Inroduction Stress has been called the invisible.

It is a disease that may affect you, your organization, and any of the people in it, so you cannot afford to ignore it. EVOLUATION OF STRESS: The Garden of Eden began as a tranquil stress environment. However when Adam was given the tantalizing chance to eat the forbidden fruit, he was trust into mankinds first stressful situation. Adam was offered a choice and, as we know, decision-making is the breeding ground for conflict, frustration and distress. DEFINITION: Stress in individual is defined as any interference that disturbs a persons healthy mental and physical well being. It occurs when the body is required to perform beyond its normal range of capabilities. Stress is the way that you react physically, mentally and emotionally to various conditions, changes and demands in your life. High levels of stress can affect your physical and mental well being and performance. The results of stress are harmful to individuals, families, society and organizations, which can suffer from organization stress. Ivancevich and Matteson define stress as individual with the environment. Behr and Newman define job stress as a condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning. Stress is a dynamic condition, 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 associated with constraints and demands. The former prevent you from doing what you desire, the latter refers to the loss of something desired. Stress is highest for those individuals who perceive that they are uncertain as to whether they will win or lose and lowest for those individuals who think that winning or losing is certainty. Canadian physician Hans Selye (1907- 1982) in his book the stress of life 1956 popularized the idea of stress. According to Selye, the General Adaptation Syndrome consists of three phases. Ce level begins to decline irreversibly. The organism collapses. Alarm Reaction: The first is the alarm phases. Here the individual

mobilizes to meet the threat. The alarm reaction has two phases. The first phases includes in initial stock shock phase in which defensive mechanism become active. Alarm reaction is characterized by autonomous excitability; adrenaline discharges; increase heart rate, ulceration. Depending on the nature & intensity of the threat and the8

condition of the organization the period of resistance varies and the severity of symptoms may differ from mild invigoration to disease of adaptation.

Resistance: The second is the phase of resistance. The individual

attempts to resist or cope with the threat. Maximum adaptation occurs during this stage. The bodily signs characteristic of the alarm reaction disappear. It the stress persist, or the defensive reaction proves ineffective, it may overwhelm the body resources. Depleted of energy, the body enters the phase of third.

Exhaustion: Adaptation energy is exhausted. Sings of the alarm reaction reappear, and the resistance level begins to define irreversibly. The organism collapses. Pestonjee has attempted / identified three important sectors of life in which Stress originates. These are

Job and the organization The social sector Intrapsychic sector

Job and organization, refers to the totality of the work environment (task, atmosphere, colleagues, compensation, policies, etc.). The social sector refers to the other such factors. The

Intrapsychic sector encompasses those things, which are intimate, and persona, like temperament, values, abilities and health. It is contended that stress can originate in any of these sectors or in

combinations thereof.

In the figure below it can be seen that the magnitude of stress emanating from the stress to learner limit of the individual to handle these stress. This indicates a balanced state.

O RGA NI ZAT IO N- IN DI VI DUAL NO RM AL INTERAC TION PATTERN S.T .L ST R ES S T OL E RANC E LE VE L

In the figure we find that job and organization loads have increased and have made a dent in the personality. In this stage, we find minor surface changes taking place, which are quite manageable.

MINIOR SURFACE CHANGES

Adaptation attempt a)Extra effort b) Excessive concern of task c) Worries

d) Anxiety
In the stage three and the figure below, we find that job and organizational loads have become unmanageable and interact with intrapsychic loads. This is the stage at which he negative consequences of the stress become apparent. Most of the stress related diseases emerge at this point. When the situation persists we move into the next stage in which we start operating beyond the stress tolerance limit.

BREAKD OWNS AND CRA CKS: FAILURE IN C OPING

A. Work related symptoms Lack of concentration Affected clarity of thinking & decision making Frequent absenteeism

Affected team work Aggressive behavior B. Physiological symptoms Headache / Migraine Insomnia Lack of appetite Digestive disorders Sexual disorders Temperamental changes. Peston jee has also developed a model to explain how we cope with stress reactions. It is called the BOUNCE model because the behavioral decomposition taking place due to stress tense to get reflected in interpersonal reactions. The reactions are received & analyzed by the environment, which in turn, bounce back signals to the individuals to bring about a change either at the orgasmic level or at the response level.

TH E BOUNCE MOD EL STRESSORS

12

BORNOUT STRESS SYNDROME (BOSS):Boss can lead to at least four types of stress related consequences such as, depletion of energy reverses, lowered resistance to illness, increased dissatisfaction and pessimism and increased absenteeism and inefficiency at work. Veningle and spradley have identified five distinct stages of BOSS. HONEYMOON STAGE:-

This stage can be describe as accounting for the euphoric feeling of encounter with the new job such as excitement, enthusiasm, challenge and pride. Dysfunctional features emerge in two ways first; the energy reverses are gradually depleted in coping with the demands of a challenging environment. Second, habits and strategies for coping with stress are formed in this stage which is often not useful in coping with later challenges. FUEL SHORTAGE STAGE:This stage can be identified as composed of the value feelings of loss, fatigue and confusion arising from the individuals overdraws on reverses of adaptation energy. Other symptoms are dissatisfaction, inefficiency, and fatigue and sleep disturbances leading to escape activate such as increased eating, drinking & smoking. CRISIS STAGE:13

When these feelings and physiological symptoms persist over period of time, the individual enters the stage of crisis. At this stage he develops escape mentality and feels oppressed. Heightened pessimism, self- doubling tendencies, peptic ulcers, tension headaches, chronic backaches, blood pressure. HITTING THE WALL STAGE:This stage of BOSS is characterized by total exhaustion of ones adaptation energy, which may mark the end of ones professional career. While recovery from this stage elude may be resourceful to tide over the crises.

TYPES OF STRESS:

It the stress for the day to day adaptability of man to his

environment and results in the maintenance of internal steady state (homeostasis) it is know as neustress. For example, one produces neustress in order to breath, work.

Stress is through of in negative terms. It is thought to be caused

by something bad (for example the boss gives a formal reprimand for poor performance). It the stress response is unfavorable and potentially disease producing, this is known as distress. Constant worry in a susceptible individual can lead to ulcers. If the stress response is favorable and results is favorable and results in improvement in physical and / or mental functioning, it is called estruses. This is the positive, pleasant side of stress caused by stress caused by good things. For examples an employee is offered a job promotion at another I.

DEFINING STRESS AT WORK

Change in working practices, such as the introduction of new technology or the alternation of new technology or the alternative of targets, my cause stress, or stress may be built into an organizations structure. Organizational stress can be measured by absenteeism and quality or work.

ORGANIZATIONAL STRESS:Stress affects as well as the individual within them. An organization with a high level of absenteeism, rapid staff turnover, deteriorating industrial and customer relations, a worsening safety record, or poor quality control is suffering from organizational stress.

FOLLOWING THE PAT OF STRESS THROUGH IN ORGANIZATION:The below chart shows one example of the structure of a department in an organization, indicating typical causes of stress that may effect stress at certain levels in the structure, and particular.

Causes that are affecting individuals. Stress is contagious; anyone who is not performing well due to increases the amount of pressure on their colleagues, superiors, and subordinates. The cause may range from unclear or overlapping job descriptions, to lack of communication, to poor working conditions, including sick building syndrome.

POTENTIAL SOURCES OF STRESS:

There are three categories of potential stressors:

Environmental factor Organization factor Individual factors

Environmental factors:

Just as environmental uncertainty influences the design of an organization. Changes in business cycle create economic uncertainties.

Political uncertainties:

If the political system in a country is implemented in an orderly manner, there would not be any type of stress.

Technological uncertainties:
New innovations can make an employees skills and experiences obsolete in a very short period of time. Technological uncertainty therefore is a third type of environmental factor that can cause stress. Computers, robotics, automation and other forms of technological innovations are threat to many people and cause them stress.

Organization factors:
There are no storages of factors within the organization that can cause stress; pressures to avoid error or complete tasks in a limited time period, work overload are few examples. Task demands are factors related to a persons job. They include the design of the individuals job working conditions, and the physical work layout. Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. Role overhead is experienced when the employees is expected to do more than time permits. Role ambiguity is created when role expectations are not clearly understood and employee is not sure what he / she is to do. Interpersonal demands are pressures created by other employees. Lack of social support from colleagues and poor. Interpersonal relationships can cause considerable stress, especially among employed with a high social need. Organizational structure defines the level of differentiation in the organization, 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.

Potential sources

Consequences

Organizational leadership represents the managerial style of the organizations senior executive. Some 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 dont measure up. This creates a fear in their hearts, which lead to stress. Organizations go through a cycle. They are established; they grow, become mature, and eventually decline. An organizations life stage - i.e. Where it is in four stage cycle-creates different problems and pressures for employees. The establishment and decline stage are particularly stressful.

Individual factors:
The typical individual only works about 40 hrs a week. The experience and problems that people encounter in those other 128 non-work hrs each week can spell over to the job.

Family problems:
National surveys consistently show that people hold family and discipline, troubles with children are examples of relationship problems that

create stress for employee and that arent at the front door when they arrive at work.

Economic problems:
Economic problems created by individuals overextending their financial resources are another set of personal troubles that can create stress for employees and distract their attention from their work.

CAUS ES OF STRESS

Society the working world and daily life have changed almost beyond recognition in the past 50 years. These changes have contributed to a major increase in stress. Stress is caused from both outside & inside the organization & from groups that employees are influenced by & from employees themselves.

Stressors:
The agents or demands that evoke the potential response are referred to as stressors. According to Syele a stressors is Whatever produces stress with or without functioning hormonal or nervous systems.

Extra organizational stressors:

Extra organizational stressors have a tremendous impact on job stress. Taking an open system perspective of an organization, it is clear that job stress is not just limited to things that happen inside the organization, during working hours. Extra organizational stressors include things such as social / technological change, the family, relocation, economic & financial conditions, race & class, residential or community conditions.

Organizational stressors: Besides the potential stressors that occur outside the organization ,there are also those associated with the organization itself. Although the organization is made up of groups & individuals, there are also more macro-level dimensions unique to the organization that contains potential stressors.

MACRO-LEVEL ORGANIZATIONAL STRESSORS: POLICIES Unfair, arbitrary performance reviews. Rotating works shifts. Inflexible rules. Unrealistic job descriptions. STRUCTURES Centralization; Lack of participation in decision making. Little opportunity for advancement. A great amount of formalization. Interdependence of departments. Line-Staff conflicts. PHYSICAL CONDITIONS Crowding & lack of privacy. Air pollution. Safety hazards. Inadequate lighting. Excessive, heat or cold. PROCESS Poor communication. Poor / inadequate feedback about performance. Inaccurate / ambiguous measurement of performance. Unfair control systems. Inadequate information.

JOB STRESS

GROUP STRESSORS: The group can also be a potential source of stress. Group stressors can be categorized into three areas. 1.Lack of groups cohesiveness:Cohesiveness or togetherness is a very important to employees ,especially at the lower levels of the organizations. If the employee isd e n i e d t h e o p p o r t u n i t y f o r t h i s c o h e s i v e n e s s b e c a u s e o f t h e t a s k design, because the supervisor does things to prohibit or limit it, or because the other members of the group shut the person out, this can be very stress producing. 2.Lack of social support:Employees are greatly affected by the support of one or more member of a cohesive group. By sharing their problems & joys with others, they are much better off. It this type of social support is lacking for an individual, it can be very stressful. 3.Intra-Individual, interpersonal & inter-group conflict:Conflict is very closely conceptually or hostile acts betwee n associated with in compatible or hostile acts between intra-individual dimensions, such as personal goals or motivational needs / values, between individuals within a group, & between groups. INDIVIDUAL STRESSORS: In a sense, the other stressors (Extra organizational, organizational, &G r o u p s t r e s s o r s ) a l l e v e n t u a l l y g e t d o w n t o t h e i n d i v i d u a l l e v e l . F o r example, role conflict, ambiguity, self-efficacy & psychological hard in essential may all affect the level of stress someone experiences

C O N S E Q U E N C E S

O F

S T R E S S

The effect of stress is closely linked to individual personality. The same level of stress affects different people in different ways & each personhas different ways of coping. Recognizing these personality types means that more focused help can be given.Stress shows itself number of ways. For instance, individual who isexperiencing high level of stress may develop high blood pressure, ulcers, irritability, difficulty in making routine decisions, loss of appetite, accident proneness, and the like. These can be subsumed under three categories: 1.Individual consequences 2.Organizational consequence 3.Burnout

Individual consequences:
Individual consequences of stress are those, which affect th e individual directly. Due to this the organization may suffer directly or i ndirectly, but it is the individual who has to pays for it. Individua l consequences of stress are broadly divided into behavioral, psychological and medical.

# Behavioral consequences of stress are responses that may harm the person under
stress or others. Behaviorally related stress symptoms include changes in productivity, turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, paid speech, and sleep disorders.

#Psychological consequences of stress replace to an individual mental h e a l t h

and wellb e i n g f r o m o r f e l l i n g d e p r e s s e d . J o b r e l a t e d s t r e s s could cause dissatisfaction, in fact it has most psychological effect on the individual and lead to tension, anxiety irritability, and boredom.

#M e d i c a l

consequences of stress affect a persons well bein g . According to a research conducted, it revealed that stress could create changes in metabolism, increase heart and breathing rates, increas e

C O N S E Q U E N C E S

O F

S T R E S S

The effect of stress is closely linked to individual personality. The same level of stress affects different people in different ways & each person has different ways of coping. Recognizing these personality types means that more focused help can be given. Stress shows itself number of ways. For instance, individual who is experiencing high level of stress may develop high blood pressure, ulcers , irritability, difficulty in making

routine decisions, loss of appetite, accident proneness, and the like. These can be subsumed under three categories:

#Individual consequences
#Organizational consequence #Burnout

Individual consequences:
Individual consequences of stress are those, which affect th e individual directly. Due to this the organization may suffer directly or i ndirectly, but it is the individual who has to pays for it. Individua l consequences of stress are broadly divided into behavioral, psychological and medical.

# Behavioral consequences of stress are responses that may harm the

person under stress or others. Behaviorally related stress symptoms include changes in productivity, turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, paid speech, and sleep disorders.

#Psychological consequences of stress replace to an individual mental h e a l t h

and wellb e i n g f r o m o r f e l l i n g d e p r e s s e d . J o b r e l a t e d s t r e s s could cause dissatisfaction, in fact it has most psychological effect on the individual and lead to tension, anxiety irritability, and boredom.

#Medical

consequences of stress affect a persons well bein g . According to a research conducted, it revealed that stress could create changes in metabolism, increase heart and breathing rates, increas es blood pressure bring out headaches and induce heart attacks.

Organizational consequences:
Organizational consequences of stress have direct affect on theorg anizations. These include decline in performance, withdrawal andn egative changes in attitude.

Decline in performance can translate into poor quality work or a dropi n p r o d u c t i v i t y. P r o m o t i o n s a n d o t h e r o r g a n i z a t i o n a l b e n e f i t s g e t affected due to this. Withdrawal behavior also can result from stress. Significant form of withdrawal behavior is absenteeism. One main affect of employee stress is directly related to attitudes. Job satisfaction, morale and organizational commitment can all suffer along with motivation to perform at higher levels.

Burnout:A final consequence of stress has implementation for both people and organizations. Burnout is a general feeling of exhaustion that develops when an individual simultaneously experiences too much pressure and few sources of satisfaction

M a n a g i n g s t r e s s w o r k p l a c e

i n

t h e

Every responds to stress in a different way, it is only by understanding the nature of individual responses that you can start fighting stress yourself and others. Reduction or elimination of stress is necessary for psychological and p h ys i c a l w e l l b e i n g o f a n i n d i v i d u a l . E f f i c i e n c y i n s t r e s s m a n a g e m e n t enables the individual to deal or cope with the stressful situations instead of a v o i d a n c e . S t r a t e g i e s l i k e t i e m a n a g e m e n t , b o d y - m i n d a n d m i n d b o d y relaxation exercise, seeking social support help individual improve their physical and mental resources to deal with stress successfully. Apart from helping employees adopt certain coping strategies to deal with stress providing them with the service of counselor is also useful. M a n y s t r a t e g i e s h a v e b e e n d e v e l o p e d t o h e l p m a n a g e s t r e s s i n t h e work place. Some are strategies for individuals, and other is geared toward organizations.

Individual coping strategies:

M a n y s t r a t e g i e s f o r h e l p i n g i n d i v i d u a l s m a n a g e s t r e s s h a v e b e e n proposed.

Individual coping strategies are used when an employee under stresse x h i b i t s u n d e s i r a b l e b e h a v i o r o n t h e j o b s s u c h a s p e r f o r m a n c e , s t r a i n ed relationship with cow o r k e r s , a b s e n t e e i s m a l c o h o l i s m a n d t h e l i k e . Employees under stress require help in overcoming its negative effects. The strategies used are: Exercise:One method by which individual can manage their stress is through e x e r c i s e . People who exercise regularly are known to less likely to haveheart attacks than inactive people are. Research also has suggested th a t people who exercise regularly feel less tension and stress are more conflict and slow greater optimism.

Relaxation:A related method individual can manage stress is relaxation. Copying with stress require adaptation. Proper relaxation is an effective way to adopt.R e l a x a t i o n c a n t a k e m a n y f o r m s . O n e w a y t o r e l a x i s t o t a k e r e g u l a r vacations; people can also relax while on the job (i.e. take regular breaks during their normal workday). A popular way of resting is to sit quietly with closed eyes for ten minutes every afternoon.

Time management:T i m e m a n a g e m e n t i s a n o f t e n r e c o m m e n d e d m e t h o d f o r m a n a g i n g b stress, the idea is that many daily pressures can b e eased or eliminated if a person does a better job of managing time. One popular approach to timemanagement is to make a list, every morning or the thins to be done that d a y. T h e n yo u g r o u p t h e i t e m s o n the list into three categories: criticala c t i v i t i e s t h a t m u s t b e p e r f o r m e d , i m p o r t a n t a c t i v i t i e s t h a t s h o u l d b e performed, and optimal or trivial things that can be delegated or postponed,then of more of the important things done every day

ROLE MANAGEMENT:S o m e w h a t r e l a t e d t o t i m e m a n a g e m e n t i n w h i c h t h e i n d i v i d u a l active ly works to avoid overload, ambiguity and conflict.

SUPPORT GROUPS:This method of managing stress is to develop and maintain support group. A support group is simply a group of family member or friends with w h o m a p e r s o n c a n s p e n d t i m e . S u p p o r t i v e f a m i l y a n d f r i e n d s c a n h e l p people deal with normal stress on an ongoing basis. Support groups can b e particularly useful during times of crisis. BEHAVIORAL SELF-CONTROL:I n u l t i m a t e a n a l ys i s , e f f e c t i v e m a n a g e m e n t i f s t r e s s p r e s u p p o s e s e x e r c i s e of selfc o n t r o l o n t h e p a r t o f a n e m p l o y e e . B y c o n s c i o u s l y analyzing the cause and consequences of their own behavior, the employees can achieve self-control. They can further develop awareness of their own l i m i t s o f t o l e r a n c e a n d l e a r n t o a n t i c i p a t e t h e i r o w n r e s p o n s e s t o v a r i o u s stressful situations. The strategy involves increasing an individuals control over the situations rather than being solely controlled by them. COGNITIVE THERAPY:T h e c o g n i t i v e t h e r a p y t e c h n i q u e s s u c h a s E l l i s r a t i o n a l e m o t i v e model and Meichenbaums cognitive strategy fir modification have been used as an individual strategy for reducing job stress. COUNSELING: P e r s o n a l c o u n s e l i n g h e l p e m p l o ye e s u n d e r s t a n d a n d a p p r e c i a t e a diverse workforce, the holistic approach adopted by the counselor gives him a comprehensive view of the employee as client and enable him to deal the issues of work related problems in a larger context with his awareness of thei n t e r r e l a t i o n s h i p a m o n g p r o b l e m s i n a d j u s t m e n t w i t h s e l f , o t h e r a n d envir onment and that a work concern will effect personal life and vice-versa, the employee would receive help regarding the problem in all life. One of the advantage of the individual interventions is the individual c a n u s e t h e s e s k i l l s t o i m p r o v e t h e q u a l i t y o f l i f e in offer domains likef a m i l y , s o c i a l s u p p o r t a n d s e l f , t h u s r e d u c i n g t h e n e g a t i v e c a r r y o f experiences in these domains into the work life which m i g h t e f f e c t h i s occupation mental health.

ORGANIZATIONAL STRATEGIES:The most effective way of managing stress calls for adopting stress or sand prevent occurrence of potential stressors. Two basic organizational strategies for helping employees manage stress are institutional programs and collateral programs.

Work design

Stress mannegement programmes

Institutional programs:Institutional programs for managing stress are undertaken T o established organizational mechanism for example, a properly designed joba n d w o r d s c h e d u l e s c a n h e l p e a s e s t r e s s . S h i f t w o r k i n p a r t i c u l a r c a n constantly have to adjust their sleep and relaxation patterns. Thus, the design of work schedules should be a focused of org anizational efforts to reduce stress. The organizations culture can also used to help to manage stress. The organization should strive to foster a culture that reinforces a healthy mix of work and nonworking activities. F i n a l l y , s u p e r v i s i o n c a n p l a y a n i m p o r t a n t i n s t i t u t i o n a l r o l e i n overl oad. In managing stress. A supervisor is a potential manager source of overload. If made aware of their potential for assigning stressful amounts of work, supervisors can do a better job keeping workloads reasonable. COLLATERAL PROGRAMS: In addition to their institutional efforts aimed at reducing stress, many organizations are turning to collateral programs. A collateral stress programming an organizational program specifically created to help employees deal with stress. The organizations have adopted stress management programs ,health promotion programs and other kinds of programs for this purpose.

Organization profile

C O M P A N Y

P R O F I L E

Energy is important parameter in the overall economic development activity of any country. It has become synonymous with progress in all fields of activities. Its standard of living in the words of DAGLI is as follows it is said that the difference between a starving Indian peasant and a prosperous American farmer is that behind his elbow the India farmer has almost nothing while his American counterpart has thousands of hours power. This, it is energy, which is the dividing line between any substance economy and a highly developed economy. India is poor and American is rich because America consumes nearly 50 times as much energy as is consumed by India. Energy is at the heart of the modern industrial society. It could also be effective weapon in the battle against object poverty. There is a close correlation between energy consumption and level of economic development. Energy means capacity of doing work. There are various sources of energy but in India the important sources are coal, hydroelectricity. Oil and natural gas, nuclear fuels fire wood and animal wastes. Despites the development of various sources in the energy sector, the fact still remains that low last energy sources like fire wood, cattle drug and vegetable wastes account for as much at 45 percent of energy consumption in the country.

P o w e r i s t h e s i n g l e f a c t o r , w h i c h c h a n g e d t h e w a y o f l i v i n g . T h e National Thermal Power Corporation Limited, established on November 7thin 1975, has become the most important infrastructure input for improving the standard of living to meet the growing demand and to fulfill the needs of t h e c o u n t r y . J u s t i n 2 9 y e a r s t h i s c o m p a n y h a s g r o w n t o b e t h e l a r g e s t producer of power in the country. NTPC the NAVARATNA power giant today generates one fourth of the total power in the country and it is ranked9thlargest thermal power generating utility in the world. Keeping the significance of power supply in sight, NTPC has been chosen for the purpose of the study as it has many units under its control. Rama gun dam Super Thermal Power Station (RSTPS) has been selected for the study. BRIEF HISTORY OF NTPC : Power The single factor which changed the way in which man lived for millions of years, has become the most important infrastructure input for improving the standard of living both directly as well as indirectly by way of contributing in the economic development to make available to the nationr e l i a b l e & q u a l i t y p o w e r i n i n c r e a s i n g l y l a r g e q u a n t i t i e s . N A T I O N A L THERMAL POWER CORPORATION LTD was formed in 1975; NTPC Rama gun dam unit with approved capacity of 260MW and installed capacity y o f 2 1 O O M W i s t h e l a r g e s t T h e r m a l P o w e r p l a n t p o w e r i n g S o u t h I n d i a ' s growth. Rama gun dam unit of NTPC credited with first ISP 14001 certified Super Thermal Power Station in our country. NTPC a front runner in the Indian Power sector in one of the larges &t h e b e s t p o w e r u t i l i t i e s o f t h e w o r l d , t h e r e b y c o n t r i b u t i n g o f I n d i a ' s emergence as one of the world's leading economies. The World Bank, in its performance audit report on NTPC's projects observed that."NTPC record in plant construction, cost containment & operating efficiency has been exceptional, while as an institution it

has broken newg r o u n d i n O r g a n i z a t i o n & M a n a g e m e n t , s u c c e s s f u l l y n a v i g a t e d t h e transition from constructions to operating company & generally coped quite well with the problems of rapid expansion". Two corporations The National Hydro Electric Power Corporation(NHPC) & National thermal Power Corporation (NTPC) were set in 1975-76 in the center sector as a step to achieve the objectives. The company 32 started functioning in March 1976 with the appointment of a chairman & Managing Director. LOCATION: T h e 2 1 0 0 M W R a m a g u n d a m S u p e r T h e r m a l P r o j e c t i s l o c a t e d i n Karim nagar District of Andhra Pradesh to the South of river Godavari. The project is linked to the south Godavari Coal field or the Collieries. NTPC ACTIVITIES: 1. Planning & Investigation of new sites, preparation of f e a s i b i l i t y prospect report & the designing as well as engineering of p o w e r station.2. NTPC also manages the 720 MW Badarpur Thermal Power Station inDelhi & 270 MW BALCO Captive power plant (M.P)3. Operation & Maintenance of Power Stations.4. Research & development in area related t o power generation5. NTPC also bagged a turnkey contract for the construction of21 Sub stations from Nepal electricity authority.6. The R &D using of NT PC has been instrumental in enhancing thereliabilit y of plant & equipment. OBJECTIVES OF NTPC: To add generating capacity with in prescribed time & cost. To operate& maintain power stations at high availability ensuring minimum cost of g e n e r a t i o n . I t h a s p l a n n e d m a s s i v e g r o w t h t o m a k e i t s e l f a 4 0 , 0 0 0 M W company. To maintain the financial soundness of the company by managing thef i n a n c i a l o p e r a t i o n s i n a c c o r d a n c e w i t h g o o d c o m m e r c i a l u t i l i t y practices. T o f u n c t i o n a s a r e s p o n s i b l e c o r p o r a t e c i t i z e n & d i s c h a r g e s o c i a l responsibilit y, in respect of environment protection and rehabilitation. The corporation will strive to utilize the ash produced at its stations tot h e m a x i m u m e x t e n t p o s s i b l e t h r o u g h p r o d u c t i o n o f a s h b r i c k s , bu ilding materials etc. To adopt appropriate human resources development policy leading to creation of team of motivated and competent power professionals. To introduce, assimilate & attain self sufficiency in technology, acquiree x p e r t i s e i n u t i l i t y m g t . P r a c t i c e s t o d i s s e m i n a t e k n o w l e d g e essentially as a contribution to other constituents of the power sector in the country.

33

To develop R&D for achieving improved plant reliability T o e x p a n d t h e c o n s u l t a n c y o p e r a t i o n s & t o p a r t i c i p a t e i n v e n t u r e s abroad. CORPORATE OBJECTIVES: To add generating capacity with in prescribed time & cost. To expand the constancy operations & to participate ventures aboard. To maintain the financial soundness of the company by m aging the financial operations in accordance with good commercial utility. To operate and maintain power stations at high availability ensuring minimum Cost of generation. To develop (R&D) for achieving improved plant reliability. To develop appropriate commercial policy leading to remunerative tariffs & minimum receivables. Implement strategic diversification in the areas of R&M. Hydro. LNG and Non conventional and eco-friendly fuels and explore new areas like transmission information technology etc. Promote consultancy. Make prudent acquisitions. Continuously develop competent human resources to match world standards. B e a r e s p o n s i b l e c o r p o r a t e c i t i z e n w i t h t h r u s t o n e n v i r o n m e n t protec tion rehabilitation and ash utilization. VISION OF NTPC: T O B E O N E O F T H E W O R L D ' S L A R G E S T A N D B E S T POWER UTILITIES. POWER INDIA'S GROWTHCORE VALUES (COMIT) Customer focus. Organizational pride.

Mutual Respect and Trust. Initiative and speed total quality. Total Quality.

MISSION OF NTPC: Make available reliable, quality power in increasingly large quantities at appropriate tariffs, and ensure timely realization of revenues. Speedily plan and implement power projects, with contemporary technologies.

Distribution of power of NTPC RAMAGUNDAM

S.NO STATE DISRIBUTED CAPACITY(MW) 1. 2. 3. 4. 5. 6. 7. ANDHRA PRADESH TAMIL NADU KARNATKA KERALA GOA PONDICHERRY UNALLOCATED 580 470 345 245 100 50 310 27.619 22.381 16.429 11.667 4.762 2.381 14.762 PERCENTAGE

PERFORMANCES: NTPC stations & the NTPC manage Badarpur station has been accredited with ISO 14001 for sound environment management system & practices. FINANCIAL PERFORMANCE: N T P C r e c o r d e d a p r o v i s i o n a l t u r n o v e r o f R s . 3 0 0 0 0 c r o r e s d u r i n g 2004-05 as against Rs.25184crores during 2003-04. The provisional net profit after tax for 200304 is Rs.4905crores, as compared to Rs.5500crores last year. The provisional Return on Capital Employed (ROCE) and Return on Net worth (RONW) are 12.31 % and 14.13% respectively for the year 2 0 0 4 05. An interim dividend of Rs.400 Crores has been paid to the Government for 2003-04.

The total out standings as on 31.10.2005 stood at Rs 26078.96crores including a principal amount of Rs.16049.55crores. STATION HIGH LIGHTS: Record haulage of coal in single day of 78,720 MT on 29 June 1998 Asian record. Station recorded highest loading factor of 99.4% for the yr 1999 2000 Continuous run or VI unit (500MW) for 406 days, third best in the world. Ramagundam 500MW unit-7 (stage-III) has successfully completedo n e y e a r o f c o m m e r c i a l o p e r a t i o n o n 2 5 . 0 3 . 0 6 w i t h o u t a n y t u b e leakage. The unit gen erated 3802.492 MUs @ a PLF of 8 6 . 8 1 % . Considering the loss of generation of 297 MUs due to backing down ,the deemed, PLF is 93.590/0. The unit also has achieved a continuous run of 97 days without tripping in the first year of operation itself. Ramagundam station achieved 47.94% (18.63 LMT) o f A s utilization during the financial year against the target of 47% (18.20LMT). R a m a g u n d a m & S i m h a d r i w e r e r e c o m m e n d e d f o r c o m m e n d a t i o n certific ate for storage commitment to Excel by G1II. Ramagundam bagged Innovative safety practices award for the year 2005 from institution of Engineers. Ramagundam station bagged Best Management award from Govt. of AI fur the year 2004-05. NTPC Ramagundam bagged golden shied for the financial years 2000-01, 2001-02, 2002-03 and 2003-04 for outstanding performance in power generation

Installed capacity of NTPC projects:

projects
NTPC OWNED COAL GAS ONED BY JVCS COAL

No. of projects
13

Commissioned capacity (MW) 07

19,980 3,955

314

GRAND TOTAL

23

24.249

Capacity power plant under JV with SAIL

Coal based projects:

Sl. No.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Coal Based
Singrauli Kobra Ramagundam Farakka Vidhyachal Rihand Kahalgoan Dadri Tacherthermal Unchahar Tacher Simhadri Tanda

State
Uttar Pradesh Chhattisgarh Andhra Pradesh West Bengal Madhya Pradesh Uttar Pradesh Bihar Uttar Pradesh Orissa Uttar Pradesh Thermal Orissa Andhra Pradesh Uttar Pradesh

Commissioned Capacity
2,000 2,100 2,600 1,600 1,600 2,200 2,000 840 840 3,000 840 3,000 440

Total

19,980

@ Capacity presently under implementation. Vindyachal 1000 MW Unchahar 210 MW Kahalgoan State II Phase I 1500 MW Phase II 1000 MW

Gas Based Projects

: 14.AntaRajasthan 15.AuralyaUttar Pradesh 16.KawasGujarat 17.DadriUttar Pradesh 18. Jahanor- Gandhar Gujarat 19.KayamkulamKerala 20.FaridabadHaryana 413 652 645 817 648 350 430

Total Capacity
21.

24,249 Grand total (Coal + Gas + JV) Power station managed State By NTPC
Badarpur Delhi 705

Installed (MW)

Sterling Performance of 2005-06:1.The company takes a new name NTPC Limited aligned to its new business plans. 2.The company market capitalization J11 crosses Rs. One trillion (Rs.1,00,000crore) and is one of the top three largest Indian companies in terms of market cap. 3.A highest ever generation of 170.88 BVs during 2005-06 registering an increase 017.40% over the generation of 159.11 BVs during 2004-05. 4.With 19.51% [including capacity of joint venture companies] share . of the total installed capacity of the nation, NTPC contributed 27.68%electricity generated in the country during 2005-06. 5.Coal stations of NTPC achieved an operating availability of 89.95%.

6.Coal stations of NTPC recorded a PLF of 87.54%, which is the highest for any financial year since inception; Tilt PLF during previous year was87.51%. 7.100% realization for the third year in succession. 8.Provisional and un audited net sales of Rs. 2,59,928 million during theyear 2005-06 as against Rs. 2,25,316 million for the year 2004-05. however, provisional and un audited Gross Revenue is Rs. 2,86,473 million during2005-06 as against Rs. 2,55,460 million for the year 2004-05. 9.Provisional and un audited net profit after tax for the year 2005-06is Rs.57,076 million a compared to Rs. 58, 070 million during the year 2004-05. 10.Total capacity added during the year four years of 10thplan period(2002-2006) increases to 4000 MW with another 500 MW getting addedduring the far company to 24,249 MW (including capacity of Joint venturecompanies). 11.Construction works on 9470 MW in progress. 12.Further projects with capacity of 3720 MW under bidding process. 13.Ratnagiri Gas and power supply Pvt Ltd formed\\ithNTPC having astake of 28.33% for taking over and operating the Dabhol power project. 14.The Government allots 7 mort coal mining blocks to NTPC for capacity use taking the total mines allotted to 8 with an expected output of 50 MT per annum. 15.A consortium comprising of NTPC and two other members allotted anexploration block in Arunachal Pradesh. 16.Capital expenditure incurred in 2005-06 on capital scheme was Rs.71,879 million compared to Rs. 53,603 million in 2004-05 capital outlay for2J0607 set at Rs. 1,13,250 million. 17.A USD 1 Bn medium Tern Note programme established. NTPC becomes the first Indian corporate since 1997 to make successful offering of 10 year fixed rate amounting to USD 300 million. 18.Standard & Poors have revised outlook on the rating of the company from stable to positive while affirming the BB+ issuer rating. 19.An interim divided o 20% for the financial year 2005-06 amounting to Rs. 16,491 million. 20.Government has assigned NTPC the consultant role to modernize and improve several plants across the country in the partnership In Excellence program of the government. 21.Collaborating the government in the Rajiv Gandhi Grameen Vidyuti karanYojuna. 22.NTPC has also taken up Distribution Generation for rural electrification of remote villages through non-conventional energy sources.

23.Simhadri project receivers international project management awardinstituted by International project management Association (IMPA) NTPC is the only Asian Company that has received this award. 24.Ranked 3rdGreat Place to work for in India by M/S Grow Talent and Business world 2005. 25.NTPC has achieved all the targets to be rated Excellent during 2005-06 for the nineteenth year since inception of the MOU system. NTPC ORGANIZATION AND FUNCTIONS: The organizations design is one of the main factors, which ultimatelydetermines the effectiveness of enterprises.The board of directors is the supreme policy making body, which givethe direction to the activities of the organization. The head of this board isthe chairman & managing director who is also the full time chief executiveof the company. The members of this board are both full-time directors a well as senior level officers.

The basic divisions, which are accountable to CMD, Are: 1. Technical and Engineering division. 2. Corporate Commercial division. 3. Operation Services division. 4. Corporate Finance division. 5. Corporate Human resources division 6. Corporate Projects Division. 7. Vigilance division. NTPC RAMAGUNDAM T h e f o u n d a t i o n s t o n e f o r R S T P S w a s l a i d o n 1 4 - 1 1 - 1 9 7 8 b y S r i . Morarji Dessai then Prime minister of India. Ramagundam a vibrant 2600 MW station is a largest Thermal Power station in South India with three 200 MW & three MW and 1 500 sets andalso one of the largest in the country. Its emergency has put the SouthernStates one step ahead in their effort to meet their power requirement.T h i r d i n t h e s e r i e s s u p e r T h e r m a l P o w e r S t a t i o n s e t u p b y N T P C Ramagundam. It is situated in the interiors of Andhra Pradesh on the banksof Godavari River in Karimnagar District of Telangana, just across the old pitheads of Singareni Collieries.R a m a g u n d a m h a s b e e n r a i s i n g a t t h i s t i m e & e a r n e d t h e p r o u d destination of being the only station in the country to omission all the sevenunits ahead of schedule, constructed at a cost of Rs. 1702 crores, the stationh a s b e e n o n e o f t h e l a r g e s t r e c i p i e n t i t s o f t h e w o r l d B a n k . I t s p r o j e c t implementation & financial control has earned a path from the World Bank R a m a g u n d a m a b e c o n s i d e r e d

a s t h e s c h o o l f o r c o n s t r u c t i o n o f P o w e r projects. The major external financing sources are IBRD, IDA & OPEC. Ramagundam generation proporti on has achieved the Govt. of India m e r i t o r i o u s p r o d u c t i v i t y a w a r d a s m a n y f o u r t i m e s . T h e b e n e f i c i a r i e s o f RSTOS are Andhra Pradesh, Tamil Nadu, Karnataka, Goa and Pondicherry. The plant load factor for the year 2003 -04 was 8.3% and it stood in the fourth place the NTPC station. T o c a t e r t o t h e g r o w i n g d e m a n d f o r p o w e r t h e s e v e n t h u n i t o f 5 0 0 MW is being added. The station had required infrastructure facilities and thec o m m i t m e n t o f t h e e m p l o ye e . T h e p r o j e c t a f t e r c o m p l e t i o n w i l l b e t h e lar gest power station supplying power to the Southern Grid. The Honorable U n i o n M i n i s t e r o f the Power Sri. Suresh Babu in the presence if Sri. N. ChandraBabuNaidu,Honorable Chief Minister of Andhra Pradesh laid the foundation on 11th Jan 2002 and completed ahead of schedule.

RESEARCH METHODOLOY

D i s c u s s t h e r e s e a r c h d e s i g n , r e s e a r c h p r o b l e m s , i m p o r t a n t o f t h e study, scope and significance of the study, source of data, questionnaire, sample design statistically techniques used, and objective of the study and limitations of the study.

RESEARCH DESIGN:
A research design is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research. P u r p o s e w i t h e c o n o m y i n p r o c e d u r e . I t i s t h e c o n c e p t u a l s t r u c t u r e within which research is conducted and it constitutes the blueprint for the collection, measurement and analysis of data. It includes an outline of whatt h e r e s e a r c h e r w i l l d o f r o m w i t h i n t h e h y p o t h e s i s a n d i t s o p e r a t i o n a l implications to the final analysis of data.T h e r e s e a r c h d e s i g n u s e d f o r t h e s t u d y i s d e s c r i p t i v e d e s i g n . Descriptive research design includes surveys and fact finding enquires of different kinds. The major purpose of descriptive research is des cription of the state of affairs, as it exists at present.

SOURCE OF DATA:
The relevant data has been collected from the primary sources and secondary sources. The primary data is collected by aquestionnairefromthemployees. For this purpose of data collection, the questionnaire was circulated among the employees to collect information. The secondary data is collected by news paper company journals, magazines websites etc. QUESTIONNAIRE ADMINISTRATION: The questionnaire was prepared after counseling with the officer.Employee relations of the HR department of NTPC. The researcher prepareda set of questionnaire. A four point scale strongly agree to stronglydisagree was used for this purpose.

SAMPLE DESIGN:
A sample of 150 respondents was taken using random sampling. Theresearcher contacted the executive personally and brief summary of thenature of the study and details in the questionnaire were narrated to them.

PERIOD OF STUDY:
The present study had been undertaken for period of 6 weeks, in which it had divided into three stages as such. Stage I is of research problem and collection the literature of the topic chosen. Stage II is of analysis andinterpretations by using different statistical tools, findings andrecommendations.

STATISTICAL TOOLS USED: For the purpose of present study percentage analysis was used. LIMITATIONS OF STUDY:
1.The sample size chosen is covered only a small portion of the whole population of NTPC, Ramagundam. 2.The study is confined to limited period i.e. Six weeks. 3.Accuracy of the study is purely based on the information as given by the respondents.

4.Data collected cannot be asserted to the free from crores, as the sample size restricted to the employees