stress management project life line.doc

7/21/2019 Stress Management Project Life Line.doc

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Stress Management at Life Line Feeds ( India ) Pvt Ltd.,

CONTENTS

Chapter-1 : Introduction 6-28 Introduction of Stress Organizational Stress Sources of Stress Consequences of Stress Management of Stress

Chapter-2 : Organi ation !rofi"e 2#-$2

Chapter-% : &ata 'na"(sis ) Interpretation$%-6*

Chapter-$ : Findings and SuggestionsConc"usions 61-6%

Chapter-+ : ,uestionnaire i."iograph(6$-68
http://www.lifelinefeeds.com/http://www.lifelinefeeds.com/http://www.lifelinefeeds.com/


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INT/O&0CTION


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Stress has een called !the invisi le". It is a disease that ma#affect #ou, #our organization, and an# of the $eo$le in it, so #ou cannotafford to ignore it.E OL0'TION OF ST/ESS:

%he &arden of 'den egan as a tranquil stress environment.o ever hen *dam as given the tantalizing chance to eat the

for idden fruit, he as trust into man+ind s first stressful situation. *damas offered a choice and, as e +no , decision-ma+ing is the reeding

ground for conflict, frustration and distress.

&EFINITION: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 performbeyond 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 "atteson definestress as individual with the environment.

#ehr and $ewman define %ob stress as a conditionarising from the interaction of people and their %obs and characterized by changes within people that force them todeviate from their normal functioning!.

Stress is a dynamic condition, which an individual isconfronted with an opportunity, constraint or demand related to what he or she desires and for which theoutcome is perceived to be both uncertain and important.Stress is associated with constraints and demands. Theformer prevent you from doing what you desire, the latter refers to the loss of something desired.


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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 thin& that winning or losing is certainty.

'anadian physician Hans Selye ()*+ -)* /0 in hisboo& the stress of life )*12 popularized the idea of stress.

3ccording to Selye, the 4eneral 3daptation Syndromeconsists of three phases.

'e level begins to decline irreversibly. The organismcollapses .

'"ar /eaction: %he first is the alarm $hases. ere the individual

mo ilizes to meet the threat. %he alarm reaction has t o $hases. %hefirst $hases includes in initial !stoc+ shoc+ $hase" in hich defensivemechanism ecome active. *larm reaction is characterized #autonomous e cita ilit#/ adrenaline discharges/ increase heart rate,ulceration. 0e$ending on the nature 1 intensit# of the threat and thecondition of the organization the $eriod of resistance varies and theseverit# of s#m$toms ma# differ from !mild invigoration" to !disease of ada$tation". /esistance: %he second is the $hase of resistance. %he individual

attem$ts to resist or co$e ith the threat. Ma imum ada$tation occursduring this stage. %he odil# signs characteristic of the alarm reactiondisa$$ear. It the stress $ersist, or the defensive reaction $rovesineffective, it ma# over helm the od# resources. 0e$leted of energ#,the od# enters the $hase of third. E3haustion: *da$tation energ# is e hausted. Sings of the alarmreaction rea$$ear, and the resistance level egins to define irreversi l#.%he organism colla$ses.


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Peston2ee has attem$ted 3 identified three im$ortant sectors of lifein hich Stress originates. %hese are

4o and the organization%he social sector Intra$s#chic sector

4o and organization, refers to the totalit# of the or+ environment(tas+, atmos$here, colleagues, com$ensation, $olicies, etc.). %he social

sector refers to the other such factors. %he Intra$s#chic sector encom$asses those things, hich are intimate, and $ersona, li+etem$erament, values, a ilities and health. It is contended that stress canoriginate in an# of these sectors or in com inations thereof.

In the figure elo it can e seen that the magnitude of stressemanating from the stress to learner limit of the individual to handlethese stress. %his indicates a alanced state.

O/4'NI5'TION-IN&I I&0'L NO/ 'L INTE/'CTION!'TTE/N


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S7T7L ST/ESS TOLE/'NCE LE EL

In the figure e find that 2o and organization loads haveincreased and have made a dent in the $ersonalit#. In this stage, e findminor surface changes ta+ing $lace, hich are quite managea le.

INIO/ S0/F'CE C9'N4ES

*da$tation attem$t a) ' tra effort

) ' cessive concern of tas+c) 5orries

d) *n iet#

In the stage three and the figure elo , e find that 2o andorganizational loads have ecome unmanagea le and interact ithintra$s#chic loads. %his is the stage at hich he negativeconsequences of the stress ecome a$$arent. Most of the stressrelated diseases emerge at this $oint. 5hen the situation $ersists

e move into the ne t stage in hich e start o$erating e#ondthe !stress tolerance limit".


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' O/ S0/F'CE &ISFI40/'TION6rantic co$#ing

7. ' tra ordinar# effort8. 5orr# and an iet# a out the self 9. Onset of $h#siological s#m$toms:. *ggressive tendencies

Several t#$es of rea+do ns and crac+s are o serva le in thisstage i.e., fourth stage. If unchec+ed the situation ma# culminate into thelast and most intense $hase herein com$lete disintegration of $ersonalit# ta+es $lace. *t this stage, the individual requires $ro$er

$s#chological and medical care. %he figure elo de$icts the fourth andfifth stage.ST/ESSO/S O/ LO'&S

/E';&O


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%em$eramental changes.

Peston2ee has also develo$ed a model to e $lain ho e co$eith stress reactions. It is called the C' model ecause the

ehavioral decom$osition ta+ing $lace due to stress tense to getreflected in inter$ersonal reactions. %he reactions are received 1anal#zed # the environment, hich in turn, ounce ac+ signals to theindividuals to ring a out a change either at the orgasmic level or at theres$onse level.

T9E O0NCE O&ELST/ESSO/S

O/NO0T ST/ESS S=N&/O E > OSS?:-


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F0EL S9O/T'4E ST'4E:-%his stage can e identified as com$osed of the value feelings of

loss, fatigue and confusion arising from the individual s overdra s on

reverses of ada$tation energ#. Other s#m$toms are dissatisfaction,inefficienc#, and fatigue and slee$ distur ances leading to esca$eactivate such as increased eating, drin+ing 1 smo+ing.

C/ISIS ST'4E:-5hen these feelings and $h#siological s#m$toms $ersist over

$eriod of time, the individual enters the stage of crisis. *t this stage hedevelo$s !esca$e mentalit#" and feels o$$ressed. eightened$essimism, self-dou ling tendencies, $e$tic ulcers, tension headaches,

chronic ac+aches, lood $ressure.9ITTIN4 T9E


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&EFININ4 ST/ESS 'T


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Causes that are affecting individuals. Stress is contagious/ an#one hois not $erforming ell due to increases the amount of $ressure on their

colleagues, su$eriors, and su ordinates.

%he cause ma# range from unclear or overla$$ing 2o descri$tions,to lac+ of communication, to $oor or+ing conditions, including !sic+

uilding s#ndrome".

!OTENTI'L SO0/CES OF ST/ESS:%here are three categories of $otential stressorsB

'nvironmental factor Organization factor Individual factors

En@iron enta" factors:4ust as environmental uncertaint# influences the design of an

organization. Changes in usiness c#cle create economic uncertainties.

!o"itica" uncertainties:If the $olitical s#stem in a countr# is im$lemented in an orderl#

manner, there ould not e an# t#$e of stress.


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Techno"ogica" uncertainties:>e innovations can ma+e an em$lo#ee s s+ills and e $eriences

o solete in a ver# short $eriod of time. %echnological uncertaint#therefore is a third t#$e of environmental factor that can cause stress.

Com$uters, ro otics, automation and other forms of technologicalinnovations are threat to man# $eo$le and cause them stress.

Organi ation factors:%here are no storages of factors ithin the organization that can

cause stress/ $ressures to avoid error or com$lete tas+s in a limited time$eriod, or+ overload are fe e am$les.

%as+ demands are factors related to a $erson s 2o . %he# include

the design of the individual s 2o or+ing conditions, and the $h#sicalor+ la#out.

@ole demands relate to $ressures $laced on a $erson as afunction of the $articular role he or she $la#s in the organization. @oleoverhead is e $erienced hen the em$lo#ees is e $ected to do morethan time $ermits.

@ole am iguit# is created hen role e $ectations are not clearl#understood and em$lo#ee is not sure hat he 3 she is to do.

Inter$ersonal demands are $ressures created # other em$lo#ees.Lac+ of social su$$ort from colleagues and $oor.

Inter$ersonal relationshi$s can cause considera le stress,es$eciall# among em$lo#ed ith a high social need.

Organizational structure defines the level of differentiation in theorganization, the degree of rules and regulations, and here decisionsare made. ' cessive rules and lac+ of $artici$ation in decision that affectan em$lo#ee are e am$les of structural varia les that might e $otentialsources of stress.

!otentia" sources ConseAuences


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Organizational leadershi$ re$resents the managerial st#le of theorganizations senior e ecutive. Some e ecutive officers create a culturecharacterized # tension, fear, and an iet#. %he# esta lish unrealistic$ressures to $erform in the short-run im$ose e cessivel# tight controlsand routinel# fire em$lo#ees ho don t measure u$. %his creates a fear in their hearts, hich lead to stress.

Organizations go through a c#cle. %he# are esta lished/ the# gro ,ecome mature, and eventuall# decline. *n organization s life stage - i.e.

5here it is in four stage c#cle-creates different $ro lems and $ressuresfor em$lo#ees. %he esta lishment and decline stage are $articularl#stressful.

Indi@idua" factors:%he t#$ical individual onl# or+s a out : hrs a ee+. %he

e $erience and $ro lems that $eo$le encounter in those other 78D non-or+ hrs each ee+ can s$ell over to the 2o .

Fa i"( pro."e s:>ational surve#s consistentl# sho that $eo$le hold famil# and

disci$line, trou les ith children are e am$les of relationshi$ $ro lems

that create stress for em$lo#ee and that aren t at the front door henthe# arrive at or+.


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Econo ic pro."e s:'conomic $ro lems created # individuals overe tending their

financial resources are another set of $ersonal trou les that can create

stress for em$lo#ees and distract their attention from their or+.


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C'0SES OF ST/ESS


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Societ# the or+ing orld and dail# life have changed almoste#ond recognition in the $ast E #ears. %hese changes have

contri uted to a ma2or increase in stress.Stress is caused from oth outside 1 inside the organization 1

from grou$s that em$lo#ees are influenced # 1 from em$lo#eesthemselves.

Stressors:%he agents or demands that evo+e the $otential res$onse are

referred to as stressors. *ccording to S#ele a stressors is !5hatever $roduces stress ith or ithout functioning hormonal or nervouss#stems".

E3tra organi ationa" stressors:' tra organizational stressors have a tremendous im$act on 2o

stress. %a+ing an o$en s#stem $ers$ective of an organization, it is clear that 2o stress is not 2ust limited to things that ha$$en inside theorganization, during or+ing hours. ' tra organizational stressorsinclude things such as social 3 technological change, the famil#,relocation, economic 1 financial conditions, race 1 class, residential or communit# conditions.

Organi ationa" stressors:


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!OLICIES=nfair, ar itrar# $erformance revie s.@otating or+s shifts.Infle i le rules.

=nrealistic 2o descri$tions.ST/0CT0/ES

Centralization/ Lac+ of $artici$ation in decision ma+ing.Little o$$ortunit# for advancement.

* great amount of formalization. OInterde$endence of de$artments. ST/ESSLine-Staff conflicts.

!9=SIC'L CON&ITIONSCro ding 1 lac+ of $rivac#.

*ir $ollution.Safet# hazards.Inadequate lighting.' cessive, heat or cold.

!/OCESSPoor communication.Poor 3 inadequate feed ac+ a out $erformance.Inaccurate 3 am iguous measurement of $erformance.

=nfair control s#stems.Inadequate information.

4/O0! ST/ESSO/S:%he grou$ can also e a $otential source of stress. &rou$

stressors can e categorized into three areas.17 LacB of groups cohesi@eness:-

!Cohesiveness" or !togetherness" is a ver# im$ortant toem$lo#ees, es$eciall# at the lo er levels of the organizations. If

the em$lo#ee is denied the o$$ortunit# for this cohesivenessecause of the tas+ design, ecause the su$ervisor does things to$rohi it or limit it, or ecause the other mem ers of the grou$ shutthe $erson out, this can e ver# stress $roducing.

27 LacB of socia" support:-'m$lo#ees are greatl# affected # the su$$ort of one or moremem er of a cohesive grou$.


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Conflict is ver# closel# conce$tuall# or hostile acts et eenassociated ith in com$ati le or hostile acts et een intra-individual dimensions, such as $ersonal goals or motivationalneeds 3 values, et een individuals ithin a grou$, 1 et een

grou$s.

IN&I I&0'L ST/ESSO/S:In a sense, the other stressors (' tra organizational,

organizational, 1 &rou$ stressors) all eventuall# get do n to theindividual level. 6or e am$le, role conflict, am iguit#, self-efficac# 1$s#chological hardiness ma# all affect the level of stress someonee $eriences.

CONSE,0ENCES OF ST/ESS


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%he effect of stress is closel# lin+ed to individual $ersonalit#. %hesame level of stress affects different $eo$le in different a#s 1 each$erson has different a#s of co$ing. @ecognizing these $ersonalit#

t#$es means that more focused hel$ can e given.Stress sho s itself num er of a#s. 6or instance, individual ho is

e $eriencing high level of stress ma# develo$ high lood $ressure,ulcers, irrita ilit#, difficult# in ma+ing routine decisions, loss of a$$etite,accident $roneness, and the li+e. %hese can e su sumed under threecategoriesB

Individual consequencesOrganizational consequence


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Organi ationa" conseAuences:Organizational consequences of stress have direct affect on the

organizations. %hese include decline in $erformance, ithdra al andnegative changes in attitude.

0ecline in $erformance can translate into $oor qualit# or+ or adro$ in $roductivit#. Promotions and other organizational enefitsget affected due to this.

5ithdra al ehavior also can result from stress. Significant form of ithdra al ehavior is a senteeism.

One main affect of em$lo#ee stress is directl# related to attitudes.

4o satisfaction, morale and organizational commitment can allsuffer, along ith motivation to $erform at higher levels.

urnout:- * final consequence of stress has im$lementation for oth $eo$le

and organizations.


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'ver# res$onds to stress in a different a#, it is onl# #understanding the nature of individual res$onses that #ou can startfighting stress #ourself and others.

@eduction or elimination of stress is necessar# for $s#chological

and $h#sical ell eing of an individual. 'fficienc# in stress managementena les the individual to deal or co$e ith the stressful situations insteadof avoidance. Strategies li+e tie management, od#-mind and mind- od#rela ation e ercise, see+ing social su$$ort hel$ individual im$rove their $h#sical and mental resources to deal ith stress successfull#.

*$art from hel$ing em$lo#ees ado$t certain co$ing strategies todeal ith stress $roviding them ith the service of counselor is alsouseful.

Man# strategies have een develo$ed to hel$ manage stress in

the or+ $lace. Some are strategies for individuals, and other is gearedto ard organizations.

Indi@idua" coping strategies:Man# strategies for hel$ing individuals manage stress have een

$ro$osed.

Individual co$ing strategies are used hen an em$lo#ee under stress e hi its undesira le ehavior on the 2o s such as $erformance,strained relationshi$ ith co- or+ers, a senteeism alcoholism and theli+e. 'm$lo#ees under stress require hel$ in overcoming its negativeeffects. %he strategies used areB

E3ercise:-One method # hich individual can manage their stress is

through e ercise. Peo$le ho e ercise regularl# are +no n to less li+el#to have heart attac+s than inactive $eo$le are. @esearch also has


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suggested that $eo$le ho e ercise regularl# feel less tension andstress are more conflict and slo greater o$timism.

/e"a3ation:-

* related method individual can manage stress is rela ation.Co$#ing ith stress require ada$tation. Pro$er rela ation is an effectivea# to ado$t.

@ela ation can ta+e man# forms. One a# to rela is to ta+e regular vacations/ $eo$le can also rela hile on the 2o (i.e. ta+e regular rea+sduring their normal or+da#). * $o$ular a# of resting is to sit quietl#

ith closed e#es for ten minutes ever# afternoon.

Ti e anage ent:-

%ime management is an often recommended method for managingstress, the idea is that man# dail# $ressures can e eased or eliminatedif a $erson does a etter 2o of managing time. One $o$ular a$$roach totime management is to ma+e a list, ever# morning or the thins to edone that da#. %hen #ou grou$ the items on the list into three categoriesBcritical activities that must e $erformed, im$ortant activities that should

e $erformed, and o$timal or trivial things that can e delegated or $ost$oned, then of more of the im$ortant things done ever# da#.

/OLE 'N'4E ENT:-Some hat related to time management in hich the individual

activel# or+s to avoid overload, am iguit# and conflict.

S0!!O/T 4/O0!S:-%his method of managing stress is to develo$ and maintain

su$$ort grou$. * su$$ort grou$ is sim$l# a grou$ of famil# mem er or friends ith hom a $erson can s$end time. Su$$ortive famil# andfriends can hel$ $eo$le deal ith normal stress on an ongoing asis.Su$$ort grou$s can e $articularl# useful during times of crisis.

E9' IO/'L SELF-CONT/OL:-In ultimate anal#sis, effective management if stress $resu$$oses

e ercise of self-control on the $art of an em$lo#ee.


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o n res$onses to various stressful situations. %he strateg# involvesincreasing an individuals control over the situations rather than eingsolel# controlled # them.

CO4NITI E T9E/'!=:-%he cognitive thera$# techniques such as 'lli s rational emotivemodel and Meichen aum s cognitive strateg# fir modification have eenused as an individual strateg# for reducing 2o stress.

CO0NSELIN4:Personal counseling hel$ em$lo#ees understand and a$$reciate a

diverse or+force, the holistic a$$roach ado$ted # the counselor giveshim a com$rehensive vie of the em$lo#ee as client and ena le him to

deal the issues of or+ related $ro lems in a larger conte t ith hisa areness of the inter-relationshi$ among $ro lems in ad2ustment ithself, other and environment and that a or+ concern ill effect $ersonallife and vice-versa, the em$lo#ee ould receive hel$ regarding the$ro lem in all life.

One of the advantage of the individual interventions is theindividual can use these s+ills to im$rove the qualit# of life in offer domains li+e famil#, social su$$ort and self, thus reducing the negativecarr# of e $eriences in these domains into the or+ life hich mighteffect his occu$ation mental health.

O/4'NI5'TION'L ST/'TE4IES:-%he most effective a# of managing stress calls for ado$ting

stressors and $revent occurrence of $otential stressors.% o asic organizational strategies for hel$ing em$lo#ees manage

stress are institutional $rograms and collateral $rograms.

5or+ 0esign Stress Management $rograms5or+ schedules ealth $romotions $rogramsCulture Other $rogramsSu$ervision

Institutiona" progra s:-


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Institutional $rograms for managing stress are underta+en toesta lished organizational mechanism for e am$le, a $ro$erl# designed

2o and ord schedules can hel$ ease stress. Shift or+ in $articular canconstantl# have to ad2ust their slee$ and rela ation $atterns. %hus, the

design of or+ schedules should e a focused of organizational efforts toreduce stress.

%he organization s culture can also used to hel$ to manage stress.%he organization should strive to foster a culture that reinforces ahealth# mi of or+ and non or+ing activities.

6inall#, su$ervision can $la# an im$ortant institutional role inoverload. In managing stress. * su$ervisor is a $otential manager source

of overload. If made a are of their $otential for assigning stressfulamounts of or+, su$ervisors can do a etter 2o +ee$ing or+loadsreasona le.

COLL'TE/'L !/O4/' S:In addition to their institutional efforts aimed at reducing stress,

man# organizations are turning to collateral $rograms. * collateral stress$rogram in an organizational $rogram s$ecificall# created to hel$em$lo#ees deal ith stress. %he organizations have ado$ted stressmanagement $rograms, health $romotion $rograms and other +inds of $rograms for this $ur$ose.


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/ESE'/C9ET9O&OLO4=


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/ESE'/C9 ET9O&OLO4=

0iscuss the research design, research $ro lems, im$ortant of the

stud#, sco$e and significance of the stud#, source of data, questionnaire,sam$le design statisticall# techniques used, and o 2ective of the stud#and limitations of the stud#.

/ESE'/C9 &ESI4N: * research design is an arrangement of conditions for collection

and anal#sis of data in a manner that aims to com ine relevance to theresearch.

Pur$ose ith econom# in $rocedure. It is the conce$tual structureithin hich research is conducted and it constitutes the lue$rint for the

collection, measurement and anal#sis of data. It includes an outline of hat the researcher ill do from ithin the h#$othesis and its o$erational

im$lications to the final anal#sis of data.%he research design used for the stud# is descri$tive design.

0escri$tive research design includes surve#s and fact finding enquiresof different +inds. %he ma2or $ur$ose of descri$tive research isdescri$tion of the state of affairs, as it e ists at $resent.

SO0/CE OF &'T':%he relevant data has een collected from the $rimar# sources

and secondar# sources. %he $rimar# data is collected # a questionnairefrom the em$lo#ees. 6or this $ur$ose of data collection, thequestionnaire as circulated among the em$lo#ees to collectinformation. %he secondar# data is collected # ne s $a$er com$an#

2ournals, magazines e sites etc.

,0ESTIONN'I/E '& INIST/'TION:%he questionnaire as $re$ared after counseling ith the officer.

'm$lo#ee relations of the @ de$artment of >%PC. %he researcher $re$ared a set of questionnaire. * four $oint scale !strongl# agree tostrongl# disagree" as used for this $ur$ose.

S' !LE &ESI4N: * sam$le of 7E res$ondents as ta+en using random sam$ling.

%he researcher contacted the e ecutive $ersonall# and rief summar# of

the nature of the stud# and details in the questionnaire ere narrated tothem.


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!E/IO& OF ST0&=:%he $resent stud# had een underta+en for $eriod of F ee+s, in

hich it had divided into three stages as such. Stage I is of research

$ro lem and collection the literature of the to$ic chosen. Stage II is of anal#sis and inter$retations # using different statistical tools, findingsand recommendations.

ST'TISTIC'L TOOLS 0SE&:6or the $ur$ose of $resent stud# $ercentage anal#sis as used.

LI IT'TIONS OF ST0&=:7. %he sam$le size chosen is covered onl# a small $ortion of the

hole $o$ulation of >%PC, @amagundam.8. %he stud# is confined to limited $eriod i.e. Si ee+s.9. *ccurac# of the stud# is $urel# ased on the information as given

# the res$ondents.:. 0ata collected cannot e asserted to the free from crores, as the

sam$le size restricted to the em$lo#ees.


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%7 Co pan( !rofi"e

At a time , when poultry industry growth was on rise in 7GDF, Mr . Hishor Humar egde a visionar# laid his first ste$ into the fora# of commerce to e one of the est

$la#ers in $oultr# industr#. is vision , d#namism and strong urge to hel$ the agro - ased

econom# develo$ , drove him to ma+e a hum le eginning as an animal feed distri utor

in Chi+magalur .

%oda# MIs LI6' LI>' &@O=P is a totall# integrated conglomerate , hich

harnesses its focus on the develo$ment of the rural econom# , la#ing s$ecial em$hasison the develo$ment of the rural econom# , la#ing s$ecial em$hasis on the state of art @

1 facilities . %he grou$ also fallo s latest scientific innovations in $oultr# management

and is a reast in ada$t ing the latest technolog# and managerial $rocedures .

%he com$an# toda# elieves gro th lies in d isci$line , ded ication and innovation to

e the est in the industr# foreseeing the future glo al com$etition .

Presentl#, MIs Life Line &rou$ com$rises of ,

MIs Om %raders

II M/s Om $oultr# farm

II MIs Life Line 6arm

II MIs Life Line atcher ies

II MIs Life Line 6eeds (I>0I*) P?% Ltd

II MIs Life Line Chic+en .

II MIs 0urga *gritech la#er farm

MIs


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5 itnessing a gallo$ing gro th in the roiler mar+et the Life Line &rou$ toda# i th

an annual turn over of @s .7D crores ishes not to leave an# facet of $oultr# untouched

and hence is venturing into retail outlets ith the value added Products to reach a ste$

closer to the customer . ' 6*@MS $roduces .F million irds a #ear , in a iosecured

e nv ironme nt for heal th# and d iseases free roi lers ith im$lementation of la test

technolog ical innovations .

MIs LI6' LI>' *%C '@I'S $roduces 7. 8 million ch ic+s a #ear under str ingent

and san itation disinfectio n and san ita tion $rogrammers to $roduce c hic+s o f go od

qu a lit#.

MI s LI6' L I> ' 6''0S (I> 0 I * )P?% L %O , $roduces ten thousand tons o f $ou ltr #

and ca ttle feeds a # ea r as $e r th e s ta ndards s $ec if ied in $roc ur ing ra mate ria l or

ma nuf a ctur ing, to ge t o$tim um r e turns at th e fa r m ga te under

@ar ious ag r o c "i2 ate co nditions in so uth India7

@egular research is eing conducted at MIs OM PO=L%@K 6*@M an d 0=@&*

*&@I%'C( l*K'@ 6*@MS , on management , disease and feed in te r ac tion

f o r ecas tin g the $ r o lems tha t are faced # t he farmers unde r differen t managemen t


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and e nviro nme nt a l co nd itions .

@eg ular f ee d u$ grada tion i s eing do ne a t r egular as is to +ee$ the $ace o f

ec onomi c $ ro duct ion o f roil e r s a nd eg gs to the in terna tiona l standards to m ee t th e

g lo al co m$ e tition .

Poultr# o$e r at ions s uch as ree ding , h a tc h ing a nd r e ar ing ar e don e ) ith strict

io secu r it# r egu lations / as these a r e co nsi dere d t o e in itia l st e$s of human food

chain .

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$7 !/O& 0 CT !/OFILE

1 7 S; INLESS:

*fter defeathering , s+in is removed and hence even the fat is removed .

%hus , $lain meat is availa le for the consum$tion . *s the fat is r emoved ,

gene r a ll# $eo$ le ith health conscious $refe r s+inless chic+en . It costs a it

higher com$ared to local chic+en outlets as the s+in is removed , the e ight o f

ch ic+en lessens hence to com$ensate t he loss, and the s+inless chic+en is

$r iced higher than chic+en ith s+in.

8 . 5I%( S HI> B

*fter defeathe r ing , the intest ine is remove d. ence , th e s+in is not re moved ,

the chic+en contains fat and it is tastier com$ared to s +inless chic+e n.

9. MI>C' B

It is o ne o f th e $r e mium $r oduct s o f %' > 0' @ C ICH' > ou tlet , hich is no t

a va ila le in lo ca l chic+e n s ta lls . Min ce con ta ins on l# th e one less r eas t m ea t.

:. 5(OL' L'& B

%his $ac +age is an inclusive of oth legs and th ighs used in ma+ing


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E. LOLLIPOPSBLolli$o$s are made from ing meat hich is all $ushed together and rolled

in one $lace to loo+ li+e lolli$o$ and the other side is one .

F. 0@ =M S %I CHSB

It is a $remium $roduct that contains ri ones .

. 6 ILL' %SB

It is again a $rem ium of %'>0'@ C ICH'> O=%L'% , hich is tota ll# f at

f r ee. %o $re$are 7 Hg fillet , reast meat of at leas t E-F irds is used . 6illet is goodfor heart $atien t a nd fo r $eo$le , ho cannot consume r ed meat that is $or+ ,

mutton eef etc .

6ille t is $r iced slig htl# h igher than other $roducts .

87 OT 9E /S:

Others include $et feast , ing ti$s s+in, and reast ones after removing for

fillet, tale $osition hich cannot e used for sou$s and also used for $ets . It is not

good ith the regular $ac+ . It includes

Of fa " s:


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Li@er and gi ards :

%hese are li+ed # some $eo$le and not li+ed # some others. %his is again not

included ith the regular meat.

C o2p"i2 ent :

%his is given freel# as com$liment , hich contains one liver , one g izza r d

a nd one heart. %his is given onl# for those ho $refer to ta+e it and on l# as +ed .

6asa"as :

Masalas are ava ila le f r om @s. 8 to 9 de$end ing o n v a riet ies and need of

custo me r that is ir i#ani rascal , +a a masa la , chic+e n $ulimun chi, chili ch ic+en ,tan door i r nasala , utte r chic+e n, chic+e n m a s a la , chic+ e n dr# e tc.

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17 9oD often do (ou sa( the Dord I a .us( or I a ha@inghard ti eG 't the DorB p"aceH

Options /esponse > ?

?er# often G

often 8F

@arel# 8D

?er# rarel# 8E

>ever 78

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Interpretation: *s is evident from the chart, ma2orit# of the res$ondents (E8J)

rarel# and ver# rarel# sa#s that the# are us# at or+ $lace.

27 =ou thinB ph(sica" en@iron ent pro."e in the DorB p"acecause StressH > Te perature "ighting gases dust ?


Strongl# agree 8F

*gree 9F

Cannot sa# 7F

0isagree 7F

Strongl# disagree F

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Interpretation:O$inion of stud# reveal that, ma2orit# of the res$ondents (F8J)

agree ith $h#sical environment (%em$erature, Lighting, &ases and0ust) causes Stress.

%7 =ou fee" ti e pressure to co p"ete DorBH


Strongl# agree 7

*gree :7

Cannot sa# 79

0isagree 8D

Strongl# disagree D

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Interpretation: %he finall# #et im$ortantl#, the question as+ed a out the

em$lo#ees, ma2orit# of the em$lo#ees (E7J) of the >%PCagree and strongl# agree ith a ove statement.

$7 &o (ou fee" "acB of co-operation in officeH


?er# often G

often 8F

@arel# 7F

?er# rarel# 7

>ever 98

38


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Interpretation: *s is evident from the chart, ma2orit# of the res$ondents

(FDJ) faced lac+ of co-o$eration in office remaining (98J) of em$lo#ees never faced lac+ of co-o$eration in organization.

+7 Fa i"( pro."e s cause stressH


Strongl# agree 7G

*gree :7

Cannot sa# 77

0isagree 7G

Strongl# disagree 7

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(F J) strongl# agree and agree ith famil# $ro lems causesstress.

67 &o (ou ha@e pro."e of ! J sugar J an( other hea"thpro."e sH


?er# often E often 7

@arel# 7G

?er# rarel# 78

40


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Stress Management at Life Line Feeds ( India ) Pvt Ltd., >ever :

Interpretation: *s is evident from the chart, ma2orit# of the res$ondents (: J)

said don t love health $ro lems li+e


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Stress Management at Life Line Feeds ( India ) Pvt Ltd., Stro ngl# disagree E


( EJ) agree ith a ove statement that # doing $h#sical

e ercise 1 #oga stress ill e reduced.

87 editation ) pra(er to reduce the stressH


Strongl# agree :

*gree 9

Cannot sa# 7:

0isagree F

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Stress Management at Life Line Feeds ( India ) Pvt Ltd., Stro ngl# disagree 9


( J) agree ith a ove statement that meditation 1 $ra#er toreduce the stress.

#7 LacB of co unication causes stressH


Strongl# agree 79 *gree EE

Cannot sa# 7

0isagree G

43


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Stress Management at Life Line Feeds ( India ) Pvt Ltd., Stro ngl# disagree F


(FDJ) agree ith a ove statement i.e. lac+ of communicationcauses stress.

1*7 Spending ti e Dith (our fa i"( reduces stressH

Options /esponse > ? Strongl# agree 9E

*gree ::

Cannot sa# G

44


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Stress Management at Life Line Feeds ( India ) Pvt Ltd., 0i sagree D

Strongl# disagree :

Interpretation:

*s is evident from the chart, ma2orit# of the res$ondents( GJ) agree ith a ove statement i.e. a$$ending more timeith famil# reduces stress.

117 I pro@ing DorBing conditions reduces the stressH


Strongl# agree 8F

*gree EF

Cannot sa# D

0isagree

45


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(D8J) agree ith im$roving or+ing conditions in office stressill e reduce.

127 /ationa" a""ocation of DorB reduces the stressH


Strongl# agree 77

*gree EE

Cannot sa# 8

0isagree 7

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Stress Management at Life Line Feeds ( India ) Pvt Ltd., Stro ngl# disagree :


(FFJ) agree ith rational allocation of or+ reduces the stress.

1%7 Financia" oti@ations reduce the stressH


Strongl# agree 78 *gree :9

Cannot sa# 98

0isagree 7

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(EEJ) agree ith a ove statement i.e. financial motivationreduces the stress.

1$7 Training ) &e@e"op ent progra s he"p to cope-up DithneD techno"og( reduces the stressH


Strongl# agree 7F *gree E8

Cannot sa# 87

0isagree D

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(FDJ) agree ith a ove statement i.e. training anddevelo$ment ith changes.

1+7 Need for fa i"( counse"ing is reAuiredH


Strongl# agree 77

*gree 8G

Cannot sa# 8D

0isagree 7G

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(: J) agreed that famil# counseling is needed to $lan and over come the stress.

167 /e"a3ation reduces the stressH


Strongl# agree 98

*gree :D

Cannot sa# 79

0isagree F

50


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(D J) agree ith a ove statement i.e. rela ation (hol#da#s,leaves, famil#, tours etc.) reduces stress.

1K7 Fo""oDing safet( precautions reduces the stressH


Strongl# agree 7E

*gree E

Cannot sa# 87

0isagree 7

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Stress Management at Life Line Feeds ( India ) Pvt Ltd., Stro ngl# disagree :


(FEJ) agree ith a ove statement i.e. follo ing safet#$recautions stress is reduced.

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FIN&IN4S ) S044ESTIONS

FIN&IN4S:%he finding of the $resent revealed the follo ing.

Most of the res$ondent fall under la stress categor#.%hee is in significance relationshi$ et een stress 1demogra$h# factors i.e. age, e $erience 1 designation.%he follo ing dimensions of $ersonal $olicies 1 $racticesof the organization have contri uted to stress amongem$lo#ees.@es$ondents ho fall under the '8* 1 'E grade aremore stressed in com$arison ith the other grade.

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Stress Management at Life Line Feeds ( India ) Pvt Ltd.,%he or ganization falls a ver# tall structure of stress amonghierarch# 1 this is one of the reasons for em$lo#ees

eing stressed.%here is no significancant difference of stress amongem$lo#ees or+ing in $lant 1 other de$artments.

%he em$lo#ees or+ing in the $lat gave a $ositiveres$onse in ans ering the questionnaire

S044ESTIONS: * Small $ercentage of the em$lo#ees did have high stress.

Person facing stress at the organizational level of lot of $s#chological$ro lems in the form of decreased motivation, a senteeism lo$roductivit# targets not eing achieving etc. as a reed# for the a ovesaid em$lo#ees facing stress are advised to attend stressmanagement courses hich ill hel$ them to uild co$ing strategiesand cause out their stress. %he stress management cause com$riseof a $ac+age $rogram consisting ofB

@ela ationPositive outloo+ to ards or+s 3 res$onsi ilitiesSelf anal#sis through $ersonalit# t#$e testesInter $ersonal s+ill develo$mentProtection #oga cum meditation%ime managementSince % 1 0 2o related factors, $erformance a$$raisal 1 2o

satisfaction ere $erceived stressful # the em$lo#ees,the em$lo#ees should e counseled regarded the matter

*t the individual level the em$lo#ees could $ractice arela ing holida# ( here in qualit# time is s$ent ith thefamil#) ever# fortnight or mouth

@ealize e cessive use of tea 3 coffee cigarette is not ans er to stress

%r# to get F- hrs of continuous slee$ $er da#

CONCL0SION

CONCL0SION:%he $resent stud# as conducted at >%PC in

@amagundam. %he aim as to find the stress levels,54


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Stress Management at Life Line Feeds ( India ) Pvt Ltd.,$ersonalit# t#$e of the em$lo#ees. %his as done using adetailed questionnaire. %he stud# reveled that fall under lostress categor# onl# a small $ercentage is highl# stressed 1needed $revailing in the organization to some e tent.

*t the end of the stud#, e can conclude that throughthere are signs of stress among the em$lo#ees 1 such stress isaffecting their ehaviors, it can e controlled 1 reducedeffectivel#.

%his can e done # giving counseling 1 incor$orating thesuggestions given here in at individual 1 organization level.

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7. o often do #ou sa# the ord !I am us# or I am having hardtime" *t the or+ $lace?er# often ( ) Often ( ) @arel# ( )?er# rarel# ( ) >ever ( )

8. Kou thin+ $h#sical environment $ro lem in the or+ $lace causeStress (%em$erature, lighting, gases, dust)Strongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

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9. Kou feel time $ressure to com$lete or+Strongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

:. 0o #ou feel lac+ of co-o$eration in office?er# often ( ) Often ( ) @arel# ( )?er# rarel# ( ) >ever ( )

E. 6amil# $ro lems cause stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

F. 0o #ou have $ro lem of

ever ( )

. Ph#sical e ercise 1 #oga reduce the stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

D. Meditation 1 $ra#er to reduce the stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

G. Lac+ of communication causes stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

7 . S$ending time ith #our famil# reduces stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

77. Im$roving or+ing conditions, reduces the stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

78. @ational allocation of or+ reduces the stress

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Stress Management at Life Line Feeds ( India ) Pvt Ltd.,Str ongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

79. 6inancial motivations reduce the stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

7:. %raining 1 0evelo$ment $rograms hel$ to co$e-u$ ith netechnolog# reduces the stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

7E. >eed for famil# counseling is requiredStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

7F. @ela ation reduces the stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

7 . 6ollo ing safet# $recautions reduces the stressStrongl# agree ( ) *gree ( ) Cannot sa# ( )0isagree ( ) Strongl# disagree ( )

7D. Please offer suggestions if an# for etter management of or+stress in >%PC.

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Stress Management at Life Line Feeds ( India ) Pvt Ltd.,Ste$hen P. @o in B !Organization

stress management project life line.doc

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