\documentclass[11pt,twoside]{article}\makeatletter

\IfFileExists{xcolor.sty}%
  {\RequirePackage{xcolor}}%
  {\RequirePackage{color}}
\usepackage{colortbl}
\usepackage{wrapfig}
\usepackage{ifxetex}
\ifxetex
  \usepackage{fontspec}
  \usepackage{xunicode}
  \catcode`⃥=\active \def⃥{\textbackslash}
  \catcode`❴=\active \def❴{\{}
  \catcode`❵=\active \def❵{\}}
  \def\textJapanese{\fontspec{Noto Sans CJK JP}}
  \def\textChinese{\fontspec{Noto Sans CJK SC}}
  \def\textKorean{\fontspec{Noto Sans CJK KR}}
  \setmonofont{DejaVu Sans Mono}
  
\else
  \IfFileExists{utf8x.def}%
   {\usepackage[utf8x]{inputenc}
      \PrerenderUnicode{–}
    }%
   {\usepackage[utf8]{inputenc}}
  \usepackage[english]{babel}
  \usepackage[T1]{fontenc}
  \usepackage{float}
  \usepackage[]{ucs}
  \uc@dclc{8421}{default}{\textbackslash }
  \uc@dclc{10100}{default}{\{}
  \uc@dclc{10101}{default}{\}}
  \uc@dclc{8491}{default}{\AA{}}
  \uc@dclc{8239}{default}{\,}
  \uc@dclc{20154}{default}{ }
  \uc@dclc{10148}{default}{>}
  \def\textschwa{\rotatebox{-90}{e}}
  \def\textJapanese{}
  \def\textChinese{}
  \IfFileExists{tipa.sty}{\usepackage{tipa}}{}
\fi
\def\exampleFont{\ttfamily\small}
\DeclareTextSymbol{\textpi}{OML}{25}
\usepackage{relsize}
\RequirePackage{array}
\def\@testpach{\@chclass
 \ifnum \@lastchclass=6 \@ne \@chnum \@ne \else
  \ifnum \@lastchclass=7 5 \else
   \ifnum \@lastchclass=8 \tw@ \else
    \ifnum \@lastchclass=9 \thr@@
   \else \z@
   \ifnum \@lastchclass = 10 \else
   \edef\@nextchar{\expandafter\string\@nextchar}%
   \@chnum
   \if \@nextchar c\z@ \else
    \if \@nextchar l\@ne \else
     \if \@nextchar r\tw@ \else
   \z@ \@chclass
   \if\@nextchar |\@ne \else
    \if \@nextchar !6 \else
     \if \@nextchar @7 \else
      \if \@nextchar (8 \else
       \if \@nextchar )9 \else
  10
  \@chnum
  \if \@nextchar m\thr@@\else
   \if \@nextchar p4 \else
    \if \@nextchar b5 \else
   \z@ \@chclass \z@ \@preamerr \z@ \fi \fi \fi \fi
   \fi \fi  \fi  \fi  \fi  \fi  \fi \fi \fi \fi \fi \fi}
\gdef\arraybackslash{\let\\=\@arraycr}
\def\@textsubscript#1{{\m@th\ensuremath{_{\mbox{\fontsize\sf@size\z@#1}}}}}
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\def\abbr{}
\def\corr{}
\def\expan{}
\def\gap{}
\def\orig{}
\def\reg{}
\def\ref{}
\def\sic{}
\def\persName{}\def\name{}
\def\placeName{}
\def\orgName{}
\def\textcal#1{{\fontspec{Lucida Calligraphy}#1}}
\def\textgothic#1{{\fontspec{Lucida Blackletter}#1}}
\def\textlarge#1{{\large #1}}
\def\textoverbar#1{\ensuremath{\overline{#1}}}
\def\textquoted#1{‘#1’}
\def\textsmall#1{{\small #1}}
\def\textsubscript#1{\@textsubscript{\selectfont#1}}
\def\textxi{\ensuremath{\xi}}
\def\titlem{\itshape}
\newenvironment{biblfree}{}{\ifvmode\par\fi }
\newenvironment{bibl}{}{}
\newenvironment{byline}{\vskip6pt\itshape\fontsize{16pt}{18pt}\selectfont}{\par }
\newenvironment{citbibl}{}{\ifvmode\par\fi }
\newenvironment{docAuthor}{\ifvmode\vskip4pt\fontsize{16pt}{18pt}\selectfont\fi\itshape}{\ifvmode\par\fi }
\newenvironment{docDate}{}{\ifvmode\par\fi }
\newenvironment{docImprint}{\vskip 6pt}{\ifvmode\par\fi }
\newenvironment{docTitle}{\vskip6pt\bfseries\fontsize{22pt}{25pt}\selectfont}{\par }
\newenvironment{msHead}{\vskip 6pt}{\par}
\newenvironment{msItem}{\vskip 6pt}{\par}
\newenvironment{rubric}{}{}
\newenvironment{titlePart}{}{\par }

\newcolumntype{L}[1]{){\raggedright\arraybackslash}p{#1}}
\newcolumntype{C}[1]{){\centering\arraybackslash}p{#1}}
\newcolumntype{R}[1]{){\raggedleft\arraybackslash}p{#1}}
\newcolumntype{P}[1]{){\arraybackslash}p{#1}}
\newcolumntype{B}[1]{){\arraybackslash}b{#1}}
\newcolumntype{M}[1]{){\arraybackslash}m{#1}}
\definecolor{label}{gray}{0.75}
\def\unusedattribute#1{\sout{\textcolor{label}{#1}}}
\DeclareRobustCommand*{\xref}{\hyper@normalise\xref@}
\def\xref@#1#2{\hyper@linkurl{#2}{#1}}
\begingroup
\catcode`\_=\active
\gdef_#1{\ensuremath{\sb{\mathrm{#1}}}}
\endgroup
\mathcode`\_=\string"8000
\catcode`\_=12\relax

\usepackage[a4paper,twoside,lmargin=1in,rmargin=1in,tmargin=1in,bmargin=1in,marginparwidth=0.75in]{geometry}
\usepackage{framed}

\definecolor{shadecolor}{gray}{0.95}
\usepackage{longtable}
\usepackage[normalem]{ulem}
\usepackage{fancyvrb}
\usepackage{fancyhdr}
\usepackage{graphicx}
\usepackage{marginnote}

\renewcommand{\@cite}[1]{#1}


\renewcommand*{\marginfont}{\itshape\footnotesize}

\def\Gin@extensions{.pdf,.png,.jpg,.mps,.tif}

  \pagestyle{fancy}

\usepackage[pdftitle={A Conceptual Study on Reasons of Industrial Sickness-with Reference to Joinery Mills of the J\&K Public Sector Undertakings},
 pdfauthor={}]{hyperref}
\hyperbaseurl{}

	 \paperwidth210mm
	 \paperheight297mm
              
\def\@pnumwidth{1.55em}
\def\@tocrmarg {2.55em}
\def\@dotsep{4.5}
\setcounter{tocdepth}{3}
\clubpenalty=8000
\emergencystretch 3em
\hbadness=4000
\hyphenpenalty=400
\pretolerance=750
\tolerance=2000
\vbadness=4000
\widowpenalty=10000

\renewcommand\section{\@startsection {section}{1}{\z@}%
     {-1.75ex \@plus -0.5ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large\bfseries}}
\renewcommand\subsection{\@startsection{subsection}{2}{\z@}%
     {-1.75ex\@plus -0.5ex \@minus- .2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large}}
\renewcommand\subsubsection{\@startsection{subsubsection}{3}{\z@}%
     {-1.5ex\@plus -0.35ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\large}}
\renewcommand\paragraph{\@startsection{paragraph}{4}{\z@}%
     {-1ex \@plus-0.35ex \@minus -0.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\normalsize}}
\renewcommand\subparagraph{\@startsection{subparagraph}{5}{\parindent}%
     {1.5ex \@plus1ex \@minus .2ex}%
     {-1em}%
     {\reset@font\normalsize\bfseries}}


\def\l@section#1#2{\addpenalty{\@secpenalty} \addvspace{1.0em plus 1pt}
 \@tempdima 1.5em \begingroup
 \parindent \z@ \rightskip \@pnumwidth 
 \parfillskip -\@pnumwidth 
 \bfseries \leavevmode #1\hfil \hbox to\@pnumwidth{\hss #2}\par
 \endgroup}
\def\l@subsection{\@dottedtocline{2}{1.5em}{2.3em}}
\def\l@subsubsection{\@dottedtocline{3}{3.8em}{3.2em}}
\def\l@paragraph{\@dottedtocline{4}{7.0em}{4.1em}}
\def\l@subparagraph{\@dottedtocline{5}{10em}{5em}}
\@ifundefined{c@section}{\newcounter{section}}{}
\@ifundefined{c@chapter}{\newcounter{chapter}}{}
\newif\if@mainmatter 
\@mainmattertrue
\def\chaptername{Chapter}
\def\frontmatter{%
  \pagenumbering{roman}
  \def\thechapter{\@roman\c@chapter}
  \def\theHchapter{\roman{chapter}}
  \def\thesection{\@roman\c@section}
  \def\theHsection{\roman{section}}
  \def\@chapapp{}%
}
\def\mainmatter{%
  \cleardoublepage
  \def\thechapter{\@arabic\c@chapter}
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \pagenumbering{arabic}
  \setcounter{secnumdepth}{6}
  \def\@chapapp{\chaptername}%
  \def\theHchapter{\arabic{chapter}}
  \def\thesection{\@arabic\c@section}
  \def\theHsection{\arabic{section}}
}
\def\backmatter{%
  \cleardoublepage
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \setcounter{secnumdepth}{2}
  \def\@chapapp{\appendixname}%
  \def\thechapter{\@Alph\c@chapter}
  \def\theHchapter{\Alph{chapter}}
  \appendix
}
\newenvironment{bibitemlist}[1]{%
   \list{\@biblabel{\@arabic\c@enumiv}}%
       {\settowidth\labelwidth{\@biblabel{#1}}%
        \leftmargin\labelwidth
        \advance\leftmargin\labelsep
        \@openbib@code
        \usecounter{enumiv}%
        \let\p@enumiv\@empty
        \renewcommand\theenumiv{\@arabic\c@enumiv}%
	}%
  \sloppy
  \clubpenalty4000
  \@clubpenalty \clubpenalty
  \widowpenalty4000%
  \sfcode`\.\@m}%
  {\def\@noitemerr
    {\@latex@warning{Empty `bibitemlist' environment}}%
    \endlist}

\def\tableofcontents{\section*{\contentsname}\@starttoc{toc}}
\parskip0pt
\parindent1em
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\newenvironment{reflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemsep}{0pt}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\itshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{sansreflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\itemsep}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\upshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{specHead}[2]%
 {\vspace{20pt}\hrule\vspace{10pt}%
  \phantomsection\label{#1}\markright{#2}%

  \pdfbookmark[2]{#2}{#1}%
  \hspace{-0.75in}{\bfseries\fontsize{16pt}{18pt}\selectfont#2}%
  }{}
      \def\TheFullDate{2012-03-15 (revised: 15 March 2012)}
\def\TheID{\makeatother }
\def\TheDate{2012-03-15}
\title{A Conceptual Study on Reasons of Industrial Sickness-with Reference to Joinery Mills of the J\&K Public Sector Undertakings}
\author{}\makeatletter 
\makeatletter
\newcommand*{\cleartoleftpage}{%
  \clearpage
    \if@twoside
    \ifodd\c@page
      \hbox{}\newpage
      \if@twocolumn
        \hbox{}\newpage
      \fi
    \fi
  \fi
}
\makeatother
\makeatletter
\thispagestyle{empty}
\markright{\@title}\markboth{\@title}{\@author}
\renewcommand\small{\@setfontsize\small{9pt}{11pt}\abovedisplayskip 8.5\p@ plus3\p@ minus4\p@
\belowdisplayskip \abovedisplayskip
\abovedisplayshortskip \z@ plus2\p@
\belowdisplayshortskip 4\p@ plus2\p@ minus2\p@
\def\@listi{\leftmargin\leftmargini
               \topsep 2\p@ plus1\p@ minus1\p@
               \parsep 2\p@ plus\p@ minus\p@
               \itemsep 1pt}
}
\makeatother
\fvset{frame=single,numberblanklines=false,xleftmargin=5mm,xrightmargin=5mm}
\fancyhf{} 
\setlength{\headheight}{14pt}
\fancyhead[LE]{\bfseries\leftmark} 
\fancyhead[RO]{\bfseries\rightmark} 
\fancyfoot[RO]{}
\fancyfoot[CO]{\thepage}
\fancyfoot[LO]{\TheID}
\fancyfoot[LE]{}
\fancyfoot[CE]{\thepage}
\fancyfoot[RE]{\TheID}
\hypersetup{citebordercolor=0.75 0.75 0.75,linkbordercolor=0.75 0.75 0.75,urlbordercolor=0.75 0.75 0.75,bookmarksnumbered=true}
\fancypagestyle{plain}{\fancyhead{}\renewcommand{\headrulewidth}{0pt}}

\date{}
\usepackage{authblk}

\providecommand{\keywords}[1]
{
\footnotesize
  \textbf{\textit{Index terms---}} #1
}

\usepackage{graphicx,xcolor}
\definecolor{GJBlue}{HTML}{273B81}
\definecolor{GJLightBlue}{HTML}{0A9DD9}
\definecolor{GJMediumGrey}{HTML}{6D6E70}
\definecolor{GJLightGrey}{HTML}{929497} 

\renewenvironment{abstract}{%
   \setlength{\parindent}{0pt}\raggedright
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
   \textcolor{GJBlue}{\large\bfseries\abstractname\space}
}{%   
   \vskip8pt
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
}

\usepackage[absolute,overlay]{textpos}

\makeatother 
      \usepackage{lineno}
      \linenumbers
      
\begin{document}

             \author[1]{Dr. Fayza  Chowdhary}

             \affil[1]{  Universit of Jammu}

\renewcommand\Authands{ and }

\date{\small \em Received: 6 February 2012 Accepted: 5 March 2012 Published: 15 March 2012}

\maketitle


\begin{abstract}
        


The researcher did an empirical study to find out the opinion of the employees of Jammu & Kashmir Industries Ltd, J&K for declaring it as a sick industry .The Researcher determined the reasons after taking the opinion from the employees of Jammu & Kashmir Industries Ltd, J&K. The objectives on which the researcher will conduct the study are: 1) To study the reasons due to which Jammu Kashmir industries Ltd. became sick industry. 2) Understanding the employees views about the most important reason for Jammu & Kashmir Industries Ltd, J&K becoming sick.3). To frame a suitable revival strategy so as to protect the employment of the masses .and 4) Safeguard the state wealth & resources. The researcher tabulated the data and presented the data in the form of table and pie-chart. Thereafter the researcher discussed the reasons in detail. After studying the reason and analyzing them the researcher concluded that every reason given by the employee is responsible for declaring Jammu & Kashmir Industries Ltd. as sick industry.

\end{abstract}


\keywords{Jammu Kashmir Industries Ltd, Industrial Sickness, Financial Reasons and Technological Changes, revival, managerial inability, obsolete technology.}

\begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) 
\textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark}
\end{textblock*}

\begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) 
\textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}}
\end{textblock*}


\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
losures of Public Sector Undertakings and corporate failures resulting in bankruptcies have become a normal feature in the emerging market economies the world over \hyperref[b7]{(Slatter, 1984;}\hyperref[b2]{Kharbanda and Stallworthy, 1985)}. Growing competition and the everchanging international economic environment often lead to high incidence of corporate failures in developed market economies. However, these economies have the resilience to absorb the economic disturbances brought about by the closure of industrial units. In recent years, industrial sickness in India has reached alarming proportions. An industrial unit is considered sick when its financial position is not satisfactory and it becomes worse year after year. It incurs losses and its capital reserves may be stretched out in course of time. When its current liabilities are more than current assets, the organization may not be in a position to pay its liabilities. The increasing trend in industrial sickness touching all types of units including small, medium and large-scale industrial sectors is of considerable concern. The problem is assuming titanic proportion and may have added repercussions in a country like India which cannot afford unemployment and loss of production. J\&K is a terror victim state since years and which lost its valuable resources event after event, but still the Government of the state chalked out many strategies to bring the life into the people of the state. J\&K Industries Limited, a State Owned Company incorporated in October, 1963, having authorized share capital of Rs.20.00 Crores, was established. The main objective/functions of the company as per its Memorandum is to run, manufacture and administer the State Industrial Undertaking in a manner that would ensure their economical working. The Industry deals with the production of Processing and manufacturing of Textiles, Knitwear's / Joisery, Joinery and Furniture products as well as Silk (Plain and Printed) fabrics, besides Rosin and Turpentine. Arranging raw materials for production of all such products and marketing thereof. 
\section[{II.}]{II.} 
\section[{Criteria for Identification of Sick Units}]{Criteria for Identification of Sick Units}\par
The Reserve Bank of India identifies sick industrial units on the basis of a mix of criteria including continued cash losses, imbalances in the financial structure, and deterioration in liquidity. "A unit may be considered sick if it has incurred cash losses for one year and, in the judgment of the Bank (RBI), it is likely to continue to incur cash losses for the current year as well as the following year and the unit has an imbalance in its financial structure such as current ratio of less than 1:1 and worsening debt equity ratio" \hyperref[b5]{(RBI, 1978)}.Term lending institutions identify sickness on the following criteria: Continuous defaults in meeting four consecutive half yearly installments of interest or principal of institutional loans Continuous cash losses for a period of two years or continued erosion in the net worth by 50 per cent or more Mounting arrears on account of statutory or other liabilities for a period of one or two years  {\ref (Bidani andMitra, 1983)}.\par
(being a company registered for not less than seven years), which has at the end of any financial year accumulated losses equal to or exceeding its entire net worth and has also suffered cash losses in such financial year and the financial year immediately preceding such financial year," About Jammu Kashmir Industries Limited ,J\&K is a Company registered under the Companies Act, 1956 and was incorporated on the 03. Many buildings in and outside Kashmir can be seen having this unique type of ceiling. We have even designed the ceiling of Military Offices at Badambagh, Srinagar and Military Office in Ladakh as well. Visitors from different places visit at Govt. Joinery Mills, Pampore and come to know that the beautiful Khatumband ceiling which they see in house boats or in hotels is hand-made they come to us and offer is big assignments. It is also evident that these eminent craftsman not only design ceilings of houses, but ceilings of different shrines, mosques, houseboats and some hotels in Kashmir are the evident examples of the carving skill attained by these craftsmen. One will be amazed to see the beautiful Khatumband design at the holy shrine, Khankahi Moulla, in Srinagar. With the increase in modernization, people love to make their houses and offices more beautiful and attractive and Khatumband helps them to change their dreams into reality. Today people also like to design the walls of their houses or offices by Khatumband.\par
Besides, the Corporation also provides employment to the masses of the state. Already numbers of people working in the units of Jammu \& Kashmir Industries Ltd. have lost their employment due to the sickness of the units of these industries thus putting a burden on the Govt. of the state. Jammu \& Kashmir Industries Ltd. is a Public Sector undertaking of the J\&K Government. Therefore the researcher has selected Jammu \& Kashmir Industries ltd. for the study. 
\section[{III.}]{III.} 
\section[{Objectives of the Study}]{Objectives of the Study}\par
The researcher will study about the reasons why Jammu \& Kashmir Industries Ltd became sick industry. Therefore considering the study the researcher will work on the following objectives:-1. To study the reasons due to which Jammu \& Kashmir Industries Ltd became sick industry 2. Understanding the employee views about the most important reason for Jammu \& Kashmir Industries Ltd. becoming sick. 3. To frame a suitable revival strategy so as to protect the employment of the masses .and 4. Safeguard the state wealth \& resources.\par
IV. 
\section[{Material and Method a) Study Area}]{Material and Method a) Study Area}\par
The area of conducting this study is Jammu \& Kashmir Industries Ltd, J\&K. The study is specific to Jammu \& Kashmir Industries Ltd. The researchers will determine the reasons of sickness and will study them to meet out the objectives of the study. 
\section[{b) Sample Method and Sample Size}]{b) Sample Method and Sample Size}\par
As the study is based upon Jammu \& Kashmir Industries Ltd.The sample size is small. The researchers will collect the data from 200 respondents who are the employees of Jammu \& Kashmir Industries Ltd. India. 
\section[{c) Data Collection Procedure}]{c) Data Collection Procedure}\par
The data is collected by distributing the questionnaire among the 200 employees of the industry. The respondents from Jammu \& Kashmir Industries Ltd. India in the state Jammu \& Kashmir. And where the response rate was 85\%. The researcher with the help of the selected sample size can know their opinion concerning the reasons of sickness of Jammu \& Kashmir Industries Ltd. India. corrective and appropriate measures in appropriate time. The different stages of sickness along with the determinants which identify these stages as per the guidelines of Reserve Bank of India (RBI) are given below:-N Normal Unit -A normal unit is characterized by the efficient functioning of its functional areas like production, marketing, finance and personnel. In other words, a unit can be called healthy or in a normal state (NS) when it is earning profits, the current ratio is more than one, net worth is positive and debt-equity ratio is good.\par
Tending Towards Sickness-At this stage a unit shows certain initial aberration in any of its functional areas. In other words, the unit faces some environmental constraints. At this time, the unit is said to be tending towards sickness (TS). The distinctive features of this stage are decline in profit in the last year as compared to the previous year and loss estimated in the current year.\par
Incipient Sickness -The continuation of the deterioration in the functional areas of the unit, results in the actual setting in of industrial sickness. This stage is termed as incipient sickness (IS). At this stage, the unit incurs cash losses but imbalance in the financial structure may not be apparent.\par
From the research carried out it was found that the Jammu \& Kashmir Industries Ltd have undergone all the above stages of industrial sickness.The researcher identified that there are various reasons that led the Jammu \& Kashmir Industries Ltd to sickness and thereafter closure of many other units of the Jammu \& Kashmir industries and now only 4 units of the industry are running that too on the verge of closure. The few of the problems that researcher identified after analyzing the questionnaires filled in by the employees of the industry:-Corporate planning failure.-The ill conceptualized plan, delay in action, inability to frame the modern, achievable goals, ill functional policies are responsible for the sickness of the industry. Production Problems-Underutilized plants, lack of product mix, defective production, availability of the raw materials \& other consumables is another reason for the sickness of the industry.\par
Financial Barriers-Finance is the most important constraint in running any organization. It is also one of the major reasons or Closure of any industry. To operate any industry finance is most important consideration. Every industry needs finance to manage their day-to-day operations such as purchasing raw materials, salary pay outs, purchasing goods for office use etc. If finance is not arranged properly the industry may lead to closure. Therefore finance is most important reason responsible for sickness of any industry.\par
Managerial Inability-Sometimes it is found that managers are not capable of managing the organizational activities. This may be due to various reasons such as inadequate work knowledge, uninteresting job profile or irrelevant education match with the job profile. Therefore if these sorts of experiments are done in the industry they may face the closure.\par
Obsolete Technology-Technological changes also lead the industries to sickness, this happens when the proper adaptation of technology is not done. That is industry follows the old technology in production or any other related work.Therefore change in technology is also a considerable reason for industrial sickness.\par
Marketing Related Problems-Produced goods or products are sold in the market. If the product is not marketed properly and supply is not proper there is possibility of customer switch to substitute product. If this issue of supply is not resolved quickly the industries may loose their customers and it can be the major reason for its sickness.\par
Human Resource Problems: Lack of skilled labors ,deficiency among the technical staff, delay in the practicing of the modern HR Practices etc .If any of the implication is neglected it may lead to sickness. 
\section[{Factors}]{Factors}\par
Respond V. 
\section[{Findings and Conclusions}]{Findings and Conclusions}\par
The researcher considered the major reasons that lead to industrial sickness. The researcher found that financial reasons are the most important reason considered by the respondents of industrial sickness and another chief reason for the sickness of the industry is the managerial inability i.e. not able to cope up with the dynamism occurring in the modern day markets. Rest factors which influence the sickness in the industry are Marketing problems and the corporate planning problems. However the impact of obsolete technology is least on these units in comparison to the other factors. The difference in the opinion exists between the employees of these units in some of the aspects like Marketing Problems, Managerial inability, HR Problems. Changes acts as an important reason for sickness. The researcher also concluded that there exist some variation between the views and opinion of employees of these units regarding the reason of sickness.\par
Thus from the all above it is very clear that the reason for industrial sickness in this PSU is mainly due to the internal failure thus a suitable revival strategy is to bring in the desired changes in the managerial ability \& the Human Resources of the industry. So it is very clear that in all the four units the response is quite similar, thus we need to adopt similar kind of revival strategies for all the units to come back again.\par
It was suggested that the EDIs of the state should actively participate in training of the employees of sick units periodically. The development corporations, financial institutions should make efforts in alarming the units becoming sick .The study is limited to single public sector undertakings residing in J\&K only. The respondents seem to be unwilling due to lack of interest, negligence, communication problems. The element of subjectivity in interpretation cannot be ruled out in eliciting requisite information.\par
From the research carried out it was also revealed that the PSU's faces number of problems but the factor behind less sales of these units were related to marketing inefficiencies. The importance of innovative marketing strategies in bringing about successful turnarounds has been highlighted by several researchers. The marketing oriented business is customer focused, and generates and disseminates marketing intelligence that is widely used throughout the firms. Such firms are able to sense and respond to market force with greater precision than inward looking rivals so we can say a good action again is required by the managerial staff for the revival.  \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-2.png}
\caption{\label{fig_0}}\end{figure}
  \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.85\textwidth}}
main object of promoting local \& traditional art of the\\
state dealing with wood work, woolen, kashmiri silk\\
,kashmiri carved furniture, Rosin \&Turpentine industry in\\
the State of J\&K. The Jammu \& Kashmir Industries Ltd\\
is presently engaged in.\\
a) Wood works\\
In Govt. Joinery Mills, Pampore Kashmir and\\
Bari-Brahmana, Jammu our designers are also engaged\\
in manufacturing of Khatumband ceiling Kashmir is\\
known for its distinctive crafts, one of which is the\\
woodcraft. History of woodcraft in Kashmir spans over\\
ten centuries. Woodwork is not merely a functional craft\\
it is decorative as well. It is believable that this distinctive\\
craft has come from Iran as the Iran link in this craft still\\
exists. Even today different types of Khatumband are\\
known by Persian names, he observes. Khatumband\\
has variety to look marvelous in design, JKI have\\
different types of Khatumband design like Moje, Moje\\
Lehar, Teen Bakshish, Chaar Bakshish, Charr Gul,\\
Panch Murabba, Sheesh Gul, Dus Baraan, Dehwaz Deh\\
Girid and many more.\end{longtable} \par
 
\caption{\label{tab_0}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.011878493674610179\textwidth}P{0.8037363930567814\textwidth}P{0.034385113268608415\textwidth}}
\tabcellsep \tabcellsep Units have taken sufficient steps to arrest sickness strategy\\
2012 ear Y 2 and Business Research Volume XII Issue XXII Version I Global Journal of Management\tabcellsep \multicolumn{2}{l}{. \& Entrepreneurial strategies, IIMB , Working paper no. 13. Manimala Panichar(2011), "Successful Turnarounds: The Role of Appropriate Business objectives are driven by social objectives There is delay in the rehabilitation of the units Products are not as per market specifications Poor product quality \& production processes are causing sickness in the unit M Marketing Problems Revival of unit is possible only through privatization All turnaround strategies have failed to revive the unit The units are losing the target market due to better substitutes Objectives of the unit are not communicated at operating level Entry of many new manufacturers leading to cut-throat competition for products Innovative technology can gain market share quickly The products of the unit are not promoted as required Change in market-mix is needed for the revival of the unit Poor delivery schedules and lack of proper distribution system puts the wrong image of the unit on the buyers 337,pp. 1-29 . 14. Prasad,V(2006), "Role of HR in corporate turnaround" HRM Review, July, pp11-29. Questionnaire For Assessing The Industrial Sickness In Jammu \& Kashmir Industries Ltd-A 10 6 11 7 8 1 9 2 10 3 11 4 12 Conceptual Study NOTE: You are requested to tick ( would be used only for research purpose. I. PERSONAL INFORMATION 1 Name \& Address of the employee \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore  2 Place of work\textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore  3 Designation: \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore \textunderscore  4 Department : Production Finance HR Marketing Other 5 Gender : Male Female 6 Age: 1-Below 25 2-Between 25 to 45 3-45 above 7 Educational qualification: Illiterate/ Primary/ Middle/ Secondary/ Graduate/ any other 8. Year of joining the organization II. Other Information SNO STATEMENT 1 2 3 4 5 Mission of the organization 3 The functional policy of the organization induces growth \& development production and marketing wing is leading to idle inventory 7 Lack of proper planning of product mix and lack of co-ordination between 2 Adequate attention is paid by top management for the development of the unit 6 The unit is unable to produce quality product 1 The unit has clear mission \& objectives 14 Change in the work force would make the unit viable 15 The unit has become sick due to its unclear mission Corporate Planning \& Control 1 5 There is minimal communication between marketing and manufacturing wing of the unit The target market of the unit is smaller 6 The products of the unit lacks correct costing and correct pricing system 7 The site of the unit is not satisfactory 2 The unit faces difficulties in procuring raw material 3 Machines \& technology is out dated 4 The unit faces difficulties/delay in tieing up financial arrangements with other financial institutions or banks 5 The unit faces lack of government support 6 The unit faces delay in disbursement of assistance due to non-compliance of the major terms and conditions of the loan agreement 7 The unit requires changes in certain project concepts due to subsequent detailed advice received from collaborators/ consultants 8 Price escalation adversely effects cost of product \& its market 10 Delay in getting power connection, water connection, permission of concerned authorities to discharge effluents, etc are the cause of sickness 11 Stagnant price of the product is the reason for the less turnover of the unit 12 The unit formulates outdated functional management strategies 13 There is inadequate R\&D work in the unit 14 Lack of co-ordination between the unit and Govt. Departments is one of the causes of the sickness in the unit A well designed corporate planning would revive the unit The quality of the products is not meeting the standards/customer expectation 8 The unit has failed to satisfy customer's needs 9 11 Financial Problems 1 Wages and salaries are not regularly paid to the employees Over staffing causes financial problems on the unit 2 15 16 The unit has become sick due to lack of corporate planning \& control Production Problems 1 The unit faces lack of infrastructural facilities like power , water , transport etc. 2 Lack of maintenance leads to frequent breakdown of machines in the unit. 3 Undue hike in raw materials , consumables, power, etc. adversely affects production 4 Improper choice of raw material/raw material-source, choice of production process etc. affects production capabilities of the unit machinery, defects in production process etc 5 The decline in production is due to defects/under performance of plant and 3 Unit is unable to reach the projected figures 4 The finance wing of the unit needs training \&appraisal 5 Misappropriation of funds is the major cause of sickness 6 Unit lacks regular auditing of the books of accounts 7 The credit sale has reached to disproportionately high level due to the liberal credit policy of the unit 8 Regular over draft facility is not provided by financial institution 9}\\
\tabcellsep 4 8\tabcellsep Change in financial policy is needed for the revival of the unit The inability to meet market demand/tap foreign market causes sickness\\
\tabcellsep 9\tabcellsep Increased capacity utilization (improved plant efficiency) is a good turnaround\end{longtable} \par
 
\caption{\label{tab_2}}\end{figure}
 			\footnote{© 2012 Global Journals Inc. (US)} 			\footnote{©2012 Global Journals Inc. (US) A Conceptual Study on Reasons of Industrial Sickness-with Reference to Joinery Mills of the J\&K Public Sector Undertakings} 			\footnote{A Conceptual Study on Reasons of Industrial Sickness-with Reference to Joinery Mills of the J\&K Public Sector Undertakings} 		 		\backmatter  			 			 			  				\begin{bibitemlist}{1}
\bibitem[Kharbanda and Stallworthy ()]{b2}\label{b2} 	 		\textit{},  		 			O Kharbanda 		,  		 			E Stallworthy 		.  		1985.  	 
\bibitem[Business Statistics-A Self Study Textbook, S. Chand and Company Ltd Jhunjhunwala B ()]{b1}\label{b1} 	 		‘Business Statistics-A Self Study Textbook, S. Chand and Company Ltd’.  	 	 		\textit{Jhunjhunwala B}  		2008.  	 
\bibitem[Corporate Failure: Prediction, Panacea and Prevention]{b3}\label{b3} 	 		\textit{Corporate Failure: Prediction, Panacea and Prevention},  		London: McGraw-Hill.  	 
\bibitem[Slatter ()]{b7}\label{b7} 	 		\textit{Corporate Recovery: Successful Turnaround Strategies and their Implications},  		 			S Slatter 		.  		1984. Harmondsworth: Penguin Books.  	 
\bibitem[Government of India ()]{b6}\label{b6} 	 	 	 		\textit{Government of India},  				1985.  	 
\bibitem[Yadav and Srivastava ()]{b13}\label{b13} 	 		‘Industrial sickness in small scale industry sector-causes and preventive measures’.  		 			\& Yadav 		,  		 			Srivastava 		.  	 	 		\textit{Indian Journal of Research}  		2010. 5.  	 
\bibitem[Garg ()]{b10}\label{b10} 	 		\textit{Industrial sickness, Institute of Chartered accountants of India},  		 			Sudhir Garg 		.  		2012.  	 
\bibitem[Bidani and Mitra ()]{b0}\label{b0} 	 		\textit{Industrial Sickness: Identification and Rehabilitation},  		 			S Bidani 		,  		 			P Mitra 		.  		1983. New Delhi: mission Books.  	 
\bibitem[Heggde and Panikar ()]{b8}\label{b8} 	 		‘internal and external causes of sickness’.  		 			Githa S Heggde 		,  		 			Ashok Panikar 		.  	 	 		\textit{Vikalpa}  		2011.  	 
\bibitem[Nayak and Misra (2006)]{b4}\label{b4} 	 		 			S S \& Nayak 		,  		 			R Misra 		.  	 	 		\textit{Sickness in Small-Scale Industrial Units and Its Revival},  				 (Orissa)  		September-October 2006.  	 
\bibitem[Rosemarry et al. ()]{b9}\label{b9} 	 		 			K Rosemarry 		,  		 			M Abraham 		,  		 			Omkarnath 		.  	 	 		\textit{Trajectories of sickness},  				2006.  	 
\bibitem[Rbi ()]{b5}\label{b5} 	 		\textit{Trend and Progress of Banking in India},  		 			Rbi 		.  		1978. p. .  	 
\bibitem[Walter ()]{b12}\label{b12} 	 		\textit{Understanding the financial crises :roots and developments in the financial sector},  		 			Norbert Walter 		.  		 DOI 10.1007/s 12290-009-0066-x 11.  		2009. 2009. p. .  	 
\bibitem[Hegde ()]{b11}\label{b11} 	 		‘Western and Indian model of turnaround management’.  		 			Manjunath Hegde 		.  	 	 		\textit{Indian Journal of Research}  		1982. 7  (4)  p. .  	 
\end{bibitemlist}
 			 		 	 
\end{document}
