do
not face any risk or danger coming from the motor vehicle or its spare parts. Safety for
the automobiles themselves, implies that there is no risk of damage.
Safety in the automotive industry is particularly important and therefore highly regulated.
Automobiles and other motor vehicles have to comply with a certain number of norms
and regulations, whether local or international, in order to be accepted on the market. The
30
standard ISO 26262, is considered as one of the best practice framework for achieving
automotive functional safety.[7]
In case of safety issues, danger, product defect or faulty procedure during the
manufacturing of the motor vehicle, the maker can request to return either a batch or the
entire production run. This procedure is called product recall. Product recalls happen in
every industry and can be production-related or stem from the raw material.
Product and operation tests and inspections at different stages of the value chain are made
to avoid these product recalls by ensuring end-user security and safety and compliance
with the automotive industry requirements. However, the automotive industry is still
particularly concerned about product recalls, which cause considerable financial
consequences.
Around the world, there were about 806 million cars and light trucks on the road in 2007,
consuming over 980 billion litres (980,000,000 m3) of gasoline and diesel fuel yearly.[8]
The automobile is a primary mode of transportation for many developed economies. The
Detroit branch of Boston Consulting Group predicts that, by 2014, one-third of world
demand will be in the four BRIC markets (Brazil, Russia, India and China). Meanwhile,
in the developed countries, the automotive industry has slowed down. [9] It is also
expected that this trend will continue, especially as the younger generations of people (in
highly urbanized countries) no longer want to own a car anymore, and prefer other modes
of transport.[10] Other potentially powerful automotive markets are Iran and Indonesia.[11]
Emerging auto markets already buy more cars than established markets. According to a
J.D. Power study, emerging markets accounted for 51 percent of the global light-vehicle
sales in 2010. The study, performed in 2010 expected this trend to accelerate. [12][13]
However, more recent reports (2012) confirmed the opposite; namely that the automotive
industry was slowing down even in BRIC countries. [9] In the United States, vehicle sales
peaked in 2000, at 17.8 million units.[14]
31
The automobile industry in India is the ninth largest in the world with an annual
production of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth
largest exporter of automobiles, behind Japan, South Korea and Thailand.
Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed
restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki
and Mahindra and Mahindra, expanded their domestic and international operations.
India's robust economic growth led to the further expansion of its domestic automobile
market which attracted significant India-specific investment by multinational automobile
manufacturers. In February 2009, monthly sales of passenger cars in India exceeded
100,000 units.
bryonic automotive industry emerged in India in the 1940s. Following the independence,
in 1947, the Government of India and the private sector launched efforts to create an
automotive component manufacturing industry to supply to the automobile industry.
However, the growth was relatively slow in the 1950s and 1960s due to nationalization
and the license raj which hampered the Indian private sector. After 1970, the automotive
industry started to grow, but the growth was mainly driven by tractors, commercial
vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the
Indian market ultimately leading to the establishment of Maruti Udyog. A number of
foreign firms initiated joint ventures with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for building

motorcycles and light commercial-vehicles. It was at this time that the Indian government
chose Suzuki for its joint-venture to manufacture small cars. Following the economic
liberalization in 1991 and the gradual weakening of the license raj, a number of Indian
and multi-national car companies launched operations. Since then, automotive
component and automobile manufacturing growth has accelerated to meet domestic and
export demands.
32
Exports
India has emerged as one of the world's largest manufacturers of small cars. According to
New York Times, India's strong engineering base and expertise in the manufacturing of
low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of
several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and
Suzuki.
In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors
plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly,
General Motors announced its plans to export about 50,000 cars manufactured in India by
2011.
In September 2009, Ford Motors announced its plans to setup a plant in India with an
annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both
for the Indian market and for export. The company said that the plant was a part of its
plan to make India the hub for its global production business. Fiat Motors also announced
that it would source more than US$1 billion worth auto components from India.
According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest
exporter of cars.
33
Toyota Motor Corporation
34
Toyota is a Japanese multinational corporation and the world's second largest
automaker making automobiles, trucks, buses, robots and providing financial services
through its division Toyota Financial Services. Based in Toyota, Aichi, Japan, the
company boasted a total vehicle production of 9.018 million vehicles in 2006. It is the
world's eighth largest company by revenue of $179 billion as of 2006. Toyota is the
world's most profitable automaker with net income of $11 billion on year 2006. The
company is part of Toyota Group and is it’s largest. Toyota encompasses Toyota, Lexus,
Scion, and parts of Daihatsu brands, divisions and companies
The company was founded in 1933 by Kiichiro Toyoda as a spin off from his
father's company Toyota Industries to create automobiles. It created its first product
Type an engine in 1934 and its first passenger car in 1936.
Many analysts believe Toyota will become the world's largest auto maker in the
2007 calendar-year by total vehicle production and thus overtaking the current leader
General Motors Corporation, with a stated goal of producing 9.4 million vehicles in
2007. Its vehicle production increased by 1.7 million vehicles to little over 9 million in
2006 calendar-year
The Toyota Motor Corporation was founded in September

1933 when Toyoda Automatic Loom created a new division
Devoted to the production of automobiles under the direction
Of the founder's son, Kiichiro Toyoda. Soon thereafter, the
Division produced its first Type A Engine in 1934, which
Was used in the first Model A1 passenger car in May 1935
And the G1 truck in August 1935. Production of the Model
AA passenger car started in 1936. Early vehicles bear a Founder
Striking resemblance to the Dodge Power Wagon and Kiichiro Toyoda
Chevrolet, with some parts actually interchanging with their American originals.
35
Although the Toyota Group is best known today for its cars, it is still in the
textile business and still makes automatic looms, which are now fully computerized and
electric sewing machines which are available worldwide.
Toyota Motor Co. was established as an independent company in 1937.

Although the founding family name is Toyoda, the company name was changed in order
to signify the separation of the founders' work life from home life, to simplify the
pronunciation, and to give the company a happy beginning. Toyota
Is considered luckier than Toyoda in Japan, where eight is regarded as a lucky number,
and eight is the number of strokes it takes to write Toyota in Katakana. In Chinese, the
company and its vehicles are still referred to by the equivalent characters (Traditional
Chinese: Simplified Chinese: with Chinese reading. Both transliterations are correct.
During the Pacific War (World War II) the company was dedicated to truck
production for the Imperial Japanese Army. Because of severe shortages in Japan,
military trucks were kept as simple as possible. For example, the trucks had only one
headlight on the centre of the hood. The war ended shortly before a scheduled Allied
bombing run on the Toyota factories in Aichi.
Replica of the Toyota Model AA, the first production model of Toyota in 1936
After the war, commercial passenger car production started in 1947 with the model SA.
The quality and production principles on which Toyota is based originated in an
education program from the United States Army in the post-war era. [6] In 1950 a
separate sales company, Toyota Motor Sales Co., was established (which lasted until
July 1982). In April 1956 the Toy pet dealer chain was established.
The following year, the Toyota Crown became the first Japanese car to be
exported to the United States and Toyota's American and Brazilian divisions, Toyota
Motor Sales Inc. and Toyota do Brazil S.A., were also established. Toyota began to
expand in the 1960s with a new research and development facility, a presence in
Thailand was established, the 10 millionth model was produced, a Deming Prize and
partnerships with Hino Motors and Daihatsu were also established. By the end of the
36
decade, Toyota had established a worldwide presence, as the company had exported its
one-millionth unit.
Vision & Philosophy
Since its foundation, Toyota has been using its Guiding Principles to produce reliable
vehicles and sustainable development of society by employing innovative and high
quality products and services.
The Ideal Being Pursued for People, Society and the Global Environment
Currently, Toyota is employing "Open the Frontiers of Tomorrow" as the slogan for
Global Vision 2020. This slogan expresses the commitment of Toyota and each and every
employee to never be satisfied with the status quo, to create a path to a new world and to
work steadily towards the realization of society's dreams. This progress is to be achieved
"through the energy of people and technology."
Where Toyota would like to be in 2020
Monozukuri and the Cycle of Nature... Toyota's World View and

Our Mission
extremely important. Also, by seeking harmony between monozukuri and the cycles of
nature, Toyota is helping promote efforts toward finding a harmonious balance between
the cycles of nature and the cycles of industry. We believe that it is our mission to tackle
challenges in new fields in order to achieve this.
37
Toyota Production System
A production system which is steeped in the philosophy of "the complete elimination of

all waste" imbuing all aspects of production in pursuit of the most efficient methods.
Toyota Motor Corporation's vehicle production system is a way of "making things" that is
sometimes referred to as a "lean manufacturing system" or a "Just-in-Time (JIT) system,"
and has come to be well known and studied worldwide.
This production control system has been established based on many years of continuous
improvements, with the objective of "making the vehicles ordered by customers in the
quickest and most efficient way, in order to deliver the vehicles as quickly as possible."
The Toyota Production System (TPS) was established based on two concepts: The first is
called "jidoka" (which can be loosely translated as "automation with a human touch")
which means that when a problem occurs, the equipment stops immediately, preventing
defective products from being produced; The second is the concept of "Just-in-Time," in
which each process produces only what is needed by the next process in a continuous
flow.
Based on the basic philosophies of jidoka and Just-in-Time, the TPS can efficiently and
quickly produce vehicles of sound quality, one at a time, that fully satisfy customer
requirements.
Globalizing and Localizing Manufacturing
"Made by TOYOTA" – Aiming for Global Quality Assurance
Since 1957, when the Crown was first exported to the United States, Toyota has
expanded the scope of automobile sales across the entire globe. For over fifty years,
Toyota vehicles have found their way to over 170 countries and regions throughout the
world. As their exports have continued to develop so has the localization of their
production bases, in line with a policy of "producing vehicles where the demand exists".
Now there are 51 bases in 26 different countries and regions. In addition, there are design
and R&D bases in nine locations overseas, showing that "from development and design
38
to production, as well as sales and service, Toyota has now achieved consistent
globalization and localization."
Among the hurdles that this globalization of production has to overcome, the most
important is quality assurance, which requires that "no matter where Toyota vehicles are
made, they must have the same high level of quality." Toyota doesn't put a label on
vehicles which says "Made in The USA" or "Made in Japan", but instead opts for one
label for all: "Made by TOYOTA." This means that there is a need to spread Toyota's
manufacturing philosophy — the "Toyota Way" — to all of their overseas bases.
Additionally, it is important to minimize support that comes from Japan to let each of the
overseas locations become self-reliant. As an example, the Toyota plant that recently
began production in Texas made maximum use of the know-how from the Toyota plant in
Kentucky which has been cultivated over the past 20 years.
Toyota believes that the way to achieve quality assurance and to spread the "Toyota Way"
is by educating people. So in 2003 the Global Production Center (GPC) was established
within the Motomachi Plant in Toyota City. Furthermore, in 2006, Toyota established
regional GPCs in the United States, the United Kingdom and Thailand to carry out
corresponding activities in the North American, European, and Asia-Pacific regions.
The Toyota Way
Sharing the Toyota Way Values
39
The Guiding Principles at Toyota reflect the kind of company that Toyota seeks to be.
The Toyota Way 2001 clarifies the values and business methods that all employees should
embrace in order to carry out the Guiding Principles at Toyota throughout the company's
global activities.
With the rapid growth, diversification and globalization of Toyota in the past decade, the
values and business methods that had been passed on as implicit knowledge were
identified and defined in 2001. Toyota is preparing to operate as a truly global company,
guided by a common corporate culture.
In order to continue fulfilling its role as the backbone of all Toyota operations, the Toyota
Way must evolve amid an everchanging business environment. Toyota will continue to
update it in the future to reflect changes in the times.
The Toyota Way is supported by two main pillars: "Continuous Improvement" and
"Respect for People". We are never satisfied with where we are and always work to
improve our business by putting forward new ideas and working to the best of our
abilities. We respect all Toyota stakeholders, and believe the success of our business is
created by individual effort and good teamwork.
Human Resources Development by the Toyota Institute
To promote sharing of the Toyota Way, the Toyota Institute was established in January
2002 as an internal human resources development organization. Since 2003, overseas
affiliates in North America (U.S.), Europe (Belgium), Asia (Thailand and China), Africa
(South Africa) and Oceania (Australia) have established their own human resources
training organizations modeled after the Toyota Institute.
History of Toyota
Look back at the history of Toyota, starting with the birth of founder Sakichi Toyoda. It
traces the company's development through 1937 from when Toyota Motor Corporation
was established to when the 2 millionth Prius hybrid was sold.
40
Toyota Motor Corporation entered India in 1997 in a joint venture with the Kirloskar
Group.Toyota Motor Corporation (TMC) holds 89% of the share and the remaining 11%
is owned by Kirloskar Group.[5]
Manufacturing facilities
TKMPL's current plant at Bidadi, Karnataka is spread across 850 acres and has a capacity
of 110,000 vehicles per annum.[6] TKMPL's second manufacturing plant on the outskirts
of Bangalore, Karnataka has a capacity of 210,000 vehicles per annum. Both plants have
a combined capacity of 320,000 vehicles per annum. On 16 March 2011, it announced
that it was increasing production to 210,000 vehicles per annum[7] due to increase in
demand for its models especially the Etios and Fortuner.
With effect from 1 June 2012, Toyota Kirloskar Motor will be increasing the prices of
Etios diesel and Innova by 1 per cent and Fortuner and Etios Liva diesel by 0.5 per cent.
The price hike is on account of the weakening of Rupee.[8] Toyota announced that Etios
sedan and the Liva hatchback has posted sales of over 100,000 units, hence Toyota is all
set for giving its production a big boost.Toyota Kirloskar Motor (TKM) plans to hike the
production capacity of its Etios series models by 75% by early 2013.[9] Toyota Kirloskar
Motors would launch its motor racing series in 3 cities in India next year.[10]
Industrial relations
On 16 March 2014, Toyota Kirloskar Motor temporarily suspended the production at two
of its assembly plants in Bidadi, Karnataka whose production capacity was 310,000 units
annually and has employee strength of 6,400. Cause for the shutdown was failure to reach
an agreement with the union over the issue of wages, deliberate stoppages of the
production line by certain sections of the employees and abusing & threatening of
supervisors thereby disrupting the production for the past 25 days.[11][12][13][14] Toyota
Kirloskar Motor announced on 21 March 2014 to lift the lockout at the plants effective
from 24 March 2014 with subject to an acceptance of a service condition which requires
41
all the employees signing an undertaking on good conduct.[15][16] On 22 April 2014,
employees called off the strike after 36 days of standoff and resumed full operations.[17]
Etios motor racing
Toyota India started a One make racing series in India with the Etios car called the 'Etios
Motor Racing Series'. The series started in 2012, it witnessed an overwhelming response
from the Indian youngsters, with 3300 applicants. They held 2 rounds of exhibition races
in 2012, one at a purpose built race track in Chennai called the Sriperumbudur race track
and other in the form of ROC (Race of champions) in Gurgaon. The 25 selected drivers
then competed in the main championship held in the later half of 2013. The cars were
prepared by Red Rooster Performance (based in Bangalore), and designed by TRD
(Toyota Racing Development). With stock engines producing almost 100 bhp, the cars
were a good platform for youngsters to step from karting to touring cars.Also the
relatively cheaper budget of just $3216 for the entire series which includes an entire OMP
racing kit makes it one of the best one-make series to compete in.
Models
Toyota Camry Hybrid Toyota Corolla Altis
Toyota Fortuner Toyota Innova Crysta
42
Manufactured/assembled locally
1. Toyota Corolla Altis (Launched 2003)

2. Toyota Etios (Launched 2010)
3. Toyota Etios Cross (Launched 2014)
4. Toyota Etios Liva (Launched 2011)
5. Toyota Fortuner (Launched 2009)
6. Toyota Innova Crysta (Launched 2016)
7. Toyota Innova Touring Sport (Launched 2017)
8. Toyota Camry (Launched 2002)
9. Toyota Yaris (Launched 2018)
Imported
1. Toyota Hiace (Launched 1995)

2. Toyota Land Cruiser (Launched 1990)
3. Toyota Land Cruiser Prado (Launched 2004)
4. Toyota Prius (Launched 2010-2015; 2017–present)
Discontinued
1. Toyota Qualis (2000-2004)

2. Toyota Innova (2004-2016)
3. Toyota RAV4 (1998-2012)
43
DATA ANALYSIS AND INTERPRETATION
1. Do you feel stress in your work life?
Responses No of Respondents Percentage

Yes 56 87.5%
No 2 6.5%
Frequently 2 6.5%
Interpretation:
From the above graph we can observe that 87.5%% of employees responded that they
under go stress at their work, 6.25% don’t feel stress at work and there are 6.25%
employees who are under stress frequently.
44
2.If yes, which type of stress?

Positive 52 86.66%
Negative 6 10%
Don’t know 2 3.33%
Interpretation:
From the above graph we can observe that 86.66% of the respondents are experiencing
positive stress and 10% respondents are experiencing negative stress and the rest of the
respondents did not know what kind of stress they are undergoing. From the above
analysis it can be interpreted that most of the employees are under positive stress
45
3.What are the ways you use to overcome the stress?

Physical exercise or 44 73.33%
relaxation
Getting away from 8 13.33%
work
Spending quality 8 13.33%
time with family
Recreation 0 0%
Interpretation:
From the above graph we can observe that 73.33% of respondents overcome stress by
physical exercise or relaxation, 10% get away from work, 13.33% by spending time with
family and the remaining 0% overcome stress through recreation. From the above
46
analysis it can be interpreted that most of the employees overcome stress by physical
exercise or relaxation.
4.What factors do you think are responsible for stress?

Professional factors 56 93.33%
Personal factors 2 3.33%
Social factors 2 3.33%
Cultural factors 0 0%
Religious factors 0 0%
Others 0 0%
47
Interpretation:
From the above graph we can observe that out of 60 respondents, 56 respondents agreed
that professional factors are the cause for stress, 2 respondents agreed personal factors 2
say social factors are responsible for causing stress. From the above analysis it can be
interpreted that stress is caused mostly from professional factors.
5.When do you feel more stressed?
48
Changes in the 48 80%
organizations
Changes in personal 4 6.66%
life
Pressured from the 0 0%
superior
Non cooperation of 0 0%
colleague
Imbalance between 8 13.33%
the target and
achievements
Interpretation:
From the above graph we can observe, 80% of respondents feel stressed when there are
any changes, 6.66% feel stressed due to changes in personal life, and 13.33% feel
stressed due to imbalance between the target and the achievements. From the above
analysis it can be interpreted that stress is caused due to changes in the organization.
6.How do you feel your work?
49
Assuming 6 10%
Engaging 52 86.66%
Difficult 0 0%
Participative 2 3.33%
Interpretation:
From the above graph we can observe, 10% of respondents feel their work as assuming,
86.66% feel work as engaging and 3.33% employees feel their work as participative.
From the above analysis it can be interpreted most of the respondents feel work as
engaged.
7.Do you feel lack of rapport with your superior?
50
Always 4 6.66%
Sometimes 52 86.66%
Never 4 6.66%
Interpretation:
From the above graph we can observe, 6.66% of respondents always felt lack of rapport
with their superior, 86.66% sometimes felt lack of rapport with their superior and there
are 6.66% respondents who never feel that there is lack of rapport from their superior.
From the above analysis it can be interpreted most of the respondents some times felt
lack of rapport with their superior.
8.Are you comfortable with your work environment?
51
Totally 16 26.66%
Partially 44 73.33%
Not at all 0 0%
Interpretation:
From the above graph we can observe, 16 respondents say, they are comfortable with
their work environment, 44 are partially comfortable in their work environment and there
are 0 respondents who feel uncomfortable with their work environment. From the above
analysis it can be interpreted most of the respondents are partially comfortable with their
work environment.
9.How is your relationship with other employees?
52
Excellent 2 3.33%
Good 58 96.66%
Fair 0 0%
Poor 0 0%
Very poor 0 0%
Interpretation:
From the above graph we can observe, 3.33% respondents have excellent relationship
with other employees, 96.66% have good relationship and there are no respondents with
fair, poor and very poor relation. From the above analysis it can be interpreted most of
the respondents have good relationship with other employees.
10. If employer gives you over time will you accept
53
Yes 56 93.33%
No 4 6.66%
Interpretation:
From the above graph we can observe, 56 respondents accepted to do overtime work and
6.66% of respondents have said no respondents From the above analysis it can be
interpreted most of the respondents are ready to do overtime work
11.If yes, when forced to work overtime, how do you deal with it?
54
Working on the things that need to be 20 35.71%
done
Think first and then do the work 36 64.28%
Get annoyed and bored with work 0 0%
Interpretation:
Out of 56 respondents 35.71% respondents say that they start working on the things
that need to be done when forced to work overtime, 64.28% respondents will think first
and then do the work and there are no respondents who get annoyed and bored with
work. From the above analysis it can be interpreted that most of respondents think first
and then do the work when forced to work overtime.
12.How do you work?
55
In a hurry 2 3.33%
With fun 54 90%
In a relaxed manner 4 6.66%
Interpretation:
From the above graph we can observe that 3.33% of the respondents work in a hurry,
56
90% respondents work with fun, and remaining 6.66% work in a relaxed manner. From
the above analysis it can be interpreted that most of respondents work with fun
13.How do you manage your time?

With plan 60 100%
Without plan 0 0%
Interpretation:
57
From the above graph we can observe that 100% of the respondents manage their time
with plan and non of them manage their time without plan,. From the above analysis it
can be interpreted that all the respondents manage their time with proper plan.
14.Whom do you seek for managing stress?

Self 52 86.66%
Organization 8 13.33%
Family 0 0%
Interpretation:
From the above graph we can observe that 86.66% of the respondents manage the stress
themselves, 13.33% are consulting organization. From the above analysis it can be
interpreted that most of the respondents manage stress themselves.
58
15.“Stress-free state of an individual is like death”

Strongly agree 2 3.33%
Agree 46 76.66%
Uncertain 2 3.33%
Disagree 6 10%
Strongly disagree 4 6.66%
Interpretation:
59
From the above graph we can observe that 3.33% of the respondents strongly agree that
stress-free state is death, 76.66% agree that stress-free state is death, 3.33% of the
respondents are uncertain about the statement, 10% of the respondents disagree with the
statement and 6.66% strongly disagree with the statement .From the above analysis it can
be interpreted that most of respondents agree that stress-free state is death.
16.How often are you late to the office? (In a month)

Two times 6 10%
More than two 14 23.33%
Always on time 40 66.66%
Interpretation:
60
From the above graph we can observe that 36.6% of the respondents are never late to the
office, 16.6% are late to the office more than two times in a month, and remaining 46.6%
are late to the office two times in a month. From the above analysis it can be interpreted
that most of respondents are late to the office two times in a mont
17.Does stress in your personal life effect your job performance?

Strongly agree 0 0%
Agree 56 93.33%
Uncertain 4 6.66%
Disagree 0 0%
Strongly disagree 0 0%
Interpretation:
61
From the above graph we can observe that, non of the respondents personal stress effect
their job performance , 93.33% respondents say that there is effect of personal stress to
some extent and 6.66% say they are uncertain about personal stress on job performance.
From the above analysis it can be interpreted most of the respondents say that there is an
effect of personal stress on job performance.
18.The financial position of an individual is a major cause for stress?

Strongly agree 2 3.33%
Agree 50 83.33%
Uncertain 4 6.66%
Disagree 4 6.66%
Strongly disagree 0 0%
62
Interpretation:
Out of 60 respondents 3.33% of the respondents strongly agreed that financial position
of an individual is a major cause for stress, whereas 83.33% of the respondents agreed ,
6.66% are uncertain whether there is an effect of financial position on stress or not and
6.66% disagree that financial position of an individual is a major cause for stress. From
the above analysis it can be interpreted that most of respondents agree that financial
position of an individual is a major cause for stress.
19. If you were asked to describe your life in one word it would be.

Progressive 48 80%
Regressive 2 3.33%
Stable 6 10%
Difficult to assess 4 6.66%
63
Interpretation:
From the above graph we can observe, 48 respondents describe their life as progressive, 2
respondents describe as regressive, 6 describe as stable and 4 respondents describe their
life as difficult to assess. From the above analysis it can be interpreted most of the
respondents life is progressive.
20. Does the organization have any formal process for handling
grievances relating to stress?

Yes 54 90%
No 6 10%
64
Interpretation:
From the above graph we can observe that 90% of the respondents say that the
organization has the formal process for handling grievances relating to stress and 10% of
the respondents say that the organization doesn’t have any formal process for handling
grievances relating to stress. From the above analysis it can be interpreted that most of
respondents say that their organization as a formal process for handling grievances
related to stress.
21. What are the strategies taken by the management to overcome

stress?
65
Wellness programs 6 10%
Meditation 2 3.33%
counseling 52 52%
Others 0 0%
Interpretation:
From the above graph we can observe, 52 respondents say that counseling is the
management strategy in overcoming the stress, 6 respondents overcome by wellness
programs and remaining 2 by meditation. From the above analysis it can be interpreted
that management use counseling as the strategy to overcome the stress.
66
FINDINGS
 From the analysis it can be observed that above 87% of the

respondents experience stress
 Above 10% of the respondents are not aware of which type of stress
they are experiencing.
 From the various observations it was found that 93.33% of
respondents are getting stress mainly due to professional factors.
 Most of the respondents are feeling more stressed when there are
changes in organization.
 Most of the respondents agree that financial position of an individual
is a major cause for stress.
67
SUGGESTIONS
 It can be suggested that management should take effective measures to

reduce stress of the employees.
 To reduce stress the management should set strategies like flexible work
time, participative management, etc
 Management should help the employee in assessing level of stress and
also help in knowing which type of stress they are experiencing.
 It is suggested that management should make the employees to know
about the changes in advance, so that they can be prepared well in
advance.
 Management should conduct physical and psychological programs to
reduce stress, so that they can improve performance at work place.
68
CONCLUSION
This study measures individual’s perception towards work related stress. The objective
is to identify how likely an individual may suffer with stress, what factors may cause
stress.
 Respondents say that they feel more stressed when there are changes in
organization
 Many of the respondents manage their time with plan, since effective time
management is one of the ways to reduce stress.
 Respondents are well aware that the organization has formal process for
handling grievances relating to stress.
 Respondent aren’t comfortable with the environment they are working in.
69
BIBLIOGRAPHY
TEXT BOOKS:
Human resource Management by Keith Davis.
Human resource Management by V.S.P.Rao.
Human resource Management by Fisher Schoenfeldt Shaw.
Personal HRM by George T.milkovich.
Human resource & Presonal Management by Aswathappa.
1. Michal Armstrong, ‘Human resource management’,2015,kogan page.
2. Mathis & Jackson, ‘Human resource management’,2016,cengage.
3. David lepak, Mary Gower , ‘Human resource management’,2015,pearson.
4.Paul Banfield,Rebecca Kay, ‘Human resource management’,2009,Oxford.
5.Naval bajpai,’ Business Research Methods’ pearson 2017.
6. Donald R Copper , ’ Business Research Methods’,mc Grawhill
Websites:
 www.relaxationreviews.org
 www.Stress.com
 www.jom.sagepub.com
NEWSPAPERS:
 HRD Magazines
 THE INDIAN JOURNAL OF INDUSTRIAL RELATIONS
 INTERNATIONAL JOURNAL OF MANAGEMENT
70
QUESTIONNAIRE ON STRESS MANAGEMENT
Name: Mr/Mrs/Miss _______________________________

Designation:
Gender a) Male b) Female
Age:
i) 18-30
ii) 31-45
iii) 45-55
iv) Above 55
1. Do you feel stress in your work life?

a) Yes b) No c) Frequently
2. If yes, which type of stress?

a) Positive b) Negative c) Don’t know
3. What are the ways you use to overcome the stress?

a) Physical exercise or relaxation b) Getting away from work
c) Spending quality time with family d) Recreation
e) Others
4. What factors do you think are responsible for stress?

a) Personal factors b) Professional factors c) Social factors
d) Cultural factors e) Religious factors f) Others
5. When do you feel more stressed?
71
a) Changes in the organizations b) Changes in personal life
c) Pressured from the superiors d) Non cooperation of colleague
e) Imbalance between the target and achievements
6. How do you feel your work?
a) Assuming b) Engaging c) Difficult d) Participative
7. Do you feel lack of rapport with your superior?

a) Always b) Sometimes c) Never
8. Are you comfortable with your work environment?

a) Totally b) Partially c) Not at all
9. How is your relationship with other employees?

a) Excellent b) Good c) Fair d) Poor e) Very poor
10. If employer gives you overtime will you accept

a) Yes b) No
11. If yes, when forced to work overtime, how do you deal with it?
a) Working on the things that need to be done
b) Think first and then do the work
c) Get annoyed and bored with work
12. How do you work?

a) In a hurry b) With fun c) In a relaxed manner
13. How do you manage your time?

a) With a plan b) With out plan
14. Whom do you seek for managing stress?

a) Self b) Organization c) Family
72
15. “Stress-free state of an individual is like death”
a) Strongly agree b) Agree c) Uncertain d) Disagree e) Strongly disagree
16. How often are you late to the office? (In a month)
a) Two times b) More than two times c) Always on time
17. Does the stress in your personal life effect your job performance?
18. The financial position of an individual is a major cause for stress?

19. If you were asked to describe your life in one word it would be.
a) Progressive b) Regressive c) Stable c) Difficult to asses
20. Does the organization have any formal process for handling grievances relating to
stress?
a) Yes b) No
21. What are the strategies taken by the management to overcome stress?
a) Wellness program b) Meditation c) Counseling d) Others
73

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STRESS MANAGEMENT – TOPIC OVERVIEW

Your body tries to adjust to different circumstances or continually changing environment

Following are the features of stress :

2. Stress may be result of individual’s interaction with environmental stimuli. Such

4. Stress can be temporary or long-term, mild or severe, depending mostly on how

NEED OF THE STUDY:

OBJECTIVES OF THE STUDY

To identify the causes for stress

SCOPE OF THE STUDY

scope of research is mainly on stress management with reference to Toyota Motors

METHODOLOGY AND SAMPLING

The number of respondents restricted to 64 only.

Respondent response is subject to biasness.

An integrated physical and spiritual approach

EXECUTIVE’S JOB STRESS: A FRAME WORK

THE INDIAN JOURNAL OF INDUSTRIAL RELATIONS

be experienced at an optimal level, which depends upon person’s characteristics, for

emotional intelligence of the employees which act as a moderator vis-à-vis perception of

develop a framework to be used by the industry practitioners. The conceptual model

Predictors of occupational stress: An exploratory Study

Alok Chandra & Baldev R.Sharma

The Indian journal of industrial relations

vol. 46 no.2 October 2010

Based on an exploratory study using a purposive sample of 53 managerial employees of a

experienced by the respondents. A sub-sequent search for predictors of stress revealed

determinants of stress. Both of these predictors turned out to be aspects of the

Exploratory study should be of interest to both academicians as well as practitioners.

Work Stress and Employee Health

work experiences on physiological and emotional responses. We argue that studies

relying on self-reports of working conditions and outcomes, whether cross-sectional or

longitudinal, are unlikely to add significantly to the accumulated evidence. Finally, we

Fight stress through tribal meditation

behaviour using simple "tribal meditation" techniques like clapping or chanting.

Internationally acclaimed ZeNLP trainer Murli Menon, a stress management guru,

physical, mental and spiritual stress.

Bosses should be emotionally supportive

extra afternoon or day off, a new study has revealed.

psychological strain that translates into physiological symptoms, such as headaches,

stomach aches and fatigue.

Who is most susceptible to stress?

Different Types of Stress

Stress is highly individualistic in nature. Generally stress is viewed as something bad,

Eustress: The Good Stress

For example, if there is no stress of performing well in the exams or athletic

Distress: The Bad Stress

Organizational performance and individual health are at their peak at optimum

Low stress Optimum stress High stress

Reactions Boredom High Energy Exhaustion

Behaviors Low High motivation Anxiety

Performance Low High performance Poor performance

Health effects Dull health Good health Insomnia,

WHAT HAPPENS WHEN YOU ARE STRESSED?

ASSESING LEVELS OF STRESS:

1 The Michigan Stress assessment(French & Khan,1962)

HOW DO YOU FIGURE OUT YOUR STRESS LEVEL?

THE DYNAMICS OF STRESS:

Causes of Stress at Home:

1 Death of spouse, family, near relative or friend.

Causes of Stress at Work

1 To meet out the demands of the job.

1 Physical symptoms, such as headache and fatigue

2 Mental symptoms, such as poor concentration

3 Emotional symptoms, such as irritability and depression