stress mgnt- hero motocor 2013
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CHAPTER-I
INTRODUCTION
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DEFINING STRESS
In the days when prehistoric man had not yet attained self-consciousness, he reacted to
any signs of danger in two ways: he fought or he fled. This is the 'fight-or-flight' response
—a term coined by W.. !annon in 1"1#. $uring this, the body reacts with alarm to the
threat: there is a rapid increase in metabolism, with hormonal, physiological and
biochemical changes ta%ing place instantly.
The body muscles become tense and the hypothalamus acti&ates the pituitary gland,
which secretes hormones that then acti&ate other hormone-producing centers li%e the
adrenal glands. The release of adrenaline and other hormones sustains the alarm reaction
and physiological changes occur in response to the stress stimulus. The body now needs
glucose for the muscles to function properly. The li&er responds by releasing some into
the bloodstream. or the glucose to be transformed into energy, e(tra o(ygen is re)uired.
The heart begins pumping blood faster to carry this e(tra supply, leading to a rise in
blood pressure.
The amount of blood a&ailable in the body is, howe&er, limited. In order to deli&er e(tra
blood to select areas—the muscles, heart, lungs, %idneys and the brain—there is a
temporary cutoff in blood supply to non-priority areas. !onse)uently, the digesti&e
system slows or stops altogether, the sali&ary glands stop secreting, blood &essels in the
%idneys and the abdomen constrict and the immune system slows down.
These physiological effects are categori*ed as 'arousal'. !oncomitant emotional
manifestations li%e fear, apprehension and worry are termed 'an(iety'.
+nce the eanderthal dealt with the threat-usually an animal, which he fought off or fled
from—the body's reactions )uic%ly returned to normal. ll of which was fine in the good
old days of yore.
/nfortunately, says corporate consultant 0anthosh abu, this wonderful sur&i&al tool
hasn't adapted to modern forms of stress. Today we react the same way with the boss as
our ancestors reacted to a tiger-despite the fact that we ha&e choices other than fighting or
fleeing
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If this stressful situation is not resol&ed 3the eanderthal could be up a tree with a saber-
toothed tiger snarling below all day long4, the body goes into a second stage, the
adaptation stage. This also happens when you aren't able to resol&e the conflict with your
boss. The changes that ha&e occurred become chronic, that is, they ta%e place all the time.
This is the stage when the body is most prone to illness.
The third stage, according to 5ans 0elye 31"674, was the stage of e(haustion which
came about if the stress was constant and prolonged. 5ere, the body's resistance finally
crumbles and death is usually the conse)uence.
8edically, stress is defined as a perturbation of the body's homeostasis. The common
indices of stress include changes in:
3i4 biochemical parameters such as epinephrine and adrenal steroids,
3ii4 physiological parameters such as heart rate and blood pressure and
3iii4 beha&ioral effects such as an(iety, fear and tension. In essence, stress is an umbrella
term that encompasses physical trauma, strenuous e(ercise, metabolic disturbances and
an(iety as they produce challenges to the body's homeostasis. The wear and tear that
stressors sub9ect our body too is termed as stress.
0ays $r !hugh: 0tress is how people react to demands placed on them and arises when
there is worry about one's capacity to cope. 0e&enty-fi&e to " per cent of adult &isits to
primary care physicians are for stress-related problems.
or the lay person, howe&er, the word stress has mental rather than physiological
connotations. s nandi Iyer, $eputy $irector at ;erman Technical !ooperation 3;T<4
says: 0tress occurs when you are incapable of handling a gi&en situation. or instance,
for soldiers constantly at the border, the situation is no longer so stressful. ut for others,
it would be.
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Need and Importance of Stress Management :
In the past decade, the news headlines ha&e definitely made it clear that the need for
stress management should be one of the top agendas in modern day society. The rages
alone such as >oad >age and the trends of &iolent acts in life today pro&e a lot of it well.
?i&ing today is a lot tougher than it was e&en in the days of the great depression. It's been
coming out in many ways such as all time occurrences of stomach and intestinal ulcers.
+thers find sleep disorders and wind up *ombies during their busy days. Insomnia is
growing in leaps and bounds.
Today stress management is important in e&eryone's li&es. It's necessary for long happy
li&es with less trouble that will come about. There are many ways to deal with stress
ranging from the dealing with the causes of stress to simply burning off its effects.
good place to start in planning your own stress management would be finding the roots
of your stress. It can come from physical e(ertion and mental strain as well. We all ha&e
these things in our e&eryday life. Its effects on our o&erall being can &ary dramatically
from others e(periences. or that reason your needs in stress management may indeeddiffer from theirs as well.
$ealing with the sources of stress is best when possible. +ften these are the things we
dwell and o&er worry about. mong them are finances, family planning, balancing
wor%@home, and often dealing with others o&er e(pectations. good place to start in
stress management is to focus on what your limitations are. While it may seem at times
you can mo&e mountainsA don't forget after the mo&e you will need a lot of rest.
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0!+BC + T5C 0T/$D
The study with the prime ob9ecti&es of ascertaining the employees towards the
0tress management program, which are re)uired to perform their 9obs effecti&ely. In
Hero MotoCorp td! "Former#$ Hero Honda Motors td!% "P&oen'( Motors P)t!
td% The studies include managers and employees.
O*+ECTI,ES OF STUD.-
0tudy has been ta%en up with the following specific +b9ecti&es.
• n understanding of a 8anager's responsibilities, within the law, to manage
stress.
• n understanding of the rele&ant !ouncil policies relating to a 8anager's
responsibilities to manage stress.
• n understanding of what stress is and the difference between pressure and stress.
• >ecogni*e the factors, both e(ternal and internal, that could trigger stress at wor%
e.g. conflict, change, bullying, unclear goals, personal problems
• >ecogni*e stress and what the early warning signs are.
• /nderta%e stress ris% assessments.
• Ta%e effecti&e remedial action to reduce employee stress.
• $e&elop personal strategies for dealing with their own stress.
Researc& met&odo#og$
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!ollecting the data
In dealing with any problem it is often found that data at hand are inade)uate, and
therefore it becomes necessary to collect data that are appropriate. These are se&eral ways
of collecting the appropriate data, which defer considerably in conte(t of time and other
resources. 5ere for the purpose of study two %inds of data has been used.
1. Brimary data
2. 0econdary data
1. Brimary $ata
The primary data are those, which are collected afresh for the first time, and thus
happens to be original in character, with reference to this study, data is collected through.
A% Euestionnaire
*% Inter&iew method
4 Euestionnaire 8ethod
$ata is gathered by distributing Euestionnaire to managers and employees.
Euestionnaire in prepared and pre tested before using it for data collection. Euestionnaire
is a structured one consisting of )uestions, which are close, ended ha&ing fi(ed response
pattern with multiple answers.
b4 Inter&iew method
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The study also includes obtaining information from %nowledgeable persons. This
inter&iew is an informal or unstructured one with competent and articulate indi&iduals,
employees and professionals of the organi*ation.
2. 0econdary data
The secondary data are those that are already a&ailable, i.e. they refer to the data,
which ha&e already been collected and analy*ed by someone else. 0econdary data is
gathered from the organi*ation catalogues, 9ournals and boo%s.
?I8ITTI+0
1. irstly the respondents were not a&ailable readily and the data were collected as
per the con&enience of the respondents.
2. 0econdly the sample of respondents was &ery less gi&en by the organi*ation hence
appropriate sample techni)ue was not applied for selecting the respondents.
=. Thirdly, time is also one of constraints. $uration of #6 days is not sufficient to
co&er all the aspects of the study.
or the abo&e limitation the study conducted may not gi&e the true representation
of the entire organi*ation.
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CHAPTER-II
INDUSTRIA PROFIE
/
COMPAN PROFIE
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A0tomo1'#e 'nd0str$ 'n Ind'a
The cumulati&e production data for pril-8arch 212 shows production growth of 1=.G=
percent o&er same period last year. In 8arch 212 as compared to 8arch 211,
production grew at a single digit rate of 7.G= percent. In 211-12, the industry produced
2,=77,#=2 &ehicles of which share of two wheelers, passenger &ehicles, three wheelers
and commercial &ehicles were F7 percent, 16 percent, # percent and # percent
respecti&ely.
Domest'c Sa#es
The growth rate for o&erall domestic sales for 211-12 was 12.2# percent amounting to
1F,=F7,72# &ehicles. In the month of only 8arch 212, domestic sales grew at a rate of
1.11 percent as compared to 8arch 211.
Bassenger Hehicles segment grew at #.77 percent during pril-8arch 212 o&er same
period last year. Bassenger !ars grew by 2.1" percent, /tility Hehicles grew by 17.#F
percent and Hans by 1.1 percent during this period. In 8arch 212, domestic sales of
Bassenger !ars grew by 1".77 percent o&er the same month last year. lso, sales growth
of total passenger &ehicle in the month of 8arch 212 was at 2.6" percent 3as compared
to 8arch 2114. or the first time in history car sales crossed two million in a financial
year.
The o&erall !ommercial Hehicles segment registered growth of 1G.2 percent during
pril-8arch 212 as compared to the same period last year. While 8edium 5ea&y
!ommercial Hehicles 385!Hs4 registered a growth of F."# percent, ?ight !ommercial
Hehicles grew at 2F.=7 percent. In only 8arch 212, commercial &ehicle sales registered
a growth of 1#.G2 percent o&er 8arch 211.
Three Wheelers sales recorded a decline of 3-4 2.#= percent in pril-8arch 212 o&er
same period last year. While ;oods !arriers grew by 7.=1 percent during pril-8arch
212, Bassenger !arriers registered decline by 3-4 #.6 percent. In 8arch 212, total
Three Wheelers sales declined by 3-4 ".11 percent o&er 8arch 211.
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Total Two Wheelers sales registered a growth of 1#.17 percent during pril-8arch 212.
8opeds, 8otorcycles and 0cooters grew by 11.=" percent, 12.1 percent and 2#.66
percent respecti&ely. If we compare sales figures of 8arch 212 to 8arch 211, the
growth for two wheelers was G.2F percent.
E(ports
$uring pril-8arch 212, the industry e(ported 2,"1,66 automobiles registering a
growth of 26.## percent. Bassenger Hehicles registered growth at 1#.1G percent in this
period. !ommercial Hehicles, Three Wheelers and Two Wheelers segments recorded
growth of 26.16 percent, =#.#1 percent and 2F.1= percent respecti&ely during pril-
8arch 212. or the first time in history car e(ports crossed half a million in a financial
year.
In 8arch 212 compared to 8arch 211, o&erall automobile e(ports registered a growth
of 1F.G1 percent.
5I0T+>D + T5C TW+ W5CC?C>0:
The ritannica Cncyclopedia a motorcycle as a bi%e or tricycle propelled by an internal J
combustion engine 3or, less often by an electric engine4. The automobile was the reply to the 1" th Jcentury
reams of self-propelling the horse-drawn bi%eriage. 0imilarly, the in&ention of the motorcycle created the
self Jpropelling bicycle. The first commercial design was three-wheeler built by Cdward utler in ;reat
ritain in 1GG#. This employed a hori*ontal single-cylinder gasoline engine mounted between two steer
able front wheels and connected by a dri&e chain to the rear wheel. The 1"s saw the con&ersion of many
bicycles or pedal cycles by adding small, centrally mounted spar% ignition engine engines. There was then
felt the need for reliable constructions. This led to road trial tests and competition between manufacturers.
Tourist Trophy 3TT4 races were held on the Isle of main in 1"F as reliability or endurance races. 0uch
were the pro&ing ground for many new ideas from early two-stro%e-cycle designs to supercharged
multi&alent engines mounted on aerodynamic, bi%ebon fiber reinforced bodywor%.
IHCTI+ + TW+ W5CC?C>0:
The in&ention of two wheelers is a much-debated issue. KWho in&ented the first motorcycleLM
8ay seem li%e a simple )uestion, KsafetyM, bicycle, i.e., bicycle with front and rear wheels of the same
si*e, with a pedal cran% mechanism to dri&e the rear wheel. Those bicycles in turn described from high-
wheel bicycles. The high Jwheelers descended from an early type of pushbi%e, without pedals, propelled
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by the riderNs feet pushing against the ground. These appeared around 1G, used iron banded wagon
wheels, and were called Kbone-crushersM, both for their 9arring ride, and their tendency to toss their riders.
;ottiieb $aimler 3who credited with the building the first motorcycle in 1GG6, one wheel in the front and
one in the bac%, although it had a smaller spring-loaded outrigger wheel on each side. It was constructed
mostly of wood, the wheels were of the iron-banded wooden-spoo%ed wagon-type and it definitely had a
Kbone-crusherM chassis
/>T5C> $CHC?+B8CT0:
8ost of the de&elopments during the early phase concentrated on three and four-wheeled design since it
was comple( enough to get the machines running with out ha&ing to worry about them falling o&er. The
ne(t notable two-wheeler though was the 5ildebrand Wolf 8ueller, patented in 8unich in 1G"#. In
1G"6, the rench firm of $e$ion-button built and engine that was to ma%e the mass production and
common use of motorcycle possible. The first motorcycle with electric start and a fully modem electrical
systemA the 5ence special from the Indian 8otorcycle !ompany astounded the industry in 1"=1. efore
World War 1, I8! was the largest motorcycle manufacturer in the world producing o&er 2 bi%es per
year.
I!>C0I; B+B/?>ITD:
The popularity of the &ehicle grew especially after 1"1, in 1"17A the Indian motorcycle company
introduced the model 5 racer, and placed it on sale. $uring World War 1, all branches of the armed forces
in Curope used motorcycles principally for dispatching. fter the war, it en9oyed a sport &ogue until the
;reat $epression began in motorcycles lasted into the late 2 th centuryA weight the &ehicle being used for
high-speed touring and sport competitions. The more sophisticated of a 126cc model. 0ince then, an
increasing number of powerful bi%es ha&e bla*ed the roads.
5I0T+>I!? I$/0T>D $CHC?+B8CT0:
Indian is the second largest manufacturer and producer to two wheelers in the World. It stands
ne(t only to Oapan and !hina in terms of the number of H produced and domestic sales respecti&ely. This
destination was achie&ed due to &ariety of reason li%e restricti&e policy followed by the go&ernment of
India towards the passenger bi%e industry, rising demand for personal transport, inefficiency in the public
transportation system etc. The Indian two-wheelers industry made a small beginning in the early 6s when
utomobile products of India 3BI4 started manufacturing scooters in the country. /ntil 1"6G, BI and
Cnfield were the sole producers.
The two Jwheelers mar%et was opened were opened to foreign competition in the mid-Gs. nd
the then mar%et leaders-Cscorts and Cnfield J were caught unaware by the onslaught of the 1cc bi%es of
the four Indo- Oapanese 9oint &entures. With the a&ailability of fuel-efficiency low power bi%es, demand
swelled, resulting in 5ero 5onda Jthen the only producer of four stro%e bi%es 31cc category4, gaining a
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top slot.
The first Oapanese motorcycles were introduced in the early eighties. TH0 0u*u%i and 5ero
5onda brought in the first two-stro%e and four-stro%e engine motorcycles respecti&ely. These two players
initially started with assembly of !P$ Pits, and later on progressed to indigenous manufacturing.
The industry had a smooth ride in the 6s, 7s and Fs when go&ernment prohibited new entries and
strictly controlled capacity e(pansion. The industry saw a sudden growth in the Gs. The industry
witnessed a steady of 1#Q leading to a pea% &olume of 1." mn &ehicles in 1"".
In 1"" the entire automobile industry saw a drastic fall in demand. This resulted in a decline of
16Q in 1""1 and GQ in 1""2, resulting in a production loss of .#mn &ehicles. arring 5ero 5onda, all the
ma9or producers suffered from recession in D"= and D"#. 5ero 5onda showed a marginal decline in
1""2.
The reason for recession in the sector were the incessant rise in fuel prices, high input costs and
reduced purchasing power due to significant li%e increased production in 1""2, due to new entrants coupled
with recession in the industry resulted in companies either reporting losses or a fall in profits.
!+!?/0I+:
The two-wheelers mar%et has had a perceptible shift from a buyers mar%et to a sellers mar%et with a
&ariety of choice, players will ha&e compete on &arious fronts &i*. pricing, technology product design,
producti&ity after sale ser&ice, mar%eting and distribution. In the short term, mar%et shares of indi&idual
manufacturers are going to be sensiti&e to capacity, product acceptance, pricing and competiti&e pressures
from other manufacturers.
s incomes grow and people grow and people feel the need to own a pri&ate means of transport, sales
of two-wheelers will rise. Benetration is e(pected to increase to appro(imately to more than 26Q by 26.
The motorcycle segment will continue to lead the demand for two-wheelers in the coming years.
8otorcycle sale is e(pected to increase by 2Q yoy as compared to 1Q growth in the scooter mar%et and
=Q by moped sales respecti&ely for the ne(t two years.
The four-stro%e scooters will add new dimension to the two-wheeler segment in the coming future.
The sian continent is that largest user of the two-wheelers in the world. This is due to poor road
infrastructure and low per capita income, restricti&e policy on bi%e industry. This is due to oligopoly
between top fi&e players in the segment, compared to thirsty manufacturers in the bi%e industry.
5ero 5onda motors ?Td., is one of the leading companies in the two-wheeler industry. t present
it is the mar%et leader in the motorcycle segment with around #FQ the mar%et share during D 2 J1.
$uring the year, company posted a #1.16Q yoy rise in turno&er to >s.=1, 7G7.6mn in motorcycles which
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dri&en by a =6.1FQ yoy rise in 8otorcycle sales &olumes. The company has emerged as one of the most
successful players, much ahead of its competitions an account of its superior and reliable product )uality
complemented with e(cellent mar%eting techni)ues. The company has been consistently addressing the
growing demand for motorcycles and has been cumulati&e customer base of o&er # million customers,
which is e(pected to reach 6min mar% with rural and semi-urban segment being the new class of
consumers.
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COMPAN PROFIE
5ero 8oto!orp ?td. 3ormerly 5ero 5onda 8otors ?td.4 is the world's largest manufacturer of two -wheelers, based in India.
In 21, the company achie&ed the co&eted position of being the largest two-wheeler manufacturing
company in India and also, the 'World o.1' two-wheeler company in terms of unit &olume sales in a
calendar year. 5ero 8oto!orp ?td. continues to maintain this position till date.
Today, e&ery second motorcycle sold in the country is a 5ero bi%e. C&ery = seconds, someone in India
buys 5ero's top-selling motorcycle J Sp#endor!
,'s'on
The story of 5ero 5onda began with a simple &ision - the &ision of a mobile and an empowered India,
powered by its two wheelers. Hero MotoCorp td., company's new identity, reflects its commitment
towards pro&iding world class mobility solutions with renewed focus on e(panding company's footprint in
the global arena.
M'ss'on
5ero 8oto!orpNs mission is to become a global enterprise fulfilling its customers' needs and aspirations for
mobility, setting benchmar%s in technology, styling and )uality so that it con&erts its customers into its
brand ad&ocates. The company will pro&ide an engaging en&ironment for its people to perform to their true
potential. It will continue its focus on &alue creation and enduring relationships with its partners
Strateg$
5ero 8oto!orpNs %ey strategies are to build a robust product portfolio across categories, e(plore growth
opportunities globally, continuously impro&e its operational efficiency, aggressi&ely e(pand its reach to
customers, continue to in&est in brand building acti&ities and ensure customer and shareholder delight.
Man0fact0r'ng
5ero 8oto!orp two wheelers are manufactured across = globally benchmar%ed manufacturing facilities.
Two of these are based at ;urgaon and $haruhera which are located in the state of 5aryana in northern
India. The third and the latest manufacturing plant is based at 5aridwar, in the hill state of /ttra%hand.
Tec&no#og$
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In the 1"GNs 5ero 5onda pioneered the introduction of fuel-efficient, en&ironment friendly four-stro%e
motorcycles in the country. Today, 5ero 5onda continues to be technology pioneer. It became the first
company to launch the uel In9ection 3I4 technology in Indian motorcycles, with the launch of the
;lamour I in Oune 27.
Prod0cts
5ero 5onda's product range includes &ariety of motorcycles that ha&e set the industry standards across all
the mar%et segments. The company also started manufacturing scooter in 27. 5ero 5onda offers large no.
of products and caters to wide &ariety of re)uirements across all the segments.
D'str'10t'on
The !ompany's growth in the two wheeler mar%et in India is the result of an intrinsic ability to increase
reach in new geographies and growth mar%ets. 5ero 8oto!orpNs e(tensi&e sales and ser&ice networ% now
spans o&er to 7 customer touch points. These comprise a mi( of authori*ed dealerships, ser&ice spare
parts outlets and dealer-appointed outlets across the country.
*rand
The new 5ero is rising and is poised to shine on the global arena. !ompany's new identity 5ero 8oto!orp
?td. is truly reflecti&e of its &ision to strengthen focus on mobility and technology and creating global
footprint. uilding and promoting new brand identity will be central to all its initiati&es, utili*ing e&ery
opportunity and le&eraging its strong presence across sports, entertainment and ground-le&el acti&ation
GREEN IT
A MISSION TO MAINTAIN HIGH ECOOGICA STANDARDS
Target 2e$ Areas For Ma('m0m Impact
Though according to some estimates today IT contributes to around 2-=Q of ;lobal !arbon Cmissions and
we need to control that, IT has the potential and power to impact the remaining "F-"GQ as well. The critical
element in this entire 9ourney is the ;reen IT inter&ention strategy where e&eryone agrees on plan on areas
where IT could influence the en&ironment.
Act'ons Spea3 o0der T&an P#ans
5ere are some ;reen IT Initiati&es that we ha&e ta%en or are underway at 5ero 8oto!orp:
1. ;reen IT as a focus area in the IT Bolicy
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2. ew, energy efficient datacenter with power management features
=. Hirtuali*ation and ser&er consolidation
#. /se of TTs in place of !>Ts for displays
6. >eduction of printers
7. Hideo conferencing @ !ollaboration tools - to reduce tra&el
F. uying of energy certified e)uipment - replacing old inefficient e)uipment
G. !reating n organisation
". /sage of e-learning to reduce trainee or trainer tra&el
1. ew IT initiati&es to cut paper consumption such asA
o !on&erting our paper based customer loyalty program to an online card based program
o !utting down on printing of che)ues in a big way and going for electronic fund transfer
o $igiti*ation of wor%flows needing appro&als
o /sing digital signatures and sending documents electronically to partners
Reap'ng *enef'ts
Implementing ;reen IT initiati&es benefits not only the en&ironment but the enterprise as well. 5ere are
some positi&e outcomes that we saw after embar%ing on our ;reen IT mission:
1. ocus on ;reen IT pro&ided e(cellent means for opportunity to care for the society and
en&ironment
2. or the employees, it ga&e a sense of satisfaction and ownership as they feel that they are also
trying to contribute at their le&el in sa&ing the en&ironment
=. 8any initiati&es also helped to impro&e producti&ity in the organisation - e.g. &ideo conferencing,
wor%flow automation, customer loyalty program automation, electronic transfer of funds, digital
signatures etc
#. ;reen IT has helped the IT team in day to day management - e.g. number of ser&ers to be managed
reduced as we used &irtuali*ation, or number of printers to be managed ha&e reduced
6. There were direct sa&ings in power consumption and cost thereof - whether at datacenter or at user
end it was not 9ust considering power consumption by e)uipment but also considering lower heat
generation as the room re)uires reduced air-conditioning.
7. +ther sa&ings include space, power and administrati&e cost sa&ings at the datacenter, reduced paper consumption costs, etc.
Today doing our bit for protecting the en&ironment is something that touches e&ery heart at 5ero 8oto!orp
and each and e&ery employee is trying to contribute to this initiati&e for a cleaner, greener planet.
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HERO4S MANDATE
5ero is a world leader because of its e(cellent manpower, pro&en management, e(tensi&e dealer networ%,
efficient supply chain and world-class products with cutting edge technology from !ompany, Oapan. The
teamwor% and commitment are manifested in the highest le&el of customer satisfaction, and this goes a long
way towards reinforcing its leadership status
*OARD OF DIRECTORS
No! Name of t&e D'rectors Des'gnat'on
1 8r. ri9mohan ?all 8un9al !hairman Whole-time $irector
2 8r. Bawan 8un9al 8anaging $irector !.C.+.
= 8r. Toshia%i a%agawa Ooint 8anaging $irector
# 8r. 0umihisa u%uda Technical $irector
6 8r. 0unil Pant 8un9al on-C(ecuti&e $irector
7 8r. 0uman Pant 8un9al on-C(ecuti&e $irector
F 8r. Ta%ashi agai on-C(ecuti&e $irector
G 8r. Du9i 0higa on-C(ecuti&e $irector
" 8r. Bradeep $inodia on-e(ecuti&e Independent $irector
1 ;en. 3>etd.4 H. B. 8ali% on-e(ecuti&e Independent $irector
11 8r. nal9it 0ingh on-e(ecuti&e Independent $irector
12 $r. Britam 0ingh on-e(ecuti&e Independent $irector
1= 8s. 0hobhana hartia on-e(ecuti&e Independent $irector
1#. 8r. 8. $amodaran on-e(ecuti&e Independent $irector16. 8r. >a&i ath on-e(ecuti&e Independent $irector
17. $r. nand !. urman on-e(ecuti&e Independent $irector
*RIEF PROFIE OF DIRECTORS
MR! *RI+MOHAN A MUN+A
8r. ri9mohan ?all 8un9al is the founder $irector and !hairman of the !ompany and the R =.2 billion
5ero ;roup. 5e is the Bast Bresident of !onfederation of Indian Industry 3!II4, 0ociety of Indian
utomobile 8anufacturers 30I84 and was a 8ember of the oard of the !ountry's !entral an%
3>eser&e an% of India4. In recognition of his contribution to industry, 8r. 8un9al was conferred the
Badma hushan ward by the /nion ;o&ernment.
8r. ri9mohan ?all 8un9al is currently on the board of the following companies:
No! Name of Compan$ Nat0re of Off'ce
1 5ero 5onda 8otors ?imited !hairman and Whole-time $irector
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2 5ero 5onda inlease ?imited !hairman and $irector
= 8un9al 0howa ?imited !hairman and $irector
# Casy ill ?imited $irector
6 >oc%man Industries ?imited $irector
7 0hi&am utotech ?imited $irector
2E MIESTONES OF HERO HONDA
ear E)ent
5678 Ooint !ollaboration greement with 5onda 8otor !o. ?td. Oapan signed
0hareholders greement signed
5679 5ero 5onda 8otors ?td. Incorporated
567: irst motorcycle !$ 1 rolled out
567; 1,th motorcycle produced
5676 ew motorcycle model - 0lee% introduced
5665 ew motorcycle model - !$ 1 00 introduced
6,th motorcycle produced
566< >aman 8un9al Hidya 8andir inaugurated - 0chool in the memory of founder 8anaging $irector, 8r. >am
Pant 8un9al
5669 ew motorcycle model - 0plendor introduced
1,,th motorcycle produced
566; ew motorcycle model - 0treet introduced
5ero 5onda's 2nd manufacturing plant at ;urgaon inaugurated
5667 2,,th motorcycle produced
5666 ew motorcycle model - !< introduced
Cn&ironment 8anagement 0ystem of $haruhera Blant certified with I0+-1#1 by $H 5olland
>aman 8un9al 8emorial 5ospital inaugurated - 5ospital in the memory of founder 8anaging $irector, 8
>aman Pant 8un9al
<=== #,,th motorcycle produced
Cn&ironment 8anagement 0ystem of ;urgaon Blant certified I0+-1#1 by $H 5olland
0plendor declared 'World o. 1' - largest selling single two-wheeler model
5ero 5onda Bassport Brogramme - !>8 Brogramme launched
<==5 ew motorcycle model - Bassion introduced
+ne million production in one single year
ew motorcycle model - Ooy introduced
6,,th motorcycle produced
<==< ew motorcycle model - $awn introduced
ew motorcycle model - mbition introduced
ppointed Hirender 0ehwag, 8ohammad Paif, Du&ra9 0ingh, 5arbha9an 0ingh and <aheer Phan as rand
mbassadors
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<==8 ecomes the first Indian !ompany to cross the cumulati&e F million sales mar%
0plendor has emerged as the World's largest selling model for the third calendar year in a row 32, 21,
224
ew motorcycle model - !$ $awn introduced
ew motorcycle model - 0plendor S introduced ew motorcycle model - Bassion Blus introduced
ew motorcycle model - Pari*ma introduced
<==9 ew motorcycle model - mbition 1=6 introduced
5ero 5onda became the World o. 1 !ompany for the third consecuti&e year.
!rossed sales of o&er 2 million units in a single year, a global record.
0plendor - World's largest selling motorcycle crossed the 6 million mar%
ew motorcycle model - !< introduced
Ooint Technical greement renewed
Total sales crossed a record of 1 million motorcycles<==: 5ero 5onda is the World o. 1 for the #th year in a row
ew motorcycle model - 0uper 0plendor introduced
ew motorcycle model - !$ $elu(e introduced
ew motorcycle model - ;lamour introduced
ew motorcycle model - chie&er introduced
irst 0cooter model from 5ero 5onda - Bleasure introduced
<==> 5ero 5onda is the World o. 1 for the 6th year in a row
16 million production milestone achie&ed<==; 5ero 5onda is the World o. 1 for the 7th year in a row
ew '0plendor U;' launched
ew '!$ $elu(e' launched
ew 'Bassion Blus' launched
ew motorcycle model '5un%' launched
2 million production milestone achie&ed
<==7 5ero 5onda 5aridwar Blant inauguration
ew 'Bleasure' launched
0plendor U; lauched with power start feature
ew motorcycle model 'Bassion Bro' launched
ew '!< Utreme' launched
26 million production milestone achie&ed
!$ $elu(e lauched with power start feature
ew ';lamour' launched
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<==6
<=5=
<=55
5un%' 3?imited Cdition4 launched
0plendor completed 11 million production landmar%
ew motorcycle model 'Pari*ma - <8>' launched
0il&er 9ubilee celebrations
ew model 0plendor Bro launched?aunch of new 0uper 0plendor and ew 5un%
ew licensing arrangement signed between 5ero and 5onda
?aunch of new refreshed &ersions of ;lamour, ;lamour I, !< Utreme, Pari*ma
!rosses the landmar% figure of 6 million cumulati&e sales in a single year
<=5< 8igration of all products to rand 5ero.
?aunch of Impulse, 8aestro and Ignitor.
$ebut in the 8 0uperbi%e >acing in the /0.
0trategic partnership with Cri% uell >acing 3C>4 of /0.
<=58 eemrana Blant oundation 0tone laid.
;lobal Barts !entre oundation 0tone laid.
6 8illion cumulati&e 2 wheelers production.
PROMINENT A?ARDS TO THE COMPAN
ear A@ards / Recogn't'ons
<=58
<=5<
• ;reen Bioneer ward - 21=
• usiness ?eader of the Dear ward by 5on'ble Bresident of India, 0hri. Branab 8u%her9ee, at the
l8 8anaging India wards 21= on pril 11, 21= 3!onferred on 8r. Bawan 8un9al4
• usiness ?eader of the Dear ward in the uto 3Two Wheelers4 category by $eputy !hairman of
the Blanning !ommission 8r. 8onte% 0ingh hluwalia, at the $TH usiness ?eadership wards
21= 3!onferred on 8r. Bawan 8un9al4
• !+ of the year ward 3!onferred on 8r. >a&i 0ud4
usiness ?eader in utomobiles 3two-wheelers4 at the $TH Brofit usiness ?eadership wards 212
3!onferred upon 8r. Bawan 8un9al4
est &alue for 8oney i%e 8a%er and est d&ertising in Two Wheelers !ategory at the uto India
est rand wards 212
$igital d&ertiser of the year at the Indian $igital 8edia wards 3I$84 212
Three awards 3?aunch C&ent of the year, >ural Cngagement Brogamme and ?i&e Batron ward for
8ar%eting C(cellence4 at the W+W wards organised by C&entEs
Two-wheeler 8anufacturer of the Dear award by i%e India maga*ine.
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<=55
<=5=
d9udged the i%e 8anufacturer of the Dear at the Cconomic Times <igWheels !ar and i%e wards.
- CN*C A@aa - 0toryboard special commendation for Cffecti&e rebranding of a new corporate entity by !! waa* !onsumer wards- BMost Recommended T@o-?&ee#er *rand of t&e earB award by !! waa* !onsumer wards
- !ollo)uy ?oyalty wards BInno)at'on 'n o$a#t$ Mar3et'ng Internat'ona# <=55B for 5ero ;ood?ife- B*est Act')'t$ Generat'ng S&ort or ong-Term *rand o$a#t$B by the Bromotion 8ar%eting ward of sia +rder of 8erit for 5ero ;ood?ife- >an%ed o 1 brand in the uto 3Two-Wheelers4 category in the rand C)uity BMost Tr0sted *randB 211 sur&ey
Compan$ of t&e ear awarded by Cconomic Times wards for !orporate C(cellence 2G-".
!! TH1G +&erdri&e wards 21 4Ha## of Fame4 to Sp#endor
$TH Brofit !ar i%e wards 21 -
• T@o-@&ee#er Man0fact0rer of t&e ear
• Cn* ,'e@ers4 C&o'ce T@o-@&ee#er of t&e ear "2ar'ma MR%
*'3e Ma3er of t&e ear by CT-<igWheels !ar i%e of the Dear wards 2"
<==6 'T@o-@&ee#er Man0fact0rer of t&e ear' by $TH Brofit !ar i%e wards 2" and Bassion Bro
ad9udged as ! Hiewers' !hoice two-wheeler
Top Indian !ompany under the 'utomobile - Two-wheelers' sector by t&e D0n / *radstreet-Ro#ta
Corporate A@ards
Won ;old in the >eader's D'gest Tr0sted *rand <==6 in the '8otorcycles' category
NDT, Prof't *0s'ness eaders&'p A@ards <==6 - two-wheeler category
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<==7 NDT, Prof't *0s'ness eaders&'p A@ard <==7 - 5ero 5onda Wins the !o&eted $TH Brofit usiness
?eadership ward 2G
TopGear Des'gn A@ards <==7 - 5un% i%e of the Dear ward
NDT, Prof't Car Ind'a / *'3e Ind'a A@ards - $TH KHiewersN !hoice wardM to 5un% in i%e
categoryInd'aT'mes M'ndscape and Sa)'#e Ro@ " A For1es Gro0p ,ent0re % o$a#t$ A@ards - K!ustomer and
rand ?oyalty wardM in utomobile 3two-wheeler4 sector
As'an Reta'# Congress A@ard for Reta'# E(ce##ence 30trategies and 0olutions of business inno&ation and
transformation4 - est !ustomer ?oyalty Brogram in utomobile category
NDT, Prof't Car Ind'a / *'3e Ind'a A@ards - i%e 8anufacturer of the year
O)erdr')e Maga'ne - i%e 8anufacturer of the year
TNS ,o'ce of t&e C0stomer A@ards.
• o.1 e(ecuti&e motorcycle 0plendor U;
• o.1 standard motorcycle !$ $elu(e
• o. premium motorcycle !< Utreme
<==; The $TH Brofit !ar India i%e India wards 2F in the following category:
• +&erall i%e of the Dear - !< U-treme
• i%e of the Dear - !< U-treme 3up to 16 cc category4
• i%e Technology of the Dear - ;lamout B;8 I
uto Tech of the Dear - ;lamout B;8 I by +&erdri&e 8aga*ine.
i%e of the Dear - !< U-treme by +&erdri&e 8aga*ine.
>an%ed !< U-treme i%e of the Dear - by 0 8otoring 8aga*ine
K8ost Trusted !ompanyM , by T0 Hoice of the !ustomer wards 27.
!$ $elu(e rated as o 1 standard motorcycle by T0 Hoice of the !ustomer wards 27.
<==> d9udged Fth Top Indian !ompany by Wallstreet Oournal sia 3Top Indian Two Wheeler !ompany4.
+ne of the G Indian companies to enter the orbes top 2 list of worldNs most reputed companies.
o. 1 in automobile industry by T0 Corporate Soc'a# Respons'1'#'t$ A@ard.
est in its class awards for each category by TNS Tota# C0stomer Sat'sfact'on A@ards <==>:• 0plendor Blus 3C(ecuti&e4
• !$ $elu(e 3Cntry4
• Bleasure 3;earless 0cooters4
0plendor Bassion - Top two models in two wheeler category by CT rand C)uity 0ur&ey 27.
d9udged Fth Top Indian !ompany by Wallstreet Oournal sia 3Top Indian Two Wheeler !ompany4.
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Top Indian company in the utomobile - Two Wheeler sector by $un radstreet - Amer'can E(press
Corporate A@ards <==>.
5ero 5onda 0plendor rated as India's most preferred two-wheeler brand at the A@aa Cons0mer A@ards
<==>.
!ertificate of C(port C(cellence for outstanding e(port performance during 2=-# for two-wheeler three- wheelers - !omplete 3on 00I4 by Cngineering C(port Bromotion !ouncil.
CORPORATE SOCIA RESPONSI*IIT "CSR%
STA2EHODER TIES AT THE GRASSROOTS
5ero 5onda 8otors ta%es considerable pride in its sta%eholder relationships, especially ones de&eloped at
the grassroots. The !ompany belie&es it has managed to bring an economically and socially bac%ward
region in $haruhera, 5aryana, into the national economic mainstream.
n Integrated >ural $e&elopment !entre has been set up on # acres of land along the $elhi-Oaipur
5ighway. The !entre-complete with wide approach roads, clean water, and education facilities for both
adults and children-now nurtures a &ibrant, educated and healthy community.
The oundation has adopted &arious &illages located within &icinity of the 5ero 5onda factory at
$haruhera for integrated rural de&elopment. This includes:
• Installation of deep bore hand pumps to pro&ide clean drin%ing water.
• !onstructing metalled roads and connecting these &illages to the ational 5ighway 35 -G4.
• >eno&ating primary school buildings and pro&iding hygienic water and toilet facilities.
• Cnsuring a proper drainage system at each of these &illages to pre&ent water-logging.
• Bromoting non-con&entional sources of energy by pro&iding a 6 per cent subsidy on biogas
plants.
The Raman M0na# ,'d$a Mand'r began with three classes 3up to class II4 and 66 students from nearby
areas. It has now grown into a modern 0enior 0econdary, !0C affiliated co-educational school with o&er
12 students and 71 teachers. The school has a spacious playground, an ultra-modern laboratory, a well-
e)uipped audio &isual room, an acti&ity room, a well-stoc%ed library and a computer centre.
T&e Raman M0na# Sports Comp#e( has bas%etball courts, &olleyball courts, and hoc%ey and football
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grounds are used by the local &illagers. In the near future, sports academies are planned for &olley ball and
bas%et ball, in collaboration with ational 0ports uthority of India.
,ocat'ona# Tra'n'ng Centre
In order to help local rural people, especially women, 5ero 5onda has set up a Hocational Training !entre.
0o far 27 batches comprising of nearly 726 women ha&e been trained in tailoring, embroidery and %nitting.
The !ompany has helped women trained at this centre to set up a production unit to stitch uniforms for
5ero 5onda employees. Interestingly, most of the women are now self-employed.
Ad0#t 'terac$ M'ss'on
This 0cheme was launched on 21st 0eptember, 1""", co&ering the nearby &illages of 8alpura, Papriwas
and 0idhrawali. The pro9ect started with a modest enrolment of =7 adults. 5ero 5onda is now in the process
of imparting dult ?iteracy !apsules to another 1 adults by getting &illage heads and other prominent
&illagers to moti&ate illiterate adults.
Marr'ages of 0nderpr')'#eged g'r#s
8arriages are organi*ed from time to time, particularly for girls from bac%ward classes, by the oundation
by pro&iding financial help and other support to the families.
R0ra# Hea#t& Care
esides setting up a modern hospital, the oundation also regularly pro&ides doorstep health care ser&ices
to the local community. ree health care and medical camps are now a regular feature in the 5ero ;roup's
community outreach program
2E POICIES AN EN,IRONMENTA AND SOCIA A?ARE COMPAN
t 5ero 5onda, our goal is not only to sell you a bi%e, but also to help you e&ery step of the way in ma%ing
your world a better place to li&e in. esides its will to pro&ide a high-)uality ser&ice to all of its customers,
5ero 5onda ta%es a stand as a socially responsible enterprise respectful of its en&ironment and respectful of
the important issues.
5ero 5onda has been strongly committed not only to en&ironmental conser&ation programmers but also
e(presses the increasingly inseparable balance between the economic concerns and the en&ironmental and
social issues faced by a business. business must not grow at the e(pense of man%ind and man's future but
rather must ser&e man%ind.
B?e m0st do somet&'ng for t&e comm0n't$ from @&ose #and @e generate o0r @ea#t&!B
famous )uote from our Worthy !hairman 8r.ri9mohan ?all 8un9al.
En)'ronment Po#'c$
We at 5ero 5onda are comm'tted to demonstrate e(ce##ence 'n o0r en)'ronmenta# performance on a
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cont'n0a# 1as's, as an intrinsic element of our corporate philosophy.
To achie&e this we commit oursel&es to:
• Integrate en&ironmental attributes and cleaner production in all our business processes and
practices with specific consideration to substitution of ha*ardous chemicals, where &iable and
strengthen the greening of supply chain.• !ontinue product inno&ations to impro&e en&ironmental compatibility.
• !omply with all applicable en&ironmental legislation and also controlling our en&ironmental
discharges through the principles of alara 3as low as reasonably achie&able4.
• Institutionalise resource conser&ation, in particular, in the areas of oil, water, electrical energy,
paints and chemicals.
• Cnhance en&ironmental awareness of our employees and dealers @ &endors, while promoting their
in&ol&ement in ensuring sound en&ironmental management.
0a#'t$ Po#'c$
E(ce##ence 'n 0a#'t$ 's t&e core )a#0e of Hero Honda4s p&'#osop&$.
We are committed at all le&els to achie&e high )uality in whate&er we do, particularly in our products and
ser&ices which will meet and e(ceed customer's growing aspirations through:
• Inno&ation in products, processes and ser&ices.
• !ontinuous impro&ement in our total )uality management systems.
• Teamwor% and responsibility.
Safet$ Po#'c$
Hero Honda 's comm'tted to safet$ and &ea#t& of its employees and other persons who may be affected
by its operations. We belie&e that the safe wor% practices lead to better business performance, moti&ated
wor%force and higher producti&ity.
We shall create a safety culture in the organi*ation by:
• Integrating safety and health matters in all our acti&ities.
• Cnsuring compliance with all applicable legislati&e re)uirements.
• Cmpowering employees to ensure safety in their respecti&e wor% places.
• Bromoting safety and health awareness amongst employees, suppliers and contractors.
• !ontinuous impro&ements in safety performance through precautions besides participation and
training of employees.
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INTRODUCTION A*OUT PHOENI DEAER PROFIE "PHOENI MOTORS%
PHOENI MOTORS P,T TD is dealership type of business. PHOENI MOTORS P,T TD! 's
esta1#'s&ed on <5st marc& <==8. The business is running by only one man. The owner name is c& !mad&0
mat&' the firm is located at habsiguda in 5yderabad.
;enerally the sale will be either on cash basis or on institutional basis. an% li%e ICICI
HDFC and CENTURION are pro&iding loans to customers.
d&ertising strategy of phoeni( motors.
They are gi&ing the ads through newspapers, wall paintings, hoardings and field staff.
They are upgrading sales by introducing the schemes, group boo%ings, institutional sales and customer
door-to-door acti&ities.
Categor'at'on of Staff mem1ers.
0taff members are categori*ed for technicians, 26 members are allotted for field staff, 6
members are recruited for sales for persons, 6 persons are placed for e&aluating for spare parts, 6 membersare allotted for managerial accounts and another = persons for cash transaction and other members are
allotted for remaining wor%.
C0stomer re#at'ons&'p.
They entertain the showroom pro&iding a customerNs huge ha&ing pool game, internet
facility and tele&ision with home there system. They pro&ide bile maintenance programs on e&ery wee%.
ccording to other dealers B5+CIU motors in first in sales and best in ser&ice. They treat customer, is the
&ery important person at B5+CIU motors customer satisfaction is their motto, why because, they will
satisfied customer is the best ad&ertisement. They pro&ide better &alue for the customers and as well as
employees also. t B5+CIU motors the customer is the boss.
SAES STRATEG OF PHOENI MOTORS:
&erage they are selling 2G &ehicles per day. B5+CIU motors BHT ?.T.$ is the .B s +.1
dealership in sales and other acti&itiesL It is a E?$ 3)ualify leader through )uality dealer4. t B5+CIU
motor they ga&e the )uality ser&ice to the customers why because Vthe cost is long forgotten but the )uality
is remembered for e&erM. They treat )uality has a...
E Euest for e(cellence
/ /nderstanding customerNs needs
ction to achie&e customerNs appreciation.
? ?eadership determined to be a leader
I in&ol&ing all the people
T Team spirit to wor% for a common goal
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D Dard stic%s to measure programs.
?ARRANT ON PROPRIETAR ITEMS:
Warranty on proprietary items li%e Tyros, Tubes and attery etc, will be directly handled by the
respecti&e original manufactures 3+C8Ns4 e(cept 8!+ for batteries and $unlop and alcon tires and
Tubes. In case of any defect in proprietary items, other than the abo&e two mentioned +C8N0 the dealers
must approach the rach office dealer of the respecti&e manufacture. or 8!+ batteries and $unlop and
falcon tires, tubes claims will be accepted at our authori*ed dealerships per the mutually agreed terms and
conditions between 5C>+ and of these two +C8Ns in case the claim is not accepted for in&alid reasons.
Then the claim along with the refusal note form the +C8 can be sent to the warranty section at gorgon plan
after due to recommendation of the area ser&ice engineer. If any other si( ser&ices or subse)uent paid
ser&ices is not a&ailed as per the recommended schedule gi&en in the ownerNs manual. If 5C>+
recommended engine oil is not used. To normal wear tear components li%e bulbs, electric wiring, filters,
spar% plug, clutch plates, braded shoes, fasteners, shim washers, oil seals, gas%ets, rubber parts 3other than
tyre and tube4 plastic components, chainR sproc%ets and in case of wheel rim misalignment or bend.If there is any damage due o modification or fittings of accessories other than ones recommended by
5C>+. If the motor has been used in any competiti&e e&ents li%e trac%ing races or rallies. If there is any
damage to the painted surface due to industrial pollution or other e(traneous factors. or clams made for
any conse)uential damage due to any pre&ious malfunction. or normal phenomenon li%e noise, &ibration,
oil seepage, which do not affect the performance of the motorcycles.
SOCIA SER,ICE ACTI,ITIES
PHOENI motors participate and conduct social ser&ice acti&ities. >ecently the phoeni( motors
organi*ed a ?++$ $+TI+ !8B for the trust on 21st Oanuary 27.they moti&ated on the
consumers to participated in this camp and also pro&ide certificate for the customers
THE MAR2ETED *I2ES OF PHOENI "A## Hero Moto Corp!%
2F
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2"
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=1
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CUSTOMER REATIONSHIP.
To entertain the customers the showroom pro&iding a customers huge ha&ing pool game, Internet
facility and tele&ision with home theatre system. They pro&ide bi%e maintenance programs on e&ery
wee%. ccording to other dealers B5+CIU motors in first in sales and best in ser&ice. They treat
customer, is the &ery important person at B5+CIU motors customer satisfaction is their motto, why
because, t&e @e## sat'sf'ed c0stomer 's t&e 1est ad)ert'sement! They pro&ide better &alue for the
customers and as well as employees also. t B5+IU motors the c0stomer 's t&e 1oss!
SOCIA SER,ICE ACTI,ITIES
B5+CIU 8otors participates in social ser&ice acti&ities. The Bhoeni( motors organi*e a
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?++$ $+TI+ !8B for the trust in e&ery year. They moti&ated on the customers to participated in
this camp and also pro&ide !ertificate for the customers.
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CHAPTER - IIIITERATURE RE,IE?
Stress management is the amelioration of stress and especially chronic stress often for
the purpose of impro&ing e&eryday functioning.
0tress produces numerous symptoms which &ary according to persons, situations, andse&erity. These can include physical health decline as well as depression.
H'stor'ca# fo0ndat'ons
Walter !annon and 5ans 0elye used animal studies to establish the earliest scientific
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basis for the study of stress. They measured the physiological responses of animals to
e(ternal pressures, such as heat and cold, prolonged restraint, and surgical procedures,
then e(trapolated from these studies to human beings.
0ubse)uent studies of stress in humans by >ichard >ahe and others established the &iew
that stress is caused by distinct, measureable life stressors, and further, that these life
stressors can be ran%ed by the median degree of stress they produce 3leading to the
5olmes and >ahe 0tress 0cale4. Thus, stress was traditionally conceptuali*ed to be a
result of e(ternal insults beyond the control of those e(periencing the stress. 8ore
recently, howe&er, it has been argued that e(ternal circumstances do not ha&e any
intrinsic capacity to produce stress, but instead their effect is mediated by the indi&idual's
perceptions, capacities, and understanding.
Mode#s of stress management
Transact'ona# mode#
>ichard ?a*arus and 0usan ol%man suggested in 1"G# that stress can be thought of as
resulting from an Kimbalance between demands and resourcesM or as occurring when
Kpressure e(ceeds one's percei&ed ability to copeM. 0tress management was de&eloped
and premised on the idea that stress is not a direct response to a stressor but rather one's
resources and ability to cope mediate the stress response and are amenable to change,
thus allowing stress to be controllable.
In order to de&elop an effecti&e stress management programme it is first necessary to
identify the factors that are central to a person controlling his@her stress, and to identify
the inter&ention methods which effecti&ely target these factors. ?a*arus and ol%man's
interpretation of stress focuses on the transaction between people and their e(ternal
en&ironment 3%nown as the Transactional 8odel4. The model conceptuali*es stress as a
result of how a stressor is appraised and how a person appraises his@her resources to cope
with the stressor. The model brea%s the stressor-stress lin% by proposing that if stressors
are percei&ed as positi&e or challenging rather than a threat, and if the stressed person is
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confident that he@she possesses ade)uate rather than deficient coping strategies, stress
may not necessarily follow the presence of a potential stressor. The model proposes that
stress can be reduced by helping stressed people change their perceptions of stressors,
pro&iding them with strategies to help them cope and impro&ing their confidence in their
ability to do so.
Hea#t& rea#'at'on'nnate &ea#t& mode#
The health reali*ation@innate health model of stress is also founded on the idea that stress
does not necessarily follow the presence of a potential stressor. Instead of focusing on the
indi&idual's appraisal of so-called stressors in relation to his or her own coping s%ills 3as
the transactional model does4, the health reali*ation model focuses on the nature of
thought, stating that it is ultimately a person's thought processes that determine the
response to potentially stressful e(ternal circumstances. In this model, stress results from
appraising oneself and one's circumstances through a mental filter of insecurity and
negati&ity, whereas a feeling of well-being results from approaching the world with a
)uiet mind, inner wisdom, and common sense
This model proposes that helping stressed indi&iduals understand the nature of thought—
especially pro&iding them with the ability to recogni*e when they are in the grip of insecure thin%ing, disengage from it, and access natural positi&e feelings—will reduce
their stress.
Tec&n'0es of stress management
There are se&eral ways of coping with stress. 0ome techni)ues of time management mayhelp a person to control stress. In the face of high demands, effecti&e stress management
in&ol&es learning to set limits and to say o to some demands that others ma%e. The
following techni)ues ha&e been recently dubbed K$estressiti*ersM by The Oournal of the
!anadian 8edical ssociation. destressiti*er is any process by which an indi&idual can
relie&e stress. Techni)ues of stress management will &ary according to the theoretical
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paradigm adhered to, but may include some of the following:
• utogenic training
• !ogniti&e therapy
• !onflict resolution
• C(ercise
• ;etting a hobby
• 8editation
• $eep breathing
• <en Doga
• ootropics
• >ela(ation techni)ues
• rtistic C(pression
• ractional rela(ation
• Brogressi&e rela(ation
• 0pas
• 0pending time in nature
• 0tress balls
•
atural medicine• !linically &alidated alternati&e treatments
• Time management
• ?istening to certain types of rela(ing music, particularly:
o ew ge music
o !lassical music
o Bsychedelic music
Meas0r'ng stress
?e&els of stress can be measured. +ne way is through the use of the 5olmes and >ahe
0tress 0cale to rate stressful life e&ents. !hanges in blood pressure and gal&anic s%in
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response can also be measured to test stress le&els, and changes in stress le&els. digital
thermometer can be used to e&aluate changes in s%in temperature, which can indicate
acti&ation of the fight-or-flight response drawing blood away from the e(tremities.
0tress management has physiological and immune benefit effects.
Effect')eness of stress management
Bositi&e outcomes are obser&ed using a combination of non-drug inter&entions:
• treatment of anger or hostility,
• autogenic training
• tal%ing therapy 3around relationship or e(istential issues4
• biofeedbac%
• cogniti&e therapy for an(iety or clinical depression
• The our 0teps to +rgani*ational 0tress 8anagement
• In order to effecti&ely deal with organi*ational stress it is essential to consider the
causes of stress, not 9ust the effects.
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• T&'s 'n)o#)es t&ree stages.
. Bre&ention 0tress Bolicy and 0tress udit@0tress >is% ssessment
. 8anagement 0tress wareness and 0tress 8anagement Training
. Treatment !ounseling@CBs• T&ere are essent'a##$ fo0r 3e$ steps e)er$ emp#o$er s&o0#d ta3e.
. 5a&e a stress policy
. !arry out a stress audit@ris% assessment
. Bro&ide stress awareness and stress management training
. Bro&ide e(ternal confidential support• Stress A0d'tStress R's3 Assessment 'n)o#)es.
. /sing e(isting information to identify hotspots. This means loo%ing at e(isting
information e.g. labour turno&er, sic%ness absence figures, time%eeping, and
complaints
. Cither using the 50C stress audit tool or a tailor made )uestionnaire
. Halidating the findings with inter&iews and@or focus groups• R$der Mars& can &e#p organ'at'ons at a## #e)e#s 'nc#0d'ng.
. ormulating a 0tress Bolicy
. !onducting a 0tress udit@0tress >is% ssessment
. Bro&iding 0tress wareness and 0tress 8anagement Training
. 5elping to select an appropriate form of e(ternal confidential support andauditing e(isting support ser&ices.
Stress Management
Ho@ to Red0ce pre)ent and Cope @'t& Stress
It may seem that thereNs nothing you can do about your stress le&el. The bills arenNt going
to stop coming, there will ne&er be more hours in the day for all your errands, and your career or family responsibilities will always be demanding. ut you ha&e a lot more
control than you might thin%. In fact, the simple reali*ation that youNre in control of your
life is the foundation of stress management.
8anaging stress is all about ta%ing charge: ta%ing charge of your thoughts, your
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emotions, your schedule, your en&ironment, and the way you deal with problems. The
ultimate goal is a balanced life, with time for wor%, relationships, rela(ation, and fun J
plus the resilience to hold up under pressure and meet challenges head on.
In T&'s Art'c#e.
• Identify sources of stress
• ?oo% at how you cope with stress
• &oid unnecessary stress
• lter the situation
• dapt to the stressor
• ccept the things you canNt change
• 8a%e time for fun and rela(ation
• dopt a healthy lifestyle
• >elated lin%s
Ident'f$ t&e so0rces of stress 'n $o0r #'fe
0tress management starts with identifying the sources of stress in your life. This isnNt as
easy as it sounds. Dour true sources of stress arenNt always ob&ious, and itNs all too easy too&erloo% your own stress-inducing thoughts, feelings, and beha&iors. 0ure, you may
%now that youNre constantly worried about wor% deadlines. ut maybe itNs your
procrastination, rather than the actual 9ob demands, that leads to deadline stress.
To identify your true sources of stress, loo% closely at your habits, attitude, and e(cuses:
• $o you e(plain away stress as temporary 3KI 9ust ha&e a million things going on
right nowM4 e&en though you canNt remember the last time you too% a breatherL• $o you define stress as an integral part of your wor% or home life 3KThings are
always cra*y around hereM4 or as a part of your personality 3KI ha&e a lot of
ner&ous energy, thatNs allM4.
• $o you blame your stress on other people or outside e&ents, or &iew it as entirely
normal and une(ceptionalL
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/ntil you accept responsibility for the role you play in creating or maintaining it, your
stress le&el will remain outside your control.
Start a stress o0rna#
stress 9ournal can help you identify the regular stressors in your life and the way you
deal with them. Cach time you feel stressed, %eep trac% of it in your 9ournal. s you %eep
a daily log, you will begin to see patterns and common themes. Write down:
• What caused your stress 3ma%e a guess if youNre unsure4.
• 5ow you felt, both physically and emotionally.
• 5ow you acted in response.
• What you did to ma%e yourself feel better.
oo3 at &o@ $o0 c0rrent#$ cope @'t& stress
Thin% about the ways you currently manage and cope with stress in your life. Dour stress
9ournal can help you identify them. re your coping strategies healthy or unhealthy,
helpful or unproducti&eL /nfortunately, many people cope with stress in ways that
compound the problem.
Un&ea#t&$ @a$s of cop'ng @'t& stress
These coping strategies may temporarily reduce stress, but they cause more damage in
the long run:
• 0mo%ing
• $rin%ing too much
• +&ereating or undereating
• /sing pills or drugs to rela(
• 0leeping too much
• Brocrastinating
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• <oning out for hours in front of the
TH or computer
• Withdrawing from friends, family,
and acti&ities
• illing up e&ery minute of the day to
a&oid facing problems
• Ta%ing out your stress on others
3lashing out, angry outbursts,
physical &iolence4
earn'ng &ea#t&'er @a$s to manage stress
If your methods of coping with stress arenNt contributing to your greater emotional and
physical health, itNs time to find healthier ones. There are many healthy ways to manage
and cope with stress, but they all re)uire change. Dou can either change the situation or
change your reaction. When deciding which option to choose, itNs helpful to thin% of the
four s: a&oid, alter, adapt, or accept.
0ince e&eryone has a uni)ue response to stress, there is no Kone si*e fits allM solution to
managing it. o single method wor%s for e&eryone or in e&ery situation, so e(periment
with different techni)ues and strategies. ocus on what ma%es you feel calm and in
control.
Dea#'ng @'t& Stressf0# S't0at'ons. T&e Fo0r AJs
C&ange t&e s't0at'on.
• &oid the stressor.
• lter the stressor.
C&ange $o0r react'on.
• dapt to the stressor.
• ccept the stressor.
Stress management strateg$ . A)o'd 0nnecessar$ stress
ot all stress can be a&oided, and itNs not healthy to a&oid a situation that needs to be
addressed. Dou may be surprised, howe&er, by the number of stressors in your life that
you can eliminate.
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• earn &o@ to sa$ KnoL Pnow your limits and stic% to them. Whether in your
personal or professional life, refuse to accept added responsibilities when youNre
close to reaching them. Ta%ing on more than you can handle is a surefire recipe
for stress.
• A)o'd peop#e @&o stress $o0 o0t J If someone consistently causes stress in your
life and you canNt turn the relationship around, limit the amount of time you spend
with that person or end the relationship entirely.
• Ta3e contro# of $o0r en)'ronment J If the e&ening news ma%es you an(ious,
turn the TH off. If trafficNs got you tense, ta%e a longer but less-tra&eled route. If
going to the mar%et is an unpleasant chore, do your grocery shopping online.
• A)o'd &ot-10tton top'cs J If you get upset o&er religion or politics, cross them
off your con&ersation list. If you repeatedly argue about the same sub9ect with the
same people, stop bringing it up or e(cuse yourself when itNs the topic of
discussion.
• Pare do@n $o0r to-do #'st J naly*e your schedule, responsibilities, and daily
tas%s. If youN&e got too much on your plate, distinguish between the KshouldM and
the Kmusts.M $rop tas%s that arenNt truly necessary to the bottom of the list or
eliminate them entirely.
Stress management strateg$. A#ter t&e s't0at'on
If you canNt a&oid a stressful situation, try to alter it. igure out what you can do to
change things so the problem doesnNt present itself in the future. +ften, this in&ol&es
changing the way you communicate and operate in your daily life.
• E(press $o0r fee#'ngs 'nstead of 1ott#'ng t&em 0p! If something or someone is
bothering you, communicate your concerns in an open and respectful way. If you
donNt &oice your feelings, resentment will build and the situation will li%ely
remain the same.
• *e @'##'ng to comprom'se! When you as% someone to change their beha&ior, be
willing to do the same. If you both are willing to bend at least a little, youNll ha&e
a good chance of finding a happy middle ground.
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• *e more assert')e! $onNt ta%e a bac%seat in your own life. $eal with problems
head on, doing your best to anticipate and pre&ent them. If youN&e got an e(am to
study for and your chatty roommate 9ust got home, say up front that you only ha&e
fi&e minutes to tal%.
• Manage $o0r t'me 1etter! Boor time management can cause a lot of stress. When
youNre stretched too thin and running behind, itNs hard to stay calm and focused.
ut if you plan ahead and ma%e sure you donNt o&ere(tend yourself, you can alter
the amount of stress youNre under.
Stress management strateg$. Adapt to t&e stressor
If you canNt change the stressor, change yourself. Dou can adapt to stressful situations and
regain your sense of control by changing your e(pectations and attitude.
• Reframe pro1#ems! Try to &iew stressful situations from a more positi&e
perspecti&e. >ather than fuming about a traffic 9am, loo% at it as an opportunity to
pause and regroup, listen to your fa&orite radio station, or en9oy some alone time.
• oo3 at t&e 1'g p'ct0re! Ta%e perspecti&e of the stressful situation. s% yourself
how important it will be in the long run. Will it matter in a monthL yearL Is it
really worth getting upset o&erL If the answer is no, focus your time and energy
elsewhere.
• Ad0st $o0r standards! Berfectionism is a ma9or source of a&oidable stress. 0top
setting yourself up for failure by demanding perfection. 0et reasonable standards
for yourself and others, and learn to be o%ay with Kgood enough.M
• Foc0s on t&e pos't')e! When stress is getting you down, ta%e a moment to reflect
on all the things you appreciate in your life, including your own positi&e )ualities
and gifts. This simple strategy can help you %eep things in perspecti&e.
Ad0st'ng o0r Att't0de
5ow you thin% can ha&e a profound effect on your emotional and physical well-being.
Cach time you thin% a negati&e thought about yourself, your body reacts as if it were in
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the throes of a tension-filled situation. If you see good things about yourself, you are
more li%ely to feel goodA the re&erse is also true. Climinate words such as always,
ne&er, should, and must. These are telltale mar%s of self-defeating thoughts.
Stress management strateg$. Accept t&e t&'ngs $o0 canJt c&ange
0ome sources of stress are una&oidable. Dou canNt pre&ent or change stressors such as the
death of a lo&ed one, a serious illness, or a national recession. In such cases, the best way
to cope with stress is to accept things as they are. cceptance may be difficult, but in the
long run, itNs easier than railing against a situation you canNt change.
• DonJt tr$ to contro# t&e 0ncontro##a1#e! 8any things in life are beyond our
control— particularly the beha&ior of other people. >ather than stressing out o&er
them, focus on the things you can control such as the way you choose to react to
problems.
• oo3 for t&e 0ps'de! s the saying goes, KWhat doesnNt %ill us ma%es us
stronger.M When facing ma9or challenges, try to loo% at them as opportunities for
personal growth. If your own poor choices contributed to a stressful situation,
reflect on them and learn from your mista%es.
• S&are $o0r fee#'ngs! Tal% to a trusted friend or ma%e an appointment with a
therapist. C(pressing what youNre going through can be &ery cathartic, e&en if
thereNs nothing you can do to alter the stressful situation.
• earn to forg')e! ccept the fact that we li&e in an imperfect world and that
people ma%e mista%es. ?et go of anger and resentments. ree yourself from
negati&e energy by forgi&ing and mo&ing on.
Stress management strateg$. Ma3e t'me for f0n and re#a(at'on
eyond a ta%e-charge approach and a positi&e attitude, you can reduce stress in your life
by nurturing yourself. If you regularly ma%e time for fun and rela(ation, youNll be in a
better place to handle lifeNs stressors when they ine&itably come.
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Hea#t&$ @a$s to re#a( and rec&arge
• ;o for a wal%.
• 0pend time in nature.
• !all a good friend.
• 0weat out tension with a good
wor%out.
• Write in your 9ournal.
• Ta%e a long bath.
• ?ight scented candles
• 0a&or a warm cup of coffee or tea.
• Blay with a pet.
• Wor% in your garden.
• ;et a massage.
• !url up with a good boo%.
• ?isten to music.
• Watch a comedy
$onNt get so caught up in the hustle and bustle of life that you forget to ta%e care of your
own needs. urturing yourself is a necessity, not a lu(ury.
• Set as'de re#a(at'on t'me! Include rest and rela(ation in your daily schedule.
$onNt allow other obligations to encroach. This is your time to ta%e a brea% from
all responsibilities and recharge your batteries.
• Connect @'t& ot&ers! 0pend time with positi&e people who enhance your life.
strong support system will buffer you from the negati&e effects of stress.
• Do somet&'ng $o0 eno$ e)er$ da$! 8a%e time for leisure acti&ities that bring
you 9oy, whether it be starga*ing, playing the piano, or wor%ing on your bi%e.
• 2eep $o0r sense of &0mor! This includes the ability to laugh at yourself. The act
of laughing helps your body fight stress in a number of ways.
earn t&e re#a(at'on response
Dou can control your stress le&els with rela(ation techni)ues that e&o%e the bodyNs
rela(ation response, a state of restfulness that is the opposite of the stress response.
>egularly practicing these techni)ues will build your physical and emotional resilience,
heal your body, and boost your o&erall feelings of 9oy and e)uanimity.
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Read Stress Re#'ef. Re#a(at'on Pract'ces T&at Red0ce Stress
Stress management strateg$. Adopt a &ea#t&$ #'fest$#e
Dou can increase your resistance to stress by strengthening your physical health.
• E(erc'se reg0#ar#$! Bhysical acti&ity plays a %ey role in reducing and pre&enting
the effects of stress. 8a%e time for at least = minutes of e(ercise, three times per
wee%. othing beats aerobic e(ercise for releasing pent-up stress and tension.
• Eat a &ea#t&$ d'et! Well-nourished bodies are better prepared to cope with stress,
so be mindful of what you eat. 0tart your day right with brea%fast, and %eep your
energy up and your mind clear with balanced, nutritious meals throughout the day.
• Red0ce caffe'ne and s0gar! The temporary highs caffeine and sugar pro&ide
often end in with a crash in mood and energy. y reducing the amount of coffee,
soft drin%s, chocolate, and sugar snac%s in your diet, youNll feel more rela(ed and
youNll sleep better.
• A)o'd a#co&o# c'garettes and dr0gs! 0elf-medicating with alcohol or drugs may
pro&ide an easy escape from stress, but the relief is only temporary. $onNt a&oid
or mas% the issue at handA deal with problems head on and with a clear mind.
• Get eno0g& s#eep! de)uate sleep fuels your mind, as well as your body. eeling
tired will increase your stress because it may cause you to thin% irrationally.
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To O)ercome t&e Stress.
Whether you li%e it or not, stress is part of our life. s long as you're still ali&e and
%ic%ing, there is time that you'll e(perience stress. 8any people deal with stress without
first trying to find out the root cause. They resort to medications which will only lead to
temporary solution and the problems will return once the effect of the medication has
ended. To get rid of stress permanently, we need to find out what started it in the first
place.
Bersonal stress management is about understanding, learning and de&eloping a personal
s%ill-set and techni)ues to deal with your stress. +f course it in&ol&es see%ing helps from
other people but ultimately it will depend on yourself to find your own ways to cope with
your daily stress.
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5ere are some personal stress management techni)ues you can use to o&ercome your
stress:
Identify Dour 0tressors
0tress doesn't happen in a &acuum. It's being initiated both e(ternally and internally,
things that come at you from the en&ironment, things that bug your body and things that
menace your mind. These things are called stressors. or e(ample, a scenario or e&ents in
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your life that will affect your emotional, mental and physical faculties in a negati&e way.
The first step in de&eloping your personal stress management is to identify what are your
stressors and how they can affect your life. 8ost often, stress starts off with the mind,
then branches off and affects your emotions, and if left uncontrolled will then begins to
ta%e its toll on your body.
$o not allow stress to get bottled up your emotions, find ways to release it. +ne effecti&e
techni)ue is to write down those stressors or problems that are bothering you, then re&iew
them one by one and see how you can o&ercome it. 0ee% help and tal% with a close friend
or a family member about your problems is a &ery effecti&e way to deal with your stress.
0o, ta%e some time off to reflect on what problems in your life that are stressing you out.
5a&e !ourage To ace Dour Broblems
ow that you'&e identified your problems or stressors, you need to ha&e a courage to face
them head on and find the solutions. This is the only approach that can o&ercome your
stress permanently. >esorting to medications will only gi&e you a temporary solution.
s mentioned, stress is part of our life whether you li%e it or not, so you're going to ha&e
to deal with it. The only )uestion is howL Dou can either allow stress to control and ruin
your life, or you can learn to laugh and roll with the punches. >ecogni*ing your stressors
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and ha&ing the courage to face it head on can help you attain new le&els of mental and
physical toughness.
>ela( and try to %eep your mind on the positi&e aspects of life and on actions that can
impro&e or sol&e your problems. nd try to forget e&erything that is irre&ocably painful.
est of all, you don't ha&e to do this alone, see% help from closed friends or family.
s you can see, the secret to success in personal stress management is to first identify the
root cause or the stressors in your life, and then face it head on. ocus on the bright side
of life and ta%e actions to tac%le your problems one at a time. Dou ha&e to be bra&e to
ac%nowledge your wea%nesses and problems and see% help from others.
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CHAPTER I,
DATA ANASIS / INTERPRETATION
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14 What is 0tress ccording to DouLa4 Bsychological response b4 feeling e(perienced by a personc4 $emand or Bressure
d4 Cmotional effect
Barticulars >esponse 3o of persons4
Bsychological response G
feeling e(perienced by a
person
16
$emand or Bressure #
Cmotional effect =
Interpretation:
G members said the about stress as a Bsychological response, 16 members said
the about stress as feeling e(perienced by a person, # members said the
about stress as a $emand or Bressure = members said the about stress as
Cmotional effect.
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24 When $o Dou ;et 0tresseda4 Dou are pressured by your superiors b4 Boor planning of 9ob
c4 Boor time managementd4 >elation t wor% e4 ll the abo&e
Barticulars >esponse 3o of persons4
Dou are pressured by your
superiors
7
Boor planning of 9ob 6
Boor time management F
>elation t wor% -
ll the abo&e 12
Interpretation:7 respondents get stressed pressured by your superiors and 6 are stressed by
Boor planning of 9ob, Farefrom Boor time management and 12 are by all the
abo&e.=4 5ow $id Dou 8anage Dour 0tressL
6#
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a4 Time 8anagement b4 /pdating Pnowledgec4 Blanning the 9ob scheduled4 ;etting support from colleagues or superiors
Barticulars >esponse 3o of persons4
Time 8anagement 7
/pdating Pnowledge 7
Blanning the 9ob schedule 1#
;etting support from
colleagues or superiors
#
Interpretation:
7 persons manage the stress by time management and 7 by updating %nowledge and 1#are planning the 9ob schedule and # by getting support from colleagues or superiors
#4 What are the methods used in your organi*ation in order to help the staff in
manageing stressLa4 >est room b4 Doga and 8editationc4 Bhysical C(ercise and indoor gamesd4 8usic
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e4 one of the abo&e
Barticulars >esponse 3o of persons4
>est room #
Doga and 8editation 2
Bhysical C(ercise and indoor
games
6
8usic -
one of the abo&e 1"
Interpretation:# employees are managing the stress by using rest rooms and 2 by meditation and yoga 6 by Bhysical C(ercise and indoor games and 1" are using other.
64 Is it necessary that the organi*ation should ta%e up the programmers for stress
managementLa4 Des b4 o
Barticulars >esponse 3o of persons4
67
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Des 2#
o 7
Interpretation:
2# respondents said that the organi*ation should ta%e up the programmers for stressmanagement and 7 are said that no need to do.
74 When Dou eel stress, who will help you to o&ercome the stressL
a4 8anagement b4 amilyc4 riendsd4 !olleaguese4 one of the abo&e
Barticulars >esponse 3o of persons4
6F
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8anagement =
amily 12
riends -
!olleagues "
one of the abo&e 7
Interpretation:= respondents said that management will help and 12 said that family and "
respondents said that !olleagues and remaining 7 said none of the abo&e.F4 What are the methods used by you to o&ercome the stressL
a4 >ela(ation techni)ues b4 Ta%ing short brea%s between wor%
c4 5a&ing fun with colleaguesd4 +thers
Barticulars >esponse 3o of persons4
>ela(ation techni)ues 1
6G
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Ta%ing short brea%s
between wor%
11
5a&ing fun with colleagues 7
+thers =
Interpretation:1 respondents are using >ela(ation techni)ues and 11are Ta%ing short brea%s
between wor% and 7 are 5a&ing fun with colleagues and remaining = are using
other techni)ues.
G4 To reduce 8y stressLa4 I will wor% &ery fast b4 IN should decide when to rela(c4 I will wor% &ery intensi&elyd4 I will plan my 9ob schedules
e4 I should maintain good relationsf4 +ther
Barticulars >esponse 3o of persons4
I will wor% &ery fast #
IN should decide when to rela( =
6"
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I will wor% &ery intensi&ely -
I will plan my 9ob schedules 21
I should maintain good relations 2
+ther -
Interpretation:# respondents said that I will wor% &ery fast and =are IN should decide when to rela(,21respondents said that they will plan my 9ob schedules, 2 are said that maintain good
relations.
"4 $oes your personal stress interface in your wor% lifeLa4 Des b4 oc4 t times
Barticulars >esponse 3o of persons4
Des 7
o 1=
t times 11
7
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Interpretation:7 respondents said that personal stress will interfere in wor% life and 1= are said noimpact and 11 are said that at the time of the mind set.
14 re there any recreational programs@e&ents at your wor% placeLa4 Des b4 o
Barticulars >esponse 3o of persons4
Des 1
o 2
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Interpretation:1 employees are said that there are recreational programs@e&ents at your wor% placend 2 said that there are no such programs.
114 s per your opinion which of the following cause the ma9or lossLa4 Bositi&e 0tress b4 egati&e 0tressc4 oth of themd4 ?ac% of competencies o&er the 9ob
Barticulars >esponse 3o of persons4
Bositi&e 0tress -
egati&e 0tress 7
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oth of them -
?ac% of competencies o&er the
9ob
2#
Interpretation:7 said that egati&e stress causes ma9or loss and 2# said that ?ac% of
competencies o&er the 9ob cause ma9or loss.
124 $o you setup reasonable and attainable goals when you ha&e a large pro9ect to
computerLa4 Des b4 o
Barticulars >esponse 3o of persons4
Des 2=
o F
7=
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Interpretation:2= respondentNs setup reasonable and attainable goals when you ha&e a large
pro9ect to computer and F say o.
1=4 re you satisfied with the 9ob at the wor% en&ironmentLa4 Des b4 o
Barticulars >esponse 3o of persons4
Des 2#
o 7
7#
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Interpretation:2# respondents are satisfied with the 9ob at the wor% en&ironmentnd 7 are un satisfied with the 9ob at the wor% en&ironment.
1#4 5ow is the communication among you and the subordinates in an organi*ationLa4 ;ood b4 adc4 Boor
Barticulars >esponse 3o of persons4
;ood 21
ad 6
Boor #
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Interpretation:21 employees are said that good communication among you and the
subordinates in an organi*ation and 6 said bad communication among you and
the subordinates in an organi*ation and # said it is poor.
164 5ow would you best describe the nature of your 9obLa4 !hallenging b4 8a%ing the best use of your abilitiesc4 >outingd4 $ull
Barticulars >esponse 3o of persons4
!hallenging "
8a%ing the best use of your
abilities
11
>outing 1
$ull -
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Interpretation:" said that !hallenging is the best describe the nature of your 9ob and 11 said
that 8a%ing the best use of your abilities, 1 said that >outing.
174 $oes organi*ation pro&ides you any assistance for stress related problemsLa4 Des b4 o
Barticulars >esponse 3o of persons4
Des G
o 22
7F
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Interpretation: G respondents said that organi*ation pro&ides assistance for stress related
problemsnd 22 said than not doing.
1F4 $o you feel you ha&e enough s%ills to handle the responsibilities assigned to your
roleLa4 Des b4 o
Barticulars >esponse 3o of persons4
Des 2#
o 7
7G
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Interpretation:2# are said that they feel enough s%ills to handle the responsibilities assigned
their role, 7 said they are not feeling.
1G4 What is the effect of stress on youLa4 5ealth problems b4 $isrupted sleep@tirednessc4 +&er drin%ingd4 Irritabilitye4 ot carrying your 9ob as well as you should
Barticulars >esponse 3o of persons4
5ealth problems "
$isrupted sleep@tiredness F
+&er drin%ing -
Irritability G
ot carrying your 9ob as -
7"
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well as you should
Interpretation:" said that 5ealth problems effect of stress and F said $isrupted
sleep@tiredness effect of stress and G said Irritability.
1"4 $o you feel introduction of stress management and its pre&enti&e actions in e&ery
organi*ation mandatoryLa4 Des b4 o
If yes please comment
Barticulars >esponse 3o of persons4
Des 1G
o 12
F
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Interpretation:1G feel that introduction of stress management and its pre&enti&e actions in
e&ery organi*ation mandatory and 12 say no
CHAPTER-,
!+!?/0I+
0/;;C0TI+0
F1
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CU/>C
I?I+;>B5D
CONCUSION
rom the stress management in the Hero MotoCorp td, I concluded that the organi*ation
was following the stress control principals and they are maintain the employees &ery
satisfactory at their wor%
• +rgani*ation should focus on the benefit that are aimed to words self
impro&ement of the employees.
• +rgani*ation need to maintain the appropriate balance of wor%.
• +pportunity for career growth should impro&e.
• enefits pro&ided by the organi*ation are &ery good to satisfy the employee
personal needs.
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• Teamwor% in the organi*ation is &ery good.
• +rgani*ation should focus on the training sessions in order to moti&ate the
employees.
• +rgani*ation need to pro&ide scope for the employee de&elopment.
• There is no discrimination at wor% place.
• The relationship with superior at wor%place is good.
• +n the whole the )uality of wor% life good.
SUGGESTIONS
There should be coordination and cooperation between e(ecuti&es and non-
e(ecuti&es.
The employees ha&e a high degree of understanding of the concept of wor%erNs
participation in management
0uggesti&e and collecti&e bargaining should be more effecti&e that they can play
much greater role in eliminating the communication gap between management
and wor%ers.
F=
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The committees should pay more attention on areas where is scope for
impro&ements, so as to impro&e the o&erall performance of the company.
The employees want the company to gi&e rewards in accomplishing the tas%s.
Impro&e the promotion and recognition system.
C&ery year a sur&ey should be conducted by management regarding the
grie&ances and settlement should be done so that e&ery employee will wor% with
dedication.
0ee that the )uality of food is maintained in the canteen.
The suggestions of the wor%ers must be gi&en importance in the decision ma%ing.
The &arious other facilities and schemes pro&ided by the company such as sports,
recreation, compensation and benefit pac%ages, incenti&es etc are satisfactory.
CU/>C
I UUUUUUUU studding 8 in UUUUUUUUUUUU of usiness
management, /ndergoing a pro9ect in your organi*ation Hero Motors td
"P&oen'( Motors P)t! td%!,. Pindly spare some time to gi&e &aluableinformation.
;eneral profile of The Cmployee
Bro9ect Title :
Cmployee ame :
F#
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$esignation :
$epartment :
Cducational Eualification :
C(perience :
14 What is 0tress ccording to DouL 3 4a4 Bsychological response b4 feeling e(perienced by a personc4 $emand or Bressured4 Cmotional effect
24 When $o Dou ;et 0tressed 3 4
a4 Dou are pressured by your superiors b4 Boor planning of 9obc4 Boor time managementd4 >elation t wor% e4 ll the abo&e
=4 5ow $id Dou 8anage Dour 0tressL 3 4a4 Time 8anagement b4 /pdating Pnowledgec4 Blanning the 9ob scheduled4 ;etting support from colleagues or superiors
#4 What are the methods used in your organi*ation in order to help the staff in
managing stressL
3 4a4 >est room b4 Doga and 8editationc4 Bhysical C(ercise and indoor gamesd4 8usice4 one of the abo&e
64 Is it necessary that the organi*ation should ta%e up the programmers for stress
managementL 3 4a4 Des b4 o
74 When Dou eel stress, who will help you to o&ercome the stressL 3 4a4 8anagement b4 amilyc4 riendsd4 !olleagues
F6
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e4 one of the abo&eF4 What are the methods used by you to o&ercome the stressL 3 4
a4 >ela(ation techni)ues b4 Ta%ing short brea%s between wor% c4 5a&ing fun with colleagues
d4 +thersG4 To reduce 8y stressL 3 4a4 I will wor% &ery fast b4 IN should decide when to rela(c4 I will wor% &ery intensi&elyd4 I will plan my 9ob schedulese4 I should maintain good relationsf4 +ther
"4 $oes your personal stress interface in your wor% lifeL 3 4a4 Des b4 o
c4 t times14 re there any recreational programs@e&ents at your wor% placeL 3 4a4 Des b4 o
114 s per your opinion which of the following cause the ma9or lossL 3 4a4 Bositi&e 0tress b4 egati&e 0tressc4 oth of themd4 ?ac% of competencies o&er the 9ob
124 $o you setup reasonable and attainable goals when you ha&e a large pro9ect to
computerL
a4 Des 3 4 b4 o1=4 re you satisfied with the 9ob at the wor% en&ironmentL 3 4
a4 Des b4 o
1#4 5ow is the communication among you and the subordinates in an organi*ationL 3
4a4 ;ood b4 adc4 Boor
164 5ow would you best describe the nature of your 9obL 3
4a4 !hallenging b4 8a%ing the best use of your abilitiesc4 >outingd4 $ull
174 $oes organi*ation pro&ides you any assistance for stress related problemsL 3
4a4 Des
F7
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b4 o1F4 $o you feel you ha&e enough s%ills to handle the responsibilities assigned to your
roleLa4 Des
3 4
b4 o1G4 What is the effect of stress on youL 3
4a4 5ealth problems b4 $isrupted sleep@tirednessc4 +&er drin%ingd4 Irritabilitye4 ot carrying your 9ob as well as you should
1"4 $o you feel introduction of stress management and its pre&enti&e actions in e&ery
organi*ation mandatoryL 3 4a4 Des
b4 oIf yes please comment
24 $o you ha&e any suggestion regarding impro&ement of e(isting stress
management practices in your organi*ationL
FF
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*I*IOGRAPH
Books referred .
5uman resource 8anagement by Peith $a&is.
5uman resource 8anagement by H.0.B.>ao.
5uman resource 8anagement by isher 0choenfeldt 0haw.
Bersonal 5>8 by ;eorge T.mil%o&ich.
5uman resource Bersonal 8anagement by swathappa.
Websites.
www.google.comwww.stressmanagement.comwww.heromotocorp.comwww.phoeni(motors.com
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