synopsis geetanjali

8/13/2019 Synopsis Geetanjali

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A SYNOPSIS

ON

A STUDY ON STRESS MANAGEMENT OF MANAGERS INSERVICE INDUSTRY A SPECIAL REFERENCE TO BANKING

INDUSTRY IN JODHPUR

Submitted in Partial Fulfillment of Degree of MBA

Distance Education, Guru amb!es!"ar #ni$ersit% of Science &

'ec!nolog%, (issar

Su)er$isor* Submitted B%

Mrs Al+a Solan+i Geetanali rates!"ar

Assistant Professor 07061500!6

OB(&-D

-emar+s of E$aluator

A""#$%&'(D)*+""#$%&' A""#$%&'(D)*+""#$%&'

,I E%+-.+/)$ ,II E%+-.+/)$

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Directorates of Distance Education

Guru amb!es!"ar #ni$ersit% of Science and 'ec!nolog%, (issar

Stud% .entre* Ais!"ar%a .ollege of Education, od!)ur /01234


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DI-E.'O-A'E OF DIS'AN.E ED#.A'IONGURU JAMBHESH4AR UNIVERSITY OF SC TECH HISAR

FORMAT FOR RESUME OF SUPERVISOR(GUIDE

05 NAME * Mrs5 Al+a Solan+i

65 DESIGNA'ION * Assistance Professor

35 7#A8IFI.A'ION * B5com, M5B5A

95 A-EA OF SPE.IA8I:A'ION* Finance, (5-5M5

15 E;PE-IEN.E < %ears e=)erience of teac!ing for P5G5 Students

? 0stE=tensions, @amala Ne!ru Nagar od!)ur

5 'E8EP(ONE No5 * 26?0>6MAI8 aceod!)urrediffmail5com

I am "illing to su)er$ise M#* G&&/+8+-) R+/&*9:+#Enrolment No07061500!6on t!e

to)ic A STUDY ON STRESS MANAGEMENT OF MANAGERS IN

SERVICE INDUSTRY A SPECIAL REFERENCE TO BANKING

INDUSTRY IN JODHPUR

A-;+ S$-+;)

,A**)*/+/ P#$+/)$


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CONTENTS

/i4 Introduction

/ii4 Obecti$es of t!e )ro)osed stud%

/iii4 -esearc! Met!odolog%

/i$4 Sco)e of Pro)osed Stud%

/$4 -eferences


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INTRODUCTION

Stress is dynamic condition in which an individual is confronted with

an opportunity, constraint, or demand related to what he or she

desires and for which the outcome is perceived to be both uncertain

and important.

Stress is not necessarily bad in and of itself. Although stress is

typically discussed in negative context, it also has positive value. It's

and opportunity when it offers potential gain. Many professionals see

the pressures of heavy workloads and deadlines as positive

challenges that enhance the uality of their work and the satisfaction

they get from their !ob.

Stress is associated with constraints and demands. "he former

prevent you from doing what you desire. "he latter refers to the loss

of something desired. "wo conditions are necessary for potential

stress to become actual stress. "here must be uncertainty over the

outcome and the outcome must be important. #egardless of the

conditions, it's only when there is doubt or uncertainty regarding

whether the opportunity will be sei$ed, the constraint removed, or the

loss avoided that there is stress.

"hree categories of potential stressors% environmental,

organi$ational, and individual.


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Environmental factors &hange in the business cycle createeconomic uncertainties. hen the economy is contracting, for

example, people become increasingly anxious about their !ob

security. "echnological uncertainty is a third type of environmental

factor that can cause stress. (ecause new innovations can make an

employee's skills and experience obsolete in a very short time,

computers, robotics, automation, and similar forms of technological

innovation are a threat to many people and cause them stress.

Organizational factors)ressures to avoid errors or complete tasksin a limited time, work overload, a demanding and insensitive boss,

and unpleasant coworkers are a few examples.

Individual factors"he typical individual works about *+ to + hoursa week. (ut the experiences and problems that people encounter in

those other -+/ plus non work hours each week can spill over to the

!ob. 0ur final category, then, encompasses factors in the employee's

personal life. )rimarily, these factors are family issues, personal

economic problems, and inherent personality characteristics.


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THE OBJECTIVES AND RESEARCH PROBLEM

#ecent research indicates that stress influence the managers. "he

proposed study therefore seeks to measure stress of Indian

managers. "he study would make an attempt to see a possible

relationship between stress and working efficiency of the managers.

"he study would be 1exploratory/cum/hypothesis testing1 and

comparative in nature. It would be non experimental in approach

under which it could be categori$ed as %c uestionnaire/based case

study. (esides discovering a possible relationship between stress

and effectiveness of Indian managers both private and public limited

companies, it has also been planned to make necessary comparison.

&ertain theoretically/based hypotheses would also be tested out. "he

following ob!ectives would be guiding the proposed investigation%

"o measure, explore, and analy$e level of stress using a structured

uestionnaire.

Testing certain hypotheses

2iscussing managerial and organi$ational implications and

presenting certain recommendations for improving managerial action.

3enerating certain useful and valid hypotheses on the basis of the

findings of the proposed study giving a useful direction for future

research in the field of stress management


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RESEARCH METHODOLOGY

After interacting with certain senior officers of private sector 4I5

I&I&- (ank, 627& (ank, &orporation (ank, S(I, S((8, 4i!aya

(ank, Indian (ank, Andhra (ank at 8odhpur, it has been thought to

take stress management as topic for research for the purpose of

proposed research study. "he data would be collected through a

printed structured uestionnaire that would be consisting of two

parts% 9-: (iographical profile of respondents such as age, gender,

education and work experience 9: Structured uestionnaire.

;ooking to the limitations and other constraints being faced by

individual academic researchers, it has been planned to distribute

around + printed uestionnaire to the respondents of which around

completed uestionnaires are anticipated to be received as +ew Management,1 www.samsung.com? ..l.

6olstein, 1Samsung's 3olden "ouch.1 7ortune, April l, ++, pp. @/

*? 6.. &hoi, 1Samsung #emakes Itself by #evamping Its Image,1

all Street 8ournal, >ovember -B, ++C, p. &C? 1Dun 8ong Dong?

Samsung,1 (usiness eek, 8anuary -, ++*, p.E? and 6. (rown

and 8. 2oebele, 1Samsung's >eat Act,1 7orbes, 8uly E, ++*, pp.

-+/+B.

. ;. ;ee, 1"aps for Music #etailers1 (usiness eek, 8une C,

++C? and 8. Scott,1(ig Music #etailer Is Seeking (ankruptcy

)rotection,1 >ew Dork "imes, 7ebruary -+, ++*, p. 2 -

C. See, for instance, F.6. 6ammonds, 1)ractical #adicals,1 7ast

&ompany, September +++, pp. -E/B*? and ).&. 8udge, 1&hange

Agents,1 7ast &ompany, >ovember +++, pp. -E/E.

*. 8. "aub, 16arvard #adical,1 "he >ew Dork "imes Maga$ine,

August *, ++C, pp. @/*.

. 8.). Fotter and ;.A. Schlesinger, 1choosing Strategies for

change,1 6arvard (usiness #eview, March/April -B, pp. -+E/-*.

synopsis geetanjali

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