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INTRODUCTION TO HR

Human Resource Management is an art of managing people at work in such a manner that they give their best to the organization. In simple word human resource management refers to the quantitative aspects of employees working in an organization. Human Resource Management is also a management function concerned with hiring, motivating, and maintains people in an organization. It focuses on people in organization. Organizations are not mere bricks, mortar, machineries or inventories. They are people. It is the who staff and manage organizations. HRM involves the application of management functions and principles. The functions and principles are applied to acquisitioning, developing, maintain, and remunerating employees in organizations. Decisions relating to employees must be integrated. Decision on different aspect of employees must be consistent with other human resource decisions. Decision made must influence the effectiveness of organization. Effectiveness of an organization must result in betterment of services to employees in the form of high-quality product supplied at reasonable costs. HRM function s is not confined to business establishment only. They are applicable to non-business organizations, too such as education, health care, recreation etc. The scope of HRM is indeed vast. All major activities in the working life of his or her entry into an organization until he or she leaves-come under the previews of HRM.specifically, the activities included are HR planning, job analysis and be sign, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations and the like.

HRM is a broad concept Personnel management and human resource development is a part of HRM. Before we define Human Resource Management, it seems good to first define heterogeneous in the sense that they differ in personality, perception, emotions, values, attitudes, motives, and modes of thoughts. Human resource management plays an important role in the development process of modern economy. In fact it is said that all the development comes from the human mind. Human Resource Management is a process of producing development, maintaining and controlling human resources for effective achievement of organization goals. Definition: Hans Selye was one of the founding fathers of stress research. His view in 1956 was that stress is not necessaril y something bad it all depends on how you take it. The stress of exhilarating, creative successful work is beneficial, while that of failure, humiliation or infection is detrimental. Selye believed that the biochemical effects of stress would be experienced irrespective of whether the situation was positive or negative. Since then, a great deal of further research has been conducted, and ideas have moved on. Stress is now viewed as a "bad thing", with a range of harmful biochemical and long-term effects. These effects have rarely been observed in positive situations. The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is that stress is a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize. In short, it's what we feel when we think we've lost control of events. This is the main definition used by this section of Mind Tools, although we also recognize that there is an intertwined instinctive stress response to unexpected events.

The stress response inside us is therefore part instinct and part to do with the way we think. NEED FOR THE STUDY Stress is part of modern life. Various events in life cause stress, starting with the birth of a child and enduring with the death of a dear one. The present world is fast changing and there are lots of pressures and demands at work. These pressures at work lead to physical disorders. Stress refers to individuals reaction to a disturbing factor in the environment. It is an adaptive response to certain external factor or situation or what can be called environmental stimuli as reflected in an opportunity, constraint, or demand the outcome of which is uncertain but important. In short stress is a response to an external factor that results in physical, emotional, behavioral deviations in a person. OBJECTIVES OF THE STUDY Primary objective: To undergo an in-depth study about the stress among the employees of Panchasheel Enterprises (Ailneni) Pvt. Ltd (Mahindra). Secondary objective: To identify the factors causing stress among the employees. To find out the level and kind of stress among the employees of different age groups. To study about the effects of stress on employees in Panchasheel Enterprises (Ailneni) Pvt. Ltd (Mahindra). To identify the coping strategies to manage stress.

SCOPE OF THE STUDY The study relates to all the departments of Panchasheel Enterprises (Ailneni) Pvt. Ltd (Mahindra). It takes the information about the stress from the employees of Panchasheel Enterprises (Ailneni) Pvt. Ltd (Mahindra)only. It does not include any other branch or outlet of Mahindra. RESEARCH METHODOLOGY Research methodology is a way to systematically solve the research problem. The research methodology in the present study deals with research design, data collection methods, sampling methods, survey, analysis and interpretations. TYPE OF RESEARCH DESIGN Descriptive approach is one of the most popular approaches these days. In this approach, a problem is described by the researcher by using questionnaire or schedule. This approach enables a researcher to explore new areas of investigation. DATA SOURCES There are two types of data collection namely primary data collection and secondary data collection. PRIMARY DATA The primary data is defined as the data, which is collected for the first time and fresh in nature, and happen to be original in character through field survey. There are many methods of collecting primary data and the main methods include: questionnaires interviews focus group interviews observation case-studies diaries

critical incidents portfolios

But for the present study questionnaire and observation is to be used. SECONDARY DATA The secondary data are those which have already been collected by someone else and have been passed through statistical process. The secondary data for this study are already available in the firm's internal records, annual report, broaches, and company's website. SAMPLE UNIT The employees of Panchasheel Enterprises (Ailneni) Pvt. Ltd (Mahindra)are the sample unit in the survey. SAMPLE SIZE The sample size chosen for this study is 100. SAMPLING TECHNIQUE The sampling technique used for the current study is simple random sampling. LIMITATIONS OF THE STUDY The employees were reluctant to give correct information. Even though the employees gave correct information during the unstructured interview conducted, they gave positive answer while answering the questionnaire. The investigator intended to cover only few areas of stress relevant to the proposed study. As the study was done within a limited time, investigator could not select a sufficiently large sample for the study.

INTRODUCTION TO THE STRESS


CONCEPT OF STRESS A lot of research has been conducted into stress over the last hundred years. Some of the theories behind it are now settled and accepted; others are still being researched and debated. During this time, there seems to have been something approaching open warfare between competing theories and definitions: Views have been passionately held and aggressively defended. What complicates this is that intuitively we all feel that we know what stress is, as it is something we have all experienced. A definition should therefore be obviousexcept that it is not. Types of stress Mechanical

Stress (physics), the average amount of force exerted per unit area. Yield stress, the stress at which a material begins to deform plastically. Compressive stress, the stress applied to materials resulting in their compaction.

Biological Stress (biological), physiological or psychological stress; some types include:


Chronic stress, persistent stress which can lead to illness and mental disorder Eustress, positive stress that can lead to improved long-term functioning Workplace stress, stress caused by employment

Music

Accent (music). Stress (band), an early '80s melodic rock band from San Diego. Stress (punk band), an early '80s punk rock band from Athens. Stress (Neo-Psychedelic band), from the late 1980's. Stress, a song by the French band Justice on their debut album

Other Stress (game), card game Stress (linguistics), phonological use of prominence in language

Stress (physics), the average amount of force exerted per unit area. Stress is a measure of the average amount of force exerted per unit area. It is a measure of the intensity of the total internal forces acting within a body across imaginary internal surfaces, as a reaction to external applied forces and body forces. It was introduced into the theory of elasticity by Cauchy around 1822. Stress is a concept that is based on the concept of continuum. In general, stress is expressed as

Where Is the average stress, also called engineering or nominal stress, and Is the force acting over the area Chronic Stress Chronic stress is stress that lasts a long time or occurs frequently. Chronic stress is potentially damaging. Symptoms of chronic stress can be: upset stomach headache backache insomnia anxiety depression anger .

In the most severe cases it can lead to panic attacks or a panic disorder. There are a variety of methods to control chronic stress, including exercise, healthy diet, stress management, relaxation techniques, adequate rest, and relaxing hobbies. Ensuring a healthy diet containing magnesium may help control or eliminate stress, in those individuals with lower levels of magnesium or those who have a magnesium deficiency. Chronic stress can also lead to a magnesium deficiency, which can be a factor in continued chronic stress, and a whole host of other negative medical conditions caused by a magnesium deficiency. It has been discovered that there is a huge upsurge in the number of people who suffer from this condition. A very large number of these new cases suffer from insomnia. In a review of the scientific literature on the relationship between stress and disease, the authors found that stress plays a role in triggering or worsening depression and cardiovascular disease and in speeding the progression of HIV/AIDS. Compressive stress: Compressive stress is the stress applied to materials resulting in their compaction (decrease of volume). When a material is subjected to compressive stress, then this material is under compression. Usually, compressive stress applied to bars, columns, etc. leads to shortening. Loading a structural element or a specimen will increase the compressive stress until the reach of compressive strength. According to the properties of the material, failure will occur as yield for materials with ductile behavior (most metals, some soils and plastics) or as rupture for brittle behavior (geometries, cast iron, glass, etc). In long, slender structural elements -- such as columns or truss bars -- an increase of compressive force F leads to structural failure due to buckling at lower stress than the compressive strength.

Compressive stress has stress units (force per unit area), usually with negative values to indicate the compaction. However in geotechnical engineering, compressive stress is represented with positive values. Stress in Biological terms: Stress is a biological term which refers to the consequences of the failure of a human or animal body to respond appropriately to emotional or physical threats to the organism, whether actual or imagined. It includes a state of alarm and adrenaline production, short-term resistance as a coping mechanism, and exhaustion. It refers to the inability of a human or animal body to respond. Common stress symptoms include irritability, muscular tension, inability to concentrate and a variety of physical reactions, such as headaches and accelerated heart rate. The term "stress" was first used by the endocrinologist Hans Selye in the 1930s to identify physiological responses in laboratory animals. He later broadened and popularized the concept to include the perceptions and responses of humans trying to adapt to the challenges of everyday life. In Selye's terminology, "stress" refers to the reaction of the organism, and "stressor" to the perceived threat. Stress in certain circumstances may be experienced positively. Eustress, for example, can be an adaptive response prompting the activation of internal resources to meet challenges and achieve goals. The term is commonly used by laypersons in a metaphorical rather than literal or biological sense, as a catch-all for any perceived difficulties in life. It also became a euphemism, a way of referring to problems and eliciting sympathy without being explicitly confessional, just "stressed out". It covers a huge range of phenomena from mild irritation to the kind of severe problems that might result in a real breakdown of health. In popular usage almost any event or situation between these extremes could be described as stressful. Stress refers to the strain from the conflict between our external environment and us, leading to emotional and physical pressure. In our fast paced world, it is impossible to live without stress, whether you are a student or a working adult. There is both positive and negative stress, depending on each individuals unique perception of the tension between the two forceS. Not all stress is bad. For example, positive

stress, also known as eustress, can help an individual to function at optimal effectiveness and efficiency. Hence, it is evident that some form of positive stress can add more color and vibrancy to our lives. The presence of a deadline, for example, can push us to make the most of our time and produce greater efficiency. It is important to keep this in mind, as stress management refers to using stress to our advantage, and not on eradicating the presence of stress in our lives. On the other hand, negative stress can result in mental and physical strain. The individual will experience symptoms such as tensions, headaches, irritability and in extreme cases, heart palpitations. Hence, whilst some stress may be seen as a motivating force, it is important to manage stress levels so that it does not have an adverse impact on your health and relationships. Part of managing your stress levels include learning about how stress can affect you emotionally and physically, as well as how to identify if you are performing at your optimal stress level (OSL) or if you are experiencing negative stress. This knowledge will help you to identify when you need to take a break, or perhaps seek professional help. It is also your first step towards developing techniques to managing your stress levels. Modern day stresses can take the form of monetary needs, or emotional frictions. Competition at work and an increased workload can also cause greater levels of stress. How do you identify if you are suffering from excessive stress? Psychological symptoms commonly experienced include insomnia, headaches and an inability to focus. Physical symptoms take the form of heart palpitations, breathlessness, excessive sweating and stomachaches. What causes stress? There are many different causes of stress, and that which causes stress is also known as a stressor. Common lifestyle stressors include performance, threat, and bereavement stressors, to name a few. Performance stressors are triggered when an individual is placed in a situation where he feels a need to excel. This could be during performance appraisals, lunch with the boss, or giving a speech. Threat stressors are usually when the current situation poses a dangerous threat, such as an economic downturn, or from an accident. Lastly, bereavement

stressors occur when there is a sense of loss such as the death of a loved one, or a prized possession. Thus, there are various stressors, and even more varied methods and techniques of dealing with stress and turning it to our advantages. In order to do so, we must learn to tell when we have crossed the line from positive to negative stress. Good stress v/s Bad stress: Stress has often been misunderstood to be negative, with few people acknowledging the importance and usefulness of positive stress. In our everyday lives, stress is everywhere and definitely unavoidable; hence our emphasis should be on differentiating between what is good stress, and what is bad. This will help us to learn to cope with negative stress, and harness the power of positive stress to help us achieve more. There are 4 main categories of stress, namely eustress, distress, hyper stress and hypo stress. Negative stress can cause many physical and psychological problems, whilst positive stress can be very helpful for us. Heres how we differentiate between them. Eustress: this is a positive form of stress, which prepares your mind and body for the imminent challenges that it has perceived. Eustress is a natural physical reaction by your body which increases blood flow to your muscles, resulting in a higher heart rate. Athletes before a competition or perhaps a manager before a major presentation would do well with eustress, allowing them to derive the inspiration and strength that is needed. Distress We are familiar with this word, and know that it is a negative form of stress. This occurs when the mind and body is unable to cope with changes, and usually occurs when there are deviations from the norm. They can be categorized into acute stress and chronic stress. Acute stress is intense, but does not last for long. On the other hand, chronic stress persists over a long period of time. Trigger events for distress can be a change in job scope or routine that the person is unable to handle or cope with.

Hyper stress This is another form of negative stress that occurs when the individual is unable to cope with the workload. Examples include highly stressful jobs, which require longer working hours than the individual can handle. If you suspect that you are suffering from hyper stress, you are likely to have sudden emotional breakdowns over insignificant issues, the proverbial straws that broke the camels back. It is important for you to recognize that your body needs a break, or you may end up with severe and chronic physical and psychological reactions. Hypo stress Lastly, hypo stress occurs when a person has nothing to do with his time and feels constantly bored and unmotivated. This is due to an insufficient amount of stress; hence some stress is inevitable and helpful to us. Companies should avoid having workers who experience hypo stress as this will cause productivity and mindfulness to fall. If the job scope is boring and repetitive, it would be a good idea to implement some form of job rotation so that there is always something new to learn. The types of stress are named as eustress and distress. Distress is the most commonly-referred to type of stress, having negative implications, whereas eustress is a positive form of stress, usually related to desirable events in person's life. Both can be equally taxing on the body, and are cumulative in nature, depending on a person's way of adapting to a change that has caused it. Coping with Stress at Work place With the rapid advancement of technology, the stresses faced at work have also increased. Many people dread going to work, hence the term Monday Blues. What is the reason for this? There is partly the fear from being retrenched in bad times, leading to greater job insecurity on the part of those who remain. Undoubtedly, occupational stress is one of the most commonly cited stressors faced by people all over the world. Stress refers to the pressure and reactions to our environment which results in psychological and physical reactions. Whilst some stress is good for motivation and

increasing efficiency, too much stress can result in negative impacts such as reduced effectiveness and efficiency. More and more people are feeling isolated and disrespected at work, and this has led to greater occupational stress. Many companies have taken to consulting experts and professionals on ways to increase connectedness and motivation of their employees. Some companies organize parties and make their employees feel valued at work. These are measures to motivate employees and help them to feel secure at their jobs, translating into greater productivity. However, not all companies have such measures in place, and some have not gotten it quite right. Hence, it is up to you to make sure that you can cope with stress at your workplace, and use it to help you work better. Here are 3 simple steps to help you with coping with stress in the workplace. Step 1: Raising Awareness Help yourself to identify when you are facing rising levels of stress, tipping the scales from positive to negative. This is important, as being able to identify signs of being stressed can help you to take steps to ensure that your overall quality of life does not drop. If left unacknowledged, the problem will only snowball, leading to disastrous consequences to your health and overall wellbeing. You can identify if you are feeling stressed by checking if you have any physical or psychological reactions, such as excessive sweating or heart palpitations, or the onset of headaches, irritability or the need to escape. If you experience any of these reactions, identify if you are feeling any overwhelming negative emotions, and if you are constantly worried.

Step 2: Identify the Cause You need to be able to analyze the situation and identify what is causing the rise in stress. These stressors can be external and internal. External stressors refer to things beyond your control, such as the environment or your colleagues at work. Internal stressors refer to your own thinking and attitude. Often, we only start reacting to stress when a combination of stressors working together exceeds our ability to cope.

Keep a diary or a list of events that have caused you to feel strong negative emotions, or that are likely stressors. This will help you to identify the causes of your stress. Whilst it is not always possible to eradicate them, we can change the way that we cope with it. Step 3: Coping with Stress In order to deal with the situation that is causing you stress, you need to calm your mind and body so as to stave off the reactions and cope with it in a positive way. This can be through different methods, such as taking time off. If a situation is triggering your stress and you are unable to calm down, remove yourself from it. Go outside and take a walk to calm down. Alternatively, you can try implementing relaxation techniques such as deep breathing. If it is an internal stressor, stop your thought process until you are able to deal with it logically. The key to making these 3 steps work for you is to practice them. These are not instantaneous solutions, and you need to condition your mind and practice them so that you can implement it when you are feeling stressed. Stress Management Stress management is the need of the hour. However hard we try to go beyond a stress situation, life seems to find new ways of stressing us out and plaguing us with anxiety attacks. Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we tend to overlook causes of stress and the conditions triggered by those. In such unsettling moments we often forget that stressors, if not escapable, are fairly manageable and treatable. Stress, either quick or constant, can induce risky body-mind disorders. Immediate disorders such as dizzy spells, anxiety attacks, tension, sleeplessness, nervousness and muscle cramps can all result in chronic health problems. They may also affect our immune, cardiovascular and nervous systems and lead individuals to habitual addictions, which are inter-linked with stress. Like "stress reactions", "relaxation responses" and stress management techniques are some of the body's important built-in response systems. As a relaxation

response the body tries to get back balance in its homeostasis. Some hormones released during the 'fight or flight' situation prompt the body to replace the lost carbohydrates and fats, and restore the energy level. The knotted nerves, tightened muscles and an exhausted mind crave for looseness. Unfortunately, today, we don't get relaxing and soothing situations without asking. To be relaxed we have to strive to create such situations. Recognizing a stressor: It is important to recognize whether you are under stress or out of it. Many times, even if we are under the influence of a stressful condition and our body reacts to it internally as well as externally, we fail to realize that we are reacting under stress. This also happens when the causes of stress are there long enough for us to get habituated to them. The body constantly tries to tell us through symptoms such as rapid palpitation, dizzy spells, tight muscles or various body aches that something is wrong. It is important to remain attentive to such symptoms and to learn to cope with the situations. We cope better with stressful situation, when we encounter them voluntarily. In cases of relocation, promotion or layoff, adventurous sports or having a baby, we tend to respond positively under stress. But, when we are compelled into such situations against our will or knowledge, more often than not, we wilt at the face of unknown and imagined threats. For instance, stress may mount when one is coerced into undertaking some work against one's will. Laughter: Adopting a humorous view towards life's situations can take the edge off everyday stressorS. Not being too serious or in a constant alert mode helps maintain the equanimity of mind and promote clear thinking. Being able to laugh stress away is the smartest way to ward off its effects. A sense of humor also allows us to perceive and appreciate the incongruities of life and provides moments of delight. The emotions we experience directly affect our immune system. The positive emotions can create neurochemical changes that buffer the immunosuppressive effects of stress.

During stress, the adrenal gland releases corticosteroids, which are converted to cortical in the blood stream. These have an immunosuppressive effect. Dr. Lee Berk and fellow researcher Dr. Stanley Tan at Loma Linda University School of Medicine have produced carefully controlled studies showing that the experience of laughter lowers serum cortical levels, increases the amount and activity of T lymphocytesthe natural killer cells. Laughter also increases the number of T cells that have suppresser receptors. What Laughter Can Do Against Stress And Its Effects? Laughter lowers blood pressure and reduces hypertension. It provides good cardiac conditioning especially for those who are unable to perform physical exercise. Reduces stress hormones (studies shows, laughter induces reduction of at least four of neuroendocrine hormonesepinephrine, cortical, dopac, and growth hormone, associated with stress response). Laughter cleanses the lungs and body tissues of accumulated stale air as it empties more air than it takes in. It is beneficial for patients suffering from emphysema and other respiratory ailments. It increases muscle flexion, relaxation and fluent blood circulation in body. Boosts immune function by raising levels of infection-fighting T-cells, disease-fighting proteins called Gamma-interferon and disease-destroying antibodies called B-cells. Laughter triggers the release of endorphinsbody's natural painkillers. Produces a general sense of well-being.

Workplace Stress Workplace stress is the harmful physical and emotional response that occurs when there is a poor match between job demands and the capabilities, resources, or needs of the worker. Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory problems). In turn, these conditions may

lead to poor work performance or even injury. Job stress is also associated with various biological reactions that may lead ultimately to compromised health, such as cardiovascular disease. Stress is a prevalent and costly problem in today's workplace. About one-third of workers report high levels of stress. One-quarter of employees view their jobs as the number one stressor in their lives. Three-quarters of employees believe the worker has more on-the-job stress than a generation ago. Evidence also suggests that stress is the major cause of turnover in organizations. Health and Healthcare Utilization Problems at work are more strongly associated with health complaints than are any other life stressor-more so than even financial problems or family problems. Many studies suggest that psychologically demanding jobs that allow employees little control over the work process increase the risk of cardiovascular disease. On the basis of research by the National Institute for Occupational Safety and Health and many other organizations, it is widely believed that job stress increases the risk for development of back and upper-extremity musculoskeletal disorders. High levels of stress are associated with substantial increases in health service utilization. Workers who report experiencing stress at work also show excessive health care utilization. In a 1998 study of 46,000 workers, health care costs were nearly 50% greater for workers reporting high levels of stress in comparison to low risk workers. The increment rose to nearly 150%, an increase of more than $1,700 per person annually, for workers reporting high levels of both stress and depression. Additionally, periods of disability due to job stress tend to be much longer than disability periods for other occupational injuries and illnesses.

INDUSTRIAL PROFILE
INDUSTRY SCENARIOS
The tractor industry in India has developed over the years to become one of the largest tractor markets in the world. From just about 50,000 units in early eighties the size of tractor market in the country has grown up to over 200,000 units. Today industry comprises of 14 players, including 3 MNCs. The opportunities still are huge considering the low farm mechanization levels in the country, when compared to other developed economies across the world. Key concern for the industry is its dependence on agricultural income in hands of farmers and the state of monsoon. The key players are Sonalika, John Deer, Mahindra, New Holland etc.

History of the Tractor


The word tractor was derived from the combining parts of the word tractor and motor and was first noted in a patent issued in USA in 1890. A self profiled power unit used to pull 100 to carry and operate till age cultivation harvesting, machinery to provide power take of or other, power out let a drive stationary and down implements, machinery as distinguish from tractor to pro puller steam engine tractors. Tractor was first used during the 1870's this tractors called tractors engine were large four wheeled machine driven by steam. They provided enough power to pall as money as 40 plough they were too awkward to be practical. The first tractors in the since of powered traction vehicles, grew out of the stationary and portable steam engine operated on farms in 19 the century and used to hour plows by 1890's.

The Indian Tractor Market


The Indian tractor industry, dominated since time immemorial by a few known brands, is in the process of a change. A look at the average growth rate recorded by the tractor industry point towards a general slowdown. The growth rate for the eight month period April- November 1996 has dropped to 13% from 16% recoded during the previous year. Among the 3 Indian majors, Mahindra & Mahindra Tractor &Farm Equipment (TAFE) & Punjab tractors, only M&M has recorded a marginal drop in

market share. Overall all of them have witnessed increased sales in terms of volume. As for the others which include the links of Eicher, HMT, ESCORTS etc., there has been steady erosion in the market share. A begin state policy, which provides the buyer subsidies & soft loans has seen the tractors become a popular substitute for the LCV as utility vehicle in rural areas. Due to the general slowdown in the growth rate of the Economy, the industry expects to slow down. The growth rate in tractor declined from 18.5% in 1994-95 to 17.3% in 1995-96 & 1996-97 (April-Nov). But there is one company which has defined this entire slowdown pattern & is growing at a steady pace. The co. is Punjab Tractors Ltd. The market share of Punjab tractors has increased from 11% to 14.9% in 1996-97 (April- December). It overtook Eicher in 93-94& Farm Equipment (TAPE). The future of the tractor industry will see a shakeout of sorts. The small players will either have to survive. According to experts, ten years from now, the market will stagnate. If at all there is a market that will grow, it will be one for replacements. Till then Tractor players will continue to trudge along slowly maintaining a 5-6 percent growth rate. Hence the performance of the companies, from the automobile industry that have featured in this year's top50 reveals that though the industry is in the grip of recession players with very good fundamentals will always continue to reward the investors. The Indian tractor industry sold approximately 2.2 lakh tractors between, April 1996&March 1997. On an average the tractor market gas grown by 6% to 7% each year since 1993. When the industry was of around 1.4 lakh tractors in all these years some of the companies had limited production capacities & the customer had to wait for most popular models. These problems were more acute in the season & often aggravated by the short supply of premium models. However, since October 1996, a distinct change has been observed in the tractor market. All tractors models, including the so called premium products, are readily available in the show room. The main reason for this phenomenon is that all tractor manufacturers have been gradually increasing their production volume in the

last few years and presently the total production capacity of all the tractor manufacturers has reached approximately 2.7 lakh units. This will ease the supply position of tractors and in times to come the customer will not have any waiting period for a tractor.

Uses of Tractors
Following are the uses of tractor. In the field of agriculture tractor have on important role to play in rising productivity. Tractor is used in the field of transportation. The fertilizers can be carried to the field & the produce to the market with the help of tractors. It is also for the purpose of transportation goods from one place to another. Through the use of tractor farm practices were revolutionized & agriculture crops were increased per hectare. Mechanized farming becomes possible through the use of tractors. In stone crushers before the blasting of rocks drilling machines are used to drill the rocks with the help of tractors. Not only has animal power been displaced & human effort reduced through the use of tractors.

COMPANY PROFILE
The origins of Mahindra group can be traced back to October 2, 1945 when Mahindra brothers J.C Mahindra & K.C Mahindra joined hands with Ghulami Mohammad, and Mahindra & Mohammad was set up as a franchise for assembling jeeps from Willys, USA. After Indias independence in 1947, Mahindra & Mohammad changed its name to Mahindra & Mahindra. Ghulam Mohammad migrated to Pakistan post-partition and become the first finance minister of Pakistan. Since then, Mahindra group has gone from strength to strength and today it has evolved into againt group. Mahindra & Mahindra limited

TYPE INDUSTRY FOUNDED

Public (BSE: 500520) Automotive Farm Equipment 1945 (Ludhiana)

HEAD QUARTERS Mumbai, Maharashtra, India KEY PEOPLE REVENUE NET INCOME EMPLOYEES PARENT WEBSITE Anuj Mahindra, chairman, & Dipnakar Mahindra, vice chairman Rs 37,026 Crore (US$ 7.39 billion) in year 2011 Rs 3,079 Crore (US$ 14.26 million) in year 2011 15,147 in Year 2011 Mahindra Group Mahindra.com

BOARD OF DIRECTORS
At Mahindra we have eight noted directors vested with the charge of general supervision, direction and management of the operations of our company. The primary responsibility of the Board of Directors includes:

Overseeing high standards of corporate governance and compliance with various laws

Overseeing our financial management and approving various lines of business Shaping our policies and procedures Monitoring our performance and evolving the growth strategy Setting up counter-party and other prudential risk management limits Setting up counter-party and other prudential risk management limits Designation Chairman Director Managing Director Independent Director Director Independent Director Independent Director Independent Director

Board of Directors Mr. Bharat N. Doshi Mr. Uday Y. Phadke Mr. Ramesh Iyer Mr. Dhananjay Mungale Dr. Pawan Kumar Goenka Mr. M. G. Bhide Mr. Piyush Mankad Mrs. Rama Bijapurkar

PROFILE OF MAHINDRA & MAHINDRA TRACTORS


Mahindra and Mahindra Limited were incorporated on October 2, 1945 as a private limited company under the Indian Companies Act of 1913 by two brothers, Mr. J.C. Mahindra and Mr. K.C. Mahindra. It was converted into a public limited company on June 15, 1955. Mahindra & Mahindra Ltd, one of the largest private sector companies in India, is the flagship company of the Mahindra Group. The company commenced operations in 1945 to manufacture General Purpose Utility Vehicles and later on entered into manufacturing of Tractors and Light Commercial Vehicles (LCVs). Over the years, the company has expanded its operations from automobiles and tractors to steel, trading and manufacturing of Ash Handling Plants & Traveling Water Screens. The company is focused to become a world giant in the tractor business. It has already made its presence felt in countries in Europe, Latin America, Africa and United States of America. Mahindra and Mahindra began operations, with assembly of jeeps imported in semi knocked down (SKD) condition form wills, USA Mahindra and Mahindra started manufacturing jeep in collaboration with wily overland corporation and American motor cooperation (now parts of the Chrysler group) in 1954 and LCVs in 1965. Tractor production started in 1965 in a joint venture company with technical collaboration of international harvester company Chicago, USA. This company was merged with M and M in 1977. M and M is originally a principal supplier to the government for defense and other departments. M and M has restructured its operations. While the focus is an automotive and tractor divisions most of the other business including IT, Infrastructure and financial services have been hired off into new ventures. Mr. Anand Mahindra is a member of the class of 1977 Harvard College, Cambridge; mustache sets form where he graduated manger cum laude (high honors). In 1981 he secured on MBA from the Harvard business school in Boston after returning the India he joined Mahindra urine steel company ltd. In 1989 he was appointed president and deputy-managing director of MUSCO. In April 1997, he moved over to M and M as the deputy- managing director. In April 1997, he was appointed as the managing director by the board of M and M. Mr.

Mahindra was also the co promoter and is the chairman of total Mahindra finance ltd. Mr. Mahindra writes frequently on business and general economic subject is leading business and Business magazines.

MAHINDRA TRACTOR HISTORIES


From army vehicles to farm tractors to major automobile manufacturing, Mahindra's relationship with American industry goes back quite a few years. American GI's who served in India during World War II recognize our parent company, Mahindra & Mahindra, which in l945 was selected to assemble the famous Willis Jeep. Following Indian independence in 1947, Mahindra & Mahindra charted a course of product expansion and globalization. The philosophy led to the company's entrance into the worldwide tractor. In 1962, M&M formed a joint venture with International Harvester to make tractors carrying the name Mahindra name-plate for the Indian market. Armed with engineering, tooling and manufacturing know-how gained from this relationship, M&M-a major auto maker- developed its first tractor, the B-275. This successor to International Harvester's incredibly popular B-414 is still the basis for some current Mahindra models. Today, Mahindra is the third largest tractor manufacturer in the world with sales of nearly 85,000 units annually in 10 countries. This places them ahead of John Deere & Kubota. In India, Mahindra has been the number one selling brand since 1983.

OVERVIEW The Mahindra Groups Farm Equipment Sector has a significant presence
across six continents. It is among the top five tractor brands in the world, with its own state of the art plants in India, USA, China and Australia, and a capacity to produce 1,50,000 tractors a year. The Group has a network of 800 dealers worldwide. In the domestic business, the Farm Equipment Sector has had an unparalleled market leadership for the last 24 years. It is the largest producer of tractors in India. The international operations of the Farm Equipment Sector are spread

across six continents. It has state of the art manufacturing plants in India, USA, China and Australia. Mahindra Gujarat Tractor, acquired by Mahindra & Mahindra from the Government of Gujarat in 1999 is the oldest running tractor unit in the country. The Mahindra Group has a 60% stake and the balance 40% is with the Government of Gujarat. Mahindra Agribusiness* integrates the food chain by providing quality inputs and farm solutions to post harvest management of high value farm produce. The Companys core business is to provide supply chain services to organized retail, to both export and domestic markets for fresh fruits and vegetables as well as to the food processing industry.

Domestic Operations
The Mahindra Groups Farm Equipment Sector is the largest producer of agricultural tractors in India. It has enjoyed an unparalleled market leadership in the domestic market for the last 23 years. With a 30% market share, the Bhoomiputra, Sarpanch and Arjun brands of tractors make the Groups Farm Equipment Sector present in all the major segments in India. Mahindra & Mahindra recently consolidated it position as the leader of the Indian tractor industry when it acquired 43% stake in Punjab Tractors, the owner of the leading Swaraj brand of tractors. It has a large customer base of 12, 00,000 satisfied customers and the deepest distribution reach. The Sector has four manufacturing facilities in India, located in Mumbai and Nagpur in Maharashtra, Rudrapur in Uttaranchal and Jaipur in Rajasthan. The Farm Equipment Sector has always been a process driven organization with a strong focus on its quality systems. The TQM movement in the Sector has brought accolades like the most coveted Deming Application Prize, making it the first tractor company in the world to win recognition of this stature.

Overseas Operations
With headquarters at Tomball (Texas), Mahindra USA is a wholly owned subsidiary of Mahindra & Mahindra. Over the years, Mahindra USA has grown by leaps and bounds and has reinforced its position in the Compact and Utility segment. It works hand in hand with a network of hundreds of leading tractor dealers

throughout the country to provide its American customers complete product support and quality After Sales Service. The Company has also enhanced its capabilities with another assembly plant and distribution centre in Calhoun (Georgia) and Red bluff (California).Mahindra Australia, based in Brisbane, is a branch of the global farm equipment manufacturer Mahindra & Mahindra. Mahindra Australia currently offers a complete line of 2WD and 4WD Compact and Utility models with an option to have performance matched attachments like Loaders and Mowers. Mahindra China Tractors, a joint venture between the Jiangling Motors Company Group and Mahindra & Mahindra, started operations in July 2005. It will see Mahindra & Mahindra further expanding the product range and developing more tractors for China as well as other overseas markets.

Mahindra Tractors is one of Indias most innovative companies


Mahindra & Mahindras Farm Equipment Sector (FES) has featured in the top 10 list of most innovative Indian companies compiled by the Wall Street Journal as part of its survey to determine Asias 200 most-admired and innovative companies. The Asia 200 surveys is the ultimate performance review of Asias leading companies. The survey takes into account key criteria including long-term vision, innovation in responding to customer needs, quality of products and services, corporate and financial reputation. Innovation is the cornerstone of business at Mahindra Tractors which has pioneered several innovative products and services in the recent past. The Mahindra Shaan is one such product resulting from this culture of innovation. Indias first multiutility tractor, the Shaan helps in farming activities and facilitates transportation as well. It has been designed keeping in mind the needs of the young and progressive farmer increased income and pride of ownership resulting from style, comfort and modernity. The Shaan has led innovation in the tractor market and has initiated the transition from a product feature - price led business approach to a value-led innovation business approach. The product has positively impacted the lives of

several customers across the country, facilitating unique uses, such as mobile flour mills, brick kiln operations, vegetable farming and transportation of farm produce, water tanker haulage, transportation of goods and people. In early 2007, Mahindra Tractors launched Indias first 5% bio-diesel tractor which is the outcome of the sectors relentless focus on R&D and its commitment to a cleaner environment. The utilization of renewable Biodiesel as a fuel for transportation vehicles is one of the significant technologies being developed for automotive application. The Bio-Diesel programmed is one of Mahindras investments in Indias sustainable economic development. FES has been the market leader in the Indian tractor Industry for the last 25 years and is historically known for the superior quality of its products and focus on customer centricity. It is also the only tractor company in the world to win both the Deming Application Prize and the Japan Quality Medal, two of the highest quality accolades which can be won by any company.

About the Mahindra Group


The US $6.7 billion Mahindra Group is among the top 10 industrial houses in India. Mahindra is the market leader in multi-utility vehicles in India. It made a milestone entry into the passenger car segment with the Logan. Mahindra & Mahindra is the only Indian company among the top tractor brands in the world. The Group has a leading presence in key sectors of the Indian economy, including the financial services, trade, retail and logistics, automotive components, aftermarket, information technology and infrastructure development. Mahindras Farm Equipment Sector has recently won the Japan Quality Medal, the only tractor company worldwide to be bestowed this honor. It also holds the distinction of being the only tractor company worldwide to win the Deming Prize. The US based Reputation Institute recently ranked Mahindra among the top 10 Indian companies in its Global 200: The Worlds Best Corporate Reputations list.

Organization Analysis Mission/Vision Vision:


Indians are second to none in the world. The founders of our nation and of our company passionately believed this. We will prove them right by believing in ourselves and by making M&M Ltd. known worldwide for the quality of its product and services.

Mission:
We dont have a group-wide mission statement. Our core purpose is what makes all of us want to get up and come to work in the morning

Goals and Objectives To provide highly technological innovative product by 2015 it wants to enter
almost all continents of world Plan to open 30 outlet pan in India by next 4 year to make the production system even more efficient. To usher prosperity; for its customers, dealers, employees, society and all other stake holders. To be the market leader in all power segments of tractors Mahindra and Mahindra Ltd. have tractor manufacturing plants at Mumbai and Nagour in Maharashtra state where a wide range of tractors are produced. M and Ms tractors manufacturing unit at Kandiv is the single urges tractors manufacturing unit in the world it consist of modern machine shops ascertainable line and engine manufacturing facilities. M and M is one of the top four manufacturing of tractor's in the world value terms the plant in Nagpur. Maharashtra also produces a wide area of agricultural implements to soot every sole type and from operation and O.E components.

The M and M tractors division to date as produce over 500000 tractors over
5000 of which has been exported to USA, Africa ,Europe, Srilanka, Bangladesh, Vietnam and other countries. Its marketing network spans the Entire globe with representation in most contents around the world. M and M has widest range of tractors among Indian companies.

Different tractors models cover disparate market segment form 25 HP to 50


HP tractors for more than a decade. M and M tractors have been market leaders.

But M&M is not content with being just a market leader research engines at
machines developed a direct in injection tractors engine this gave for Greater fuel efficiency than even before and provided the advantage of an instant could start recently. M and M has Increased warranty to India on all its models to 2000 hours of usage or 2 years of service form 1000 hours or 1 year earlier strong emphasis on from continuous product innovation and improvement has helps to sustain our market leadership in the dynamic Indian tractor market. Strong manufacturing facilities backed by a strong R&D capability and a dynamic and customer oriented marketing function. M&M has secured the top position in the "Domestic Tractor Market".

SWOT ANALYSIS Strengths: Market leader in terms of market share is its biggest strength. It has
large and effective distribution channel. M&M has sufficient financial resources. Over the years the company has emerged as one of the top players in the world in terms of number of tractors sold. This gives a clear indication that the company's market share is one of its biggest strengths. The company's ability to introduce new products in the market and to generate sales from those new products is a major strength. The reason being that this is very essential for any company, for its survival in the long run

Brand name and brand image: The Company has established its brand name
in other countries of the world as well. It has a wide market spreading over the five continents. This is evident from the 40% market share that it holds in the 30-40 HP tractors market in the US.

Weaknesses
The Company is highly dependent on the rural sector. Less technological ability as compared to foreign players Low labor productivity

Opportunities: The government has been trying to strengthen the exports of


agricultural products. As a result, the quality of agricultural products necessarily has to be very high. For this, they need better rural and agricultural infrastructure. This might result in an increase in demand for tractors. In India, the penetration of tractors is 10 tractors per 1000 hectares of cropped area, which is much below the world average of 19 tractors for the same. Thus there is scope for the demand to increase.

Threats: The company has a history of having invested in unrelated diversifications


such as telecom, holiday and resort inns, financial services, etc. which it has hived off as subsidiaries from time to time when these turned unmanageable. This is a cause for concern as such diversifications could divert the company's attention from its core business. It is a dangerous tendency as it leads to destruction of shareholders value. The entry of foreign players in the tractors segment could pose a threat to the company as these foreign players are technically more competitive than Mahindra & Mahindra.

Mahindra & Mahindra in India


Mahindra & Mahindra ltd. was established in 1962 at Mumbai. The company is India's first large scale project based on totally indigenously & totally indigenous design, know how & technology was promoted by the International Harvester company of U.K. at present the name of owner of the company is Anand G Mahindra. The Mahindra Factory is located at Akurli Road. Mumbai & their implement division are at Nagpur. The factory is among the first to be set up in this Industrial town. Its main marketing Department is at Worli Road, Mumbai.

Growth of the Organization


Mahindra & Mahindra Ltd... Consist of 3 divisions. Mahindra tractor Division. Mahindra Jeep Division. LCV Division FORD-ESCORT- MAHINDRA Collaboration.

Mahindra tractor Division started with annual capacity of 500 tractors & with capacity of Rs 400 crores. It went into commercial production in the year 1962 with 35 HP ranges of tractor. At present the annual capacity of Mahindra Tractor division is 8000 tractors & with capacity of Rs 2000 crores. The company is managed by seven Boards of Directors with Secretary, Deputy Manager, and Chairman. The day to day operations are managed by the Managing directors. Having Mahindra established in the Indian Market. Mahindra Tractor Division made a determined starts in 1995-96 year to establish itself in the international market over the years, a large number of Mahindra tractors & implements are operating in many countries like Australia, Pakistan, Brazil, Sri Lanka, and Algeria. It would be very glad that the pure Indian company with Indian technology export tractors & the implements to other countries or foreign countries. Most of the Mahindra Tractors are sold Foreign countries are 30 HP range of Model. But in Indian market 40 HP ranges of tractors is more demand. Mahindra has 728 dealers in the entire country & it has 30 dealers in Karnataka.

Dynamic growth
During the 35 years of its existence, Mahindra tractors division has not only expanded its tractors manufacturing capacity of tractors per annum but also more product in to manufacturing range Mahindra has emerged as a major industrial complex in India. The Mahindra is only one pure Indian company, without any alliance of collaboration with any multinational countries which manufactured the machine tools. Mahindra name is synonymous with the quality machine tools in the major industrial concerns in India. Mahindra was not only manufactured tractors but also manufactured harvesters, combines, forklifts, trucks, agriculture implements and automobile castings. High technology, sophisticated tool room equipment and modern R&D facilities, including computer aided designs and computerized testing machines, blending with decade of experience of Indian conditions, has resulted in technology relevant to Indian conditions. The export performance, Mahindra has always been conscious that the quality if its products lie in it acceptable in the world market, entry in export market

means, it has to know what sells abroad and it has to design its product according to network in India, which will serve as a major source of competitive advantage. The Indian tractor market is anxiously awaiting the arrival of global tractor giants like John Deere, New- Holland, Same, the existing players have also enhanced their product volumes, models range and quality. In this highly competitive marketdriven scenario, the complete purchase process shall focus around the customer needs. At these crucial juncture, there shall be used to plan a series of multiple activities to gear up all over business processes to face the future market where in we envisage that the customer will be king and that customer satisfaction shall be the prime consideration for all over systems. Mahindra Tractors, also known as Mahindra & Mahindra Limited - an Indian automobile company, is one of the largest tractor manufacturers in the world. Mahindra entered the U.S. tractor market in 1994, and currently has two assembly and distribution centers in the United States. Mahindra was used at the end of World War II to assemble the Willys Jeep for American soldiers in India. Mahindra then later entered the world wide tractor market in 1947, after Indias independence. Mahindra actually developed its first tractor through the help of International Harvester through a joint venture dating back to 1963. Some of the Mahindra tractor models are still based upon the IH B-414 successor. Mahindra has also done a joint venture with Ford Motor Company in 1995. M&M had posted excellent results for the year ended 31st March 2004. Gross sales from operations at Rs 5,914 crores was up by 31.5%, while profit after tax (PAT) at Rs 348.5 crore was up by 139%, from that posted in 2002-03. A total of 41,135 tractors were sold in July 2008 to March 2009 as compared to 37,096 units in the same period of last fiscal year.

Distribution Network
The company has not only contributed by supplying a large number of tractors to the Indian farmers but has also ensured proper backup services to help them operate. Mahindra has a large network of sales, service, first aid centers &space parts dealers spread throughout the length & a breadth of the country.

Mahindra has 728 dealers in the entire country. It has main dealers in Karnataka. It is because of these well spread out facilities. That ensures minimum downing time of the tractors. The dealership have well equipped workshops having special tools and equipment, field service motor- cycles to ensure prompt service is rendered at the door steps of the farmer.

Mahindra Tractors registers 25 percent increase in domestic sales


Mahindra Tractors registers 25% increase in domestic sales in March 2011 Total Sales (domestic + exports) register 23% increase at 19848 units MUMBAI, APRIL 1, 2011: Mahindra & Mahindras Farm Equipment Sector (FES), a part of the U.S. $11.1 billion Mahindra Group, maintained its leadership position in the tractor industry in March 2011. Domestic sales in March 2011 stood at 18729 units, as against 15039 units for the same period last year, an increase of 25%.

Mahindra Tractors sells up 13% in April 2011


Domestic sales in April stood at 17,740 units as against 15,697 units in the same period last year, an increase of 13%. Total tractor sales (domestic + exports) in April stood at 18,530 units, as against 16,302 units in the same period last year, an increase of 14%. Exports for the month stood at 790 units as against 605 units for the same period last year, an increase of 31%.

Mahindra Tractors registers 21% increase in domestic sales


Total Sales (domestic + exports) register 19% increase at 16003 units MUMBAI, SEPTEMBER 1, 2011: Mahindra & Mahindras Farm Equipment Sector (FES), a part of the U.S. $12.5 billion Mahindra Group, maintained its leadership position in the tractor industry in August 2011. Domestic sales in August 2011 stood at 15059 units, as against 12454 units for the same period last year, an increase of 21%.

Total tractor sales (domestic + exports) in August 2011 stood at 16003 units, as against 13436 units for the same period last year, an increase of 19%. Exports for the month stood at 944 units.

Mahindra Tractors sells a record of 16175 units in the domestic market during November 2011
Exports register a 33% increase at 1352 units

MUMBAI, DECEMBER 1, 2011: Mahindra & Mahindra Ltd.s Farm Equipment Sector (FES), a part of the U.S. $14.4 billion Mahindra Group, maintained its leadership position in the tractor industry in November 2011. Domestic sales in November 2011 stood at 16175 units, as against 16975 units during November 2010. Total tractor sales (domestic + exports) in November 2011 stood at 17527 units, as against 17993 units for the same period last year. For the period April to November 2011, total cumulative sales stood at 166885 units, as compared to 137931 units for the same period last year, an increase of 21%. Exports for the month stood at 1352 units, an increase of 33% over the corresponding period last year.

Mahindra & Mahindra net profit rises by 36% at Rs 911 crore


May 30, 2012.Mumbai: Utility vehicle and tractor major, Mahindra & Mahindra (including MVML) posted a net profit of Rs 911 crore, a growth of 36% for the quarter ended March 2012. The revenue during the quarter was higher by 37% at Rs 10,333 crore. The growth in profits, despite the relentless increase in material cost is due to a good volume performance of both vehicles and tractors and tight cost control on expenses, the company said in a statement. The board of directors has recommended a dividend of Rs 12.5 per share of face value Rs 5 which will absorb a sum of Rs 868.61 crore. In the passenger utility vehicle segment, the company sold a total of 202217 vehicles registering a growth of 19% in FY12. For the third consecutive year, the company was the single largest

tractor company in the world by volume with sales of 236666 tractors against 214325 tractors sold last year a growth of 10%. The company exported 29176 vehicles in Fy2012 as against 17138 vehicles, registering a growth of 70% to markets such as SAARC, South America and South Africa. With global risks escalating, and continued weakness in the domestic macro environment, the near term outlook for the economy is quite challenging. However the company through its focus on new launches, cost control, process innovation expects to meet these challenges. The company expects growth to pick up in the second half of 2012-13.

Mahindra & Mahindra says tractor sales to drive into negative terrain in Q1
PTI May 31, 2012. MUMBAI: The country's largest farm equipment manufacturer Mahindra & Mahindra said tractor sales are going to whiteness a negative growth in the first quarter. "Tractor sales growth is expected to be around 5-6 per cent this year. The first quarter will see some de-growth, the second quarter will be about-even. But the second half will see growth of about 5-6 per cent," M&M president, automotive business, Pawan Goenka told reporters here at a post-earnings press conference.

Mahindra expects tractor sales growth to slow


Reuters May 31, 2012. MUMBAI: Mahindra & Mahindra, India's biggest utility vehicle maker, expects tractor sales growth in India to slow to 5-6 per cent in 2012-13 from 10-12 per cent forecast earlier, a company official said today. Mahindra, the flagship company of the $14.4 billion Mahindra Group conglomerate, reported a forecast-beating 44 per cent jump in quarterly profit this week, on strong volume growth in the face of rising input costs.

Tractor Sales Flat


Tractor sales in India have hit a sharp slowdown in the last several months, and the same story played out in May. M&M, which is India's largest tractor manufacturer, sold 18,019 units in the domestic market, up just 0.4% year-on-year. Total tractor sales, including exports, rose 0.7% to 19,016 units last month. M&M shares were down 0.4% at Rs 650 in afternoon trade on NSE.

Mahindra Tractors sells 18019 units in the domestic market during May 2012
Mumbai, June 1, 2012: Mahindra & Mahindras Farm Equipment Sector (FES), a part of the U.S. $15.4 billion Mahindra Group, maintained its leadership position in the tractor industry in May 2012. Domestic sales in May 2012 stood at 18019 units, as against 17952 units during May 2011. Total tractor sales (domestic + exports) in May 2012 stood at 19016 units, as against 18892 units for the same period last year. Exports for the month of May 2012 stood at 997 units.

Auto major Mahindra & Mahindra's May sales up 28 percent


Jun 1, 2012.New Delhi Auto major Mahindra & Mahindra Ltd announced a 28 per cent increase in its sales for May at 43,988 units against 34,323 units in the same month last year. The company's domestic sales stood at 39,938 units during the month, as against 32,159 units during May 2011, an increase of 24 per cent, it said in a statement. Exports during the month of December 2010 were 1199 units, as against 922 units in December 2009, an increase of 30%. Domestic sales in December 2010 stood at 15135 units, as against 11517 units during December 2009, an increase of 31%.

PRODUCT PROFILE
1. Bhoomiputra 275 DI TU 2. sarpanch 265 DI 3. Bhoomiputra 475 DI 4. sarpanch 475 DI 5. ARJUN 555 DI 6. Bhoomiputra 575 DI 7. sarpanch 575 DI 8. sarpanch 595 DI super turbo 9. ARJUN 605 DI 10.Mahindra Yuvraj

AWARDS
21st November, 2011, Mumbai : The Farm Equipment Sector of Mahindra & Mahindra, Ltd. (M&M), one of the worlds top tractor brands and the market leader in the Indian tractor industry, today announced the second Mahindra Samriddhi India Agri Awards. These awards will recognize contributions by individuals and organizations towards the development of Indian agriculture, thereby enhancing rural prosperity. This initiative is an extension of the companys Mahindra Samriddhi venture which aims to enhance agricultural productivity through creative farming technologies, thereby leading to an increase in rural prosperity. As part of this concept, several Mahindra dealerships have been transformed into Samriddhi Centres offering the farmer easy access to technological know-how, hybrid seeds, soil and water testing facilities, demo farms, finance and insurance, internet updates and sales and servicing of tractors and implements. Speaking on this occasion, Mr. Sanjeev Goyleii, Sr. Vice President, Marketing and AppliTrac, Farm Equipment Sector, Mahindra & Mahindra Ltd., said, We are delighted to announce the Mahindra Samriddhi India Agree Awards 2012. Now in its second year, these awards are a part of our overall focus on delivering FarmTechi Prosperity through our involvement in various links to the agri-value chain and help the farmers maximize the value they create. Our 140 Samriddhi centers are already making a contribution towards this larger goal. Mr. Goyle further added, In our endeavour to propel agricultural productivity, these set of awards recognize the efforts of individuals and organizations who have strived to achieve farm prosperity. We have always played a pioneering role in developments within the agricultural sector in India. Going ahead, we will continue to create higher benchmarks for the agricultural community, under the aegis of Mahindra Samriddhi. Mahindras Farm Equipment Sector will reach out to prospective applicants through its wide network of Mahindra dealerships which are spread across the country.

The Mahindra Samriddhi India Agri Awards 2012 will be presented in the following seven categories:
1. Mahindra Samriddhi Farmer of the Year Award (Male) Recognition for Farmers who have been instrumental in driving innovation by leveraging modern technology in agriculture, thus changing the agriculture scenario in their region 2. Mahindra Samriddhi Farmer of the Year Award (Lady) Recognition for lady farmers who have broken established stereotypes, to be instrumental in driving innovation by leveraging modern technology in agriculture, thus changing the agriculture scenario in their region 3. Krishii Yuva Samman Recognition for young farmers (18 30 years) who at an early age have been instrumental in driving innovation by leveraging modern technology in agriculture, thus changing the agriculture scenario in their region 4. Mahindra Samriddhi Krishi Sansthan Samman Recognition for Public Sector organizations committed to a broad policy on agriculture that has become instrumental in changing the lives of hundreds of farm 5. Mahindra Samriddhi Krishi Shiksha Samman Recognition for Agriculture Universities who have made a noteworthy contribution in the field of agriculture, impacting the lives of Indian farmers 6. Mahindra Samriddhi Krishi Sahyogi Samman (NGOs /SHGs working in field of Agriculture) Recognition for NGOs / SHGs for purposeful contributions in the field of agriculture, thus impacting the lives of farmers

7. Mahindra Samriddhi Krishi Shiromani Samman (Lifetime Achievement) Recognition for lifetime achievement in the field of Agriculture; presented to a renowned personality in the agri space whose contribution is recognized at national and international levels

Mahindra Samriddhi
Mahindra Samriddhi aims to increase agricultural productivity through innovative farming technology, thereby enhancing rural prosperity. The focus is on going beyond tractors to deliver agri-services to the farming community which will ultimately lead to a better quality of life. A unique initiative in the tractor industry, Mahindra Samriddhi Centres truly represent Mahindras customer-centric business approach which leverages innovative solutions to address farmer requirements. As part of this initiative, 140 Mahindra dealerships across India have been transformed into Samriddhi Centres, offering the farmer easy access to technological know-how, hybrid seeds, soil and irrigation water testing facilities, demo farms, finance and insurance, internet updates and sales and servicing of tractors and tractor implements.

Mahindra samriddhi centers provide farmers with the following services:


Soil and irrigation water testing facilities Technology Interface through the internet Productivity demo farms Agri counseling facilities One stop finance & Insurance products Sale of second hand tractors Seeds & crop care products

PROFILE OF PANCHASHEEL ENTERPRISES


BRIEF HISTORY OF DEALER
Panchasheel enterprises are started in the year 1987th April and Mr. Ananda rao is the Manager. The showroom of M&M tractors is situated in Rampur, Hyderabad Road, Karimnagar-505001. The showroom sports a uniform look and the service station is situated behind the show room. The service station area however upgraded as per company specification. Mr. Anandha rao are very good dealers in Karimnagar. They are also having a skill of marketing. Mr. Shanker and Mr.Devender is the sales managers of the company who is looking after all sales & services of the firm. He has very good tractor mechanic in Rampur area. He is also having a skill of marketing of tractors. In the beginning the firm initial capital was 55 lakh rupees and sale of the tractor is 15 per month. The firm started to deal with Mahindra tractors & implements and spare parts of the Mahindra tractors in the range 25 hp,30hp,33hp 36hp,40 hp.50 hp ,with regard to 225-DI,265-DI,365-DI,275-DI,B-275, 475-DI,585-DI respectively. There is a large demand for the 295,275,475,575 tractors as other range of tractors.

INFRASTRUCTURE FACILITIES Land and building: The firm is having its own building. The office covers an
area of 4125.0 square feet, East- west 75" feet, North-south 55 feet.

Power: The electric power requirement of the firm is of 150 to 250 units pm. The
electric power consumer by the firms showroom is about 100 units and service attain like water washing of vehicles etc., take the power consumption of 100 to 150 units.

Machinery: The firm is well equipped machines and tools are used in services
facilities to vehicle the value of tools is the firm more than Rs. 1, 50,000.

Recruited staff of the firm: Sales manager, Workshop manager. Spares


manager, Accounts staff

Man power: The firm has sufficient staff. There are 22 members working in the
showroom. There are 16 foremen working in the service station.

Advertisement: Advertisement is the main aims for create demand for the product
in the mind of the customer and improve the competitive strength. The dealer is advertisement its vehicles through various media such as local news paper and states news papers, magazines etc.

Organization Structure
Proprietor Organization Structure of Panchasheel enterprises with Special Regard to Sales: Manager, Helper, Accountant, Spare Supervisors, Clerk, Jr. Mechanic Foreman Office In charge Sales Executive Supervisor.

Marketing Mix
Marketing of Mahindra tractors by Panchasheel enterprises Panchasheel enterprises are one of the leading dealers of Mahindra & Mahindra tractors. The firm has commenced marketing of Mahindra tractors since 1987th April. The firm has to face many difficulties in the beginning to create primary demand for tractors. Today it is very popular through the salesman and advertisement. The salesman travels through the several villages in Karimnagar taluk. Modern Marketing refers to all those activities involved identifying the present and potential requirement of the consumers for goods and services and in securing the distribution of those goods and services form the centers of production to place where these are wanted and at a time they are wanted. Therefore modern marketing is failed to be consumer oriented and it begins before production and also succeeds production.

1. Do you feel run down and drained of physical or emotional energy?

S. No 1 2 3 4 5 Total
100% 80% 60% 40% 20%

Response Not at all Rarely Sometimes Often Very often

No. of respondents 0 15 78 5 2 100

Percentage of respondents 0% 15% 78% 5% 2% 100%

Percentage of respondents

78%

15% 0% 5% Rarely Sometimes Response Percentage of respondents Often 2% Very often

0% Not at all

INTERPRETATION From the above graph it is clear that 78% of respondents said that sometimes they feel run down and drained of physical or emotional energy 15% of respondents said that rarely they feel run down and drained of physical or emotional energy 5% of respondents said that often they feel run down and drained of physical or emotional energy 2% of respondents said that very often they feel run down and drained of physical or emotional energy

2. Do you find that you are prone to negative thinking about your job?

S. No 1 2 3 4 5 Total
60% Percentage of respondents 50% 40% 30% 20% 10% 0%

Response Not at all Rarely Sometimes Often Very often

No. of 27 respondents 16 49 8 0 100

Percentage of 27% respondents 16% 49% 8% 0% 100%

49%

27% 16% 8% 0% Not at all Rarely Sometimes Response Percentage of respondents Often Very often

INTERPRETATION From the above graph it is clear that 49% of respondents said that sometimes they are prone to negative thinking about their job 27% of respondents said that they not at all prone to negative thinking about their job 16% of respondents said that they rarely prone to negative thinking about their job 8% of respondents said that they often prone to negative thinking about their job

3. Do you find that you are harder and less sympathetic with people than

perhaps they deserve? S. No 1 2 3 4 5 Total Response Not at all Rarely Sometimes Often Very often No. of respondents 0 29 40 31 0 100 Percentage of respondents 0% 29% 40% 31% 0% 100%

Percentage of respondents

50% 40% 40% 30% 20% 10% 0% 0% Not at all Rarely Sometimes Response Percentage of respondents Often Very often 0% 29% 31%

INTERPRETATION From the above graph it is clear that 40% of respondents said that sometimes they are harder and less sympathetic with people than perhaps they deserve 31% of respondents said that often they are harder and less sympathetic with people than perhaps they deserve 29% of respondents said that rarely they are harder and less sympathetic with people than perhaps they deserve

4. Do you find yourself getting easily irritated by small problems, or by your

co-workers and team? S. No 1 2 3 4 5 Total Response Not at all Rarely Sometimes Often Very often No. of respondents 38 19 12 21 10 Percentage of respondents 38% 19% 12% 21% 10% 100%

Percentage of respondents

40% 30% 20% 10% 0%

38% 21% 12% 10%

19%

Not at all

Rarely

Sometimes Response

Often

Very often

Percentage of respondents

INTERPRETATION From the above graph it is clear that 38% of respondents said that they not at all find themselves getting easily irritated by small problems, or by their co-workers and team 21% of respondents said that they often find themselves getting easily irritated by small problems, or by their co-workers and team 19% of respondents said that they rarely find themselves getting easily irritated by small problems, or by their co-workers and team 12% of respondents said that they sometimes find themselves getting easily irritated by small problems, or by their co-workers and team 10% of respondents said that they very often find themselves getting easily irritated by small problems, or by their co-workers and team

5. Do you feel misunderstood or unappreciated by your co-workers?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 28 26 18 25 3

Percentage of respondents 28% 26% 18% 25% 3% 100%

Percentage of respondents

30% 25% 20% 15% 10% 5% 0%

28%

26% 18%

25%

3%

Not at all

Rarely

Sometimes Response

Often

Very often

INTERPRETATION From the above graph it is clear that 28% of respondents said that they not at all feel misunderstood or unappreciated by their co-workers 26% of respondents said that they rarely feel misunderstood or unappreciated by their co-workers 25% of respondents said that they often feel misunderstood or unappreciated by their co-workers 18% of respondents said that they sometimes feel misunderstood or unappreciated by their co-workers 3% of respondents said that they very often feel misunderstood or unappreciated by their co-workers

6. Do you feel that you have no-one to talk to?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 51 12 27 10 0

Percentage of respondents 51% 12% 27% 10% 0% 100%

60%

Percentage of respondents

51%

50% 40% 30% 20% 10% 0% 0% Not at all Rarely Sometimes Response Often Very often 12% 27%

10%

INTERPRETATION From the above graph it is clear that 51% of respondents said that they not at all feel that they have no-one to talk to 27% of respondents said that they sometimes feel that they have no-one to talk to 12% of respondents said that they rarely feel that they have no-one to talk to 10% of respondents said that they often feel that they have no-one to talk to

7. Do you feel that you are achieving less than you should?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 41 11 26 22 0

Percentage of respondents 41% 11% 26% 22% 0% 100%

Percentage of respondents

50% 40% 30% 20% 10%

41% 26% 11% 0%

22%

0% Not at all Rarely Sometimes Response Often Very often

INTERPRETATION From the above graph it is clear that 41% of respondents said that they not at all feel that they are achieving less than you should. 26% of respondents said that they sometimes feel that they are achieving less than you should. 22% of respondents said that they often feel that they are achieving less than you should. 11% of respondents said that they rarely feel that they are achieving less than you should.

8. Family counselling is required to reduce the stress.

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 0 12 20 68 0

Percentage of respondents 0% 12% 20% 68% 0% 100%

Percentage of respondents

80% 60% 40% 20% 20% 0% 0% Not at all Rarely Sometimes Response Percentage of respondents 12%

68%

0% Often Very often

INTERPRETATION From the above graph it is clear that 68% of respondents said that Family counselling is often required to reduce the stress 20% of respondents said that Family counselling is sometimes required to reduce the stress 12% of respondents said that Family counselling is rarely required to reduce the stress

9. Do you feel under an unpleasant level of pressure to succeed?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 0 23 64 13 0

Percentage of respondents 0% 23% 64% 13% 0% 100%

70% Percentage of respondents 60% 50% 40% 30% 20% 10% 0% Not at all Rarely 0% 23%

64%

13% 0% Sometimes Response Percentage of respondents Often Very often

INTERPRETATION From the above graph it is clear that 64% of respondents said that they sometimes feel under an unpleasant level of pressure to succeed 23% of respondents said that they rarely feel under an unpleasant level of pressure to succeed 13% of respondents said that they often feel under an unpleasant level of pressure to succeed

10. Physical exercise & yoga reduces the stress.

S. No 1 2 3 4 5 Total

Response Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 25 45 26 4 0 100

Percentage of respondents 25% 45% 26% 4% 0% 100%

Perfcentage of respondents

50% 40% 30% 20% 10% 0% Strongly agree 25%

45%

26%

4% Agree Neutral Response Percentage of respondents Disagree

0% Strongly disagree

INTERPRETATION From the above graph it is clear that 45% of respondents agreed that Physical exercise & yoga reduces the stress 26% of respondents neutrally agreed that Physical exercise & yoga reduces the stress 25% of respondents strongly agreed that Physical exercise & yoga reduces the stress 4% of respondents disagreed that Physical exercise & yoga reduces the stress

11. Training & development programs help to cope-up with new technology

reduces the stress.

S. No 1 2 3 4 5 Total

Response Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 12 65 23 0 0

Percentage of respondents 12% 65% 23% 0% 0% 100%

Percentage of respondents

70% 60% 50% 40% 30% 20% 10% 0%

65%

23% 12% 0% Strongly agree Agree Neutral Response Percentage of respondents Disagree 0% Strongly disagree

INTERPRETATION From the above graph it is clear that

65% of respondents agreed that Training & development programs help to cope-up with new technology reduces the stress.

23% of respondents neutrally agreed that Training & development programs help to cope-up with new technology reduces the stress.

12% of respondents strongly agreed that Training & development programs help to cope-up with new technology reduces the stress.

12. Do you feel that you are not getting what you want out of your job?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 20 45 23 12 0 100

Percentage of respondents 20% 45% 23% 12% 0% 100%

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

45%

Percentage of respondents

20%

23% 12% 0%

Not at all

Rarely

Sometimes Response

Often

Very often

Percentage of respondents

INTERPRETATION From the above graph it is clear that 45% of respondents said that they rarely feel that they are not getting what they want out of their job 23% of respondents said that they sometimes feel that they are not getting what they want out of their job 20% of respondents said that they not at all feel that they are not getting what they want out of their job 12% of respondents said that they often feel that they are not getting what they want out of their job

13. Do you feel that you are in the wrong organization or the wrong

profession?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 89 5 6 0 0

Percentage of respondents 89% 5% 6% 0% 0% 100%

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

89%

Percentage of respondents

5% Not at all Rarely

6% Sometimes Response

0% Often

0% Very often

Percentage of respondents

INTERPRETATION From the above graph it is clear that 89% of respondents said that they not at all feel that they are in the wrong organization or the wrong profession 6% of respondents said that they sometimes feel that they are in the wrong organization or the wrong profession 5% of respondents said that they rarely feel that they are in the wrong organization or the wrong profession

14. Are you becoming frustrated with parts of your job?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 45 35 10 10 0

Percentage of respondents 45% 35% 10% 10% 0% 100%

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

45% 35%

Percentage of respondents

10%

10% 0%

Not at all

Rarely

Sometimes Response

Often

Very often

INTERPRETATION From the above graph it is clear that 45% of respondents said that they not at all becoming frustrated with parts of their job 35% of respondents said that they rarely becoming frustrated with parts of their job 10% of respondents said that they sometimes becoming frustrated with parts of their job 10% of respondents said that they often becoming frustrated with parts of their job

15. Do you feel lack of co-operation from the management in office?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 82 12 6 0 0

Percentage of respondents 82% 12% 6% 0% 0% 100%

90% Percentage of respondents 80% 70% 60% 50% 40% 30% 20% 10% 0%

82%

12%

6% Sometimes Response

0% Often

0% Very often

Not at all

Rarely

Percentage of respondents

INTERPRETATION From the above graph it is clear that 82% of respondents said that they not at all feel lack of co-operation from the management in office 12% of respondents said that they rarely feel lack of co-operation from the management in office 6% of respondents said that they sometimes feel lack of co-operation from the management in office

16. Do you feel that organizational politics or bureaucracy frustrate your

ability to do a good job?

S. No 1 2 3 4 5 Total

Response Not at all Rarely Sometimes Often Very often

No. of respondents 0 10 65 25 0

Percentage of respondents 0% 10% 65% 25% 0% 100%

70% Percentage of respondents 60% 50% 40% 30% 20% 10% 0% Not at all Rarely 0% 10%

65%

25%

0% Sometimes Response Percentage of respondents Often Very often

INTERPRETATION From the above graph it is clear that 65% of respondents said that they sometimes feel that organizational politics or bureaucracy frustrate their ability to do a good job 25% of respondents said that they often feel that organizational politics or bureaucracy frustrate their ability to do a good job 10% of respondents said that they rarely feel that organizational politics or bureaucracy frustrate their ability to do a good job

17. Do you feel that there is more work to do than you practically have the

ability to do? S. No 1 2 3 4 5 Total Response Not at all Rarely Sometimes Often Very often No. of respondents 12 53 35 0 0 Percentage of respondents 12% 53% 35% 0% 0% 100%

Percentage opf respondents

60% 50% 40% 30% 20% 10% 0% Not at all 12%

53% 35%

0% Rarely Sometimes Response Percentage of respondents Often

0% Very often

INTERPRETATION From the above graph it is clear that 53% of respondents said that they rarely feel that there is more work to do than they practically have the ability to do 35% of respondents said that they sometimes feel that there is more work to do than they practically have the ability to do 12% of respondents said that they not at all feel that there is more work to do than they practically have the ability to do

18. Improving working conditions & rational allocation of work reduces the stress.

S. No 1 2 3 4 5 Total

Response Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 66 22 12 0 0 100

Percentage of respondents 66% 22% 12% 0% 0% 100%

70% Percentage of respondents 60% 50% 40% 30% 20% 10% 0%

66%

22% 12% 0% Strongly agree Agree Neutral Response Percentage of respondents Disagree 0% Strongly disagree

INTERPRETATION From the above graph it is clear that 66% of respondents strongly agreed that improving working conditions & rational allocation of work reduces the stress 22% of respondents agreed that improving working conditions & rational allocation of work reduces the stress 12% of respondents neutrally agreed that improving working conditions & rational allocation of work reduces the stress

19. Do you feel that you do not have time to do many of the things that are

important for doing a good quality job? S. No 1 2 3 4 5 Total Response Not at all Rarely Sometimes Often Very often No. of respondents 54 10 11 25 0 Percentage of respondents 54% 10% 11% 25% 0% 100%

60% Percentage of respondents 50% 40% 30% 20%

54%

25% 10% 11% 0%

10% 0% Not at all Rarely Sometimes Response Often Very often

INTERPRETATION From the above graph it is clear that 54% of respondents said that they not at all feel that they do not have time to do many of the things that are important for doing a good quality job 25% of respondents said that they often feel that they do not have time to do many of the things that are important for doing a good quality job 11% of respondents said that they sometimes feel that they do not have time to do many of the things that are important for doing a good quality job 10% of respondents said that they rarely feel that they do not have time to do many of the things that are important for doing a good quality job

20. Do you find that you do not have time to plan as much as you would like

to? S. No 1 2 3 4 5 Total Response Not at all Rarely Sometimes Often Very often No. of respondents 29 0 46 25 0 Percentage of respondents 29% 0% 46% 25% 0% 100%

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

46%

Percentage of respondents

29% 25%

0% Not at all Rarely Sometimes Response Percentage of respondents Often

0% Very often

INTERPRETATION From the above graph it is clear that 46% of respondents said that they sometimes find that they do not have time to plan as much as they would like to 29% of respondents said that they not at all find that they do not have time to plan as much as they would like to 25% of respondents said that they often find that they do not have time to plan as much as they would like to

FINDINGS
78% of employees said that sometimes they feel run down and drained of physical or emotional energy 49% of employees said that sometimes they are prone to negative thinking about their job 40% of employees said that sometimes they are harder and less sympathetic with people than perhaps they deserve 38% of employees said that they not at all find themselves getting easily irritated by small problems, or by their co-workers and team 28% of employees said that they not at all feel misunderstood or unappreciated by their co-workers 51% of employees said that they not at all feel that they have no-one to talk to 41% of employees said that they not at all feel that they are achieving less than you should. 64% of employees said that they sometimes feel under an unpleasant level of pressure to succeed 45% of employees agreed that Physical exercise & yoga reduces the stress 65% of employees agreed that Training & development programs help to cope-up with new technology reduces the stress. 45% of employees said that they rarely feel that they are not getting what they want out of their job 89% of employees said that they not at all feel that they are in the wrong organization or the wrong profession 45% of employees said that they not at all becoming frustrated with parts of their job 53% of employees said that they rarely feel that there is more work to do than they practically have the ability to do 54% of employees said that they not at all feel that they do not have time to do many of the things that are important for doing a good quality job

CONCLUSIONS

Training & development programs help to cope-up with new technology reduces the stress.

The employees rarely feel that they are not getting what they want out of their job employees not at all feel that they are in the wrong organization or the wrong profession Employees not at all becoming frustrated with parts of their job The employees sometimes feel that organizational politics or bureaucracy frustrate their ability to do a good job Employees rarely feel that there is more work to do than they practically have the ability to do Employees not at all feel that they do not have time to do many of the things that are important for doing a good quality job Sometimes the employees find that they do not have time to plan as much as they would like to

SUGGESTIONS
Most of employees sometimes find that they do not have time to plan as much as they would like to. The management has to provide the sufficient time to plan as much as they would like to Employees sometimes feel that organizational politics or bureaucracy frustrate their ability to do a good job. It is better for the organization if it concentrate on the elimination of organizational politics and bureaucracy. Most of employees not at all feel lack of co-operation from the management in office. It is good for the organization if it continue it for the future. Employees said that Family counselling is often required to reduce the stress. The management has to concentrate on this.

QUESTIONNAIRE ON STRESS MANAGEMENT


1. Do you feel run down and drained of physical or emotional energy? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

2. Do you find that you are prone to negative thinking about your job? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

3. Do you find that you are harder and less sympathetic with people than perhaps they deserve? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

4. Do you find yourself getting easily irritated by small problems, or by your coworkers and team? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

5. Do you feel misunderstood or unappreciated by your co-workers? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

6. Do you feel that you have no-one to talk to? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

7. Do you feel that you are achieving less than you should? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

8. Family counselling is required to reduce the stress. a. Not at all d. Often b. Rarely e. Very often c. Sometimes

9. Do you feel under an unpleasant level of pressure to succeed? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

10. Physical exercise & yoga reduces the stress. a. Not at all d. Often b. Rarely e. Very often c. Sometimes

11. Training & development programs help to cope-up with new technology reduces the stress. a. Not at all d. Often b. Rarely e. Very often c. Sometimes

12. Do you feel that you are not getting what you want out of your job? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

13. Do you feel that you are in the wrong organization or the wrong profession? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

14. Are you becoming frustrated with parts of your job? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

15. Do you feel lack of co-operation from the management in office? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

16. Do you feel that organizational politics or bureaucracy frustrate your ability to do a good job? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

17. Do you feel that there is more work to do than you practically have the ability to do? a. Not at all d. Often b. Rarely e. Very often c. Sometimes

18. Improving working conditions & rational allocation of work reduces the stress. a. Not at all d. Often b. Rarely e. Very often c. Sometimes

19. Do you feel that you do not have time to do many of the things that are important to doing a good quality job? a. Not at all b. Rarely c. Sometimes d. Often e. Very often 20. Do you find that you do not have time to plan as much as you would like to? a. Not at all b. Rarely c. Sometimes d. Often e. Very often

BIBLIOGRAPHY
BOOKS 1. Essentials of Human Resources Management and Industrial Relations -P. SUBBARAO 2. Organizational Behaviour -M. PRASAD 3. Personnel Management -C.B MAMORIA WEBSITES 4. www.shrm.org 5. www.hr.com 6. http://www.safehr.com/links.html 7. www.associatedemployers.org

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