ORGANIZATIONAL CONFLICTS

Submitted To –
Dr. Rupsha Roy
Submitted By-
Group 10
CONTENTS

1. Introduction

2. Detailed Discussion

3. Search Process

4. Result

5. Question and Answers

6. Suggestions

7. References

8. Contribution
INTRODUCTION

Organizational Conflict can be defined as a difference that exists between

needs, values, and interests of individuals or groups in an organization.

Conflict can be constructive, and it can be destructive. The distinction is

based on how the conflict is managed. Conflict cannot always be avoided.
Many positive outcomes can result from working through conflict.
Properly managed conflict can help in bringing constructive change.
Conflict is any situation in which two or more parties feel themselves in
opposition. It is an interpersonal process that arises from disagreements
over the goals or the methods to accomplish those goals.
Therefore, conflict may be defined as an expressed struggle between at
least two interdependent parties who perceive incompatible goals, scarce
resources, and interference from the other party in achieving their goals.
According to S. R. Robbins, conflict is defined as, “a process in which an
effort is purposefully made by a person or unit to block another that result
in frustrating the attainment of others goals or furthering of his or her
interests.”
According to Morton Deutsch, conflict as a “situation whenever
incompatible activities occur.”
James D. Thompson defines, conflict as organizational conflict is that
behaviour by the organizational members which is expanded in opposition
to other members.
It is observed from the above definitions that if the individual employee,
managers, department heads, top managerial people, trade union leaders
oppose certain issue the smooth running of business organization gets
obstructed and moreover it disturbs the routine work of the organization. It
is called as a conflict situation.
Strike, lockout, slow tactics, high rate of absenteeism, labour turn over etc.
are the example of conflicting situations in an organization. It is necessary
to handle these situations carefully and tactfully.

Factors Influencing Organizational Conflict -

1. Unclear Responsibility: If there is lack of clarity, regarding who is

responsible for which section of a task or project, conflict takes place.

2. Interpersonal Relationship: Conflicts at the workplace are often

caused by interpersonal issues between the members of the organization.

3. Scarcity of Resources: One of the main reasons for occurrence of

conflict in an organization is the inadequacy of resources like time, money,
materials etc.

4. Conflict of Interest: When there is a disorientation between the

personal goals of the individual and the goals of the organization, conflict
of interest arises, as the individual may fight for his personal goals, which
hinders the overall success of the project.

Types of Conflict -
Organizational Conflict can be classified in 5 ways.

1. Intra-individual/Intra-personal Conflict –
Intra-personal/Intra-individual conflict occurs within an individual. The
experience takes place in the person’s mind. Hence, it is a type of conflict
that is psychological involving the individual’s thoughts, values, principles
and emotions.
2. Inter-personal Conflict –
Inter-personal conflict is the conflict between two individuals of the
organization. Basically, this occurs because of some differences in people.
We have varied personalities which usually lead to incompatible choices
and opinions.

3. Intra-group Conflict –
Intragroup conflict occurs among individuals within a team. These are
conflicts that typically involve more than one person within a group. The
incompatibilities and misunderstandings between team members lead to
intragroup conflict.

4. Inter-group Conflict –
Intergroup conflict occurs when a misunderstanding arises among different
teams within an organization. This is due to the varied sets of goals and
interests of these different groups.

5. Inter-organizational Conflict –
Inter-organizational conflict is the conflict that arises across different
organizations. When different businesses are competing against one
another, this is an example of inter-organizational conflict.
DETAILED DISCUSSION

As introduced above, there are generally five types of conflicts in an

organization. We are going to discuss about two types of conflicts (which
is the topic of our assignment).

1. INTER-ORGANIZATIONAL CONFLICTS:

Inter-organizational conflict is the conflict that arises across different

organizations. When different businesses are competing against one
another, this is an example of inter-organizational conflict.

Conflict also occurs between organizations which are dependent upon each
other in some way. This conflict may be between buyer organizations and
supplier organizations about quantity, quality and delivery times of raw
materials and other policy issues.

Interorganizational conflicts often occur as a result of the competition and

the rivalry that characterizes two or more firms operating in the same
market or vying for the same consulting contract. For example, different
energy suppliers may engage in interorganizational conflict when they are
competing for a larger market share.

The more interesting interorganizational conflicts, however, may be those

among organizations that are working together, perhaps in joint operating
agreements or community consortiums.

Interorganizational conflict is a much broader issue than that represented

by market competition alone. Other common examples include
disagreements between unions and the organizations employing their
members, between government regulatory agencies and the organizations
subject to their surveillance, between organizations and their suppliers, and
between organizations and outside activist groups.

Types of Inter-Organizational Conflicts:

Stagner and Rosen have identified five types of inter-organizational

conflict:

i. Management-Government:

Conflicts over political contributions, bribery, anti-trust actions, fair trade,

consumer protection etc. (The Government will generally monitor
organizational activities and management performance in areas where
government regulation of business is thought Necessary.)

ii. Inter-Management:

Managements may compete against each other in ways that they believe
will enhance their position in the industry. Disputes over patents and
fulfilment of contracts, price wars may be included here.

iii. Inter-Union:
Unions may compete for members or jobs, as in jurisdictional disputes.

iv. Union-Government:

The unions will be scrutinized by agents of government for illegal

activities like criminal activities, discrimination, illegal strikes etc.
v. Union-Management:

If management and labour are to retain their institutional ideal ties, they
must disagree and must adopt appropriate roles. Conflict is essential to
survival for the union; lack of conflict would weaken it. Conflict between
labour and management is expressed in many forms like strikes, peaceful
bargains, grievances, debates, loyalties, sabotage and absenteeism.

Furthermore, it can also be classified on the basis of organization

structure -

i. Hierarchical Conflicts:

This type of conflict may arise between the people working at different
levels of management. A conflict situation may arise between top and
middle level or middle and lower-level executives.

ii. Functional Conflict:

Different department performs different functions. A conflict may arise

between the department, such as production and finance, production and
marketing, finance and research and development department personnel
and finance department, personnel and research development of
department etc. The reasons may be inter-relation and interdependence of
departments, limited resources lack of proper coordination poor and
defective planning etc.

iii. Line and Staff Conflict:

Most of the time there is conflict between the line authority and staff
authority. Line executive possess the authority but staff executive does not
his role is only to give advice to line executives. Whatever advice given by
staff executive it is not mandatory for on line executives to follow the
advice given by him it may give rise to conflict.

iv. Formal and Informal Conflicts:

In formal organization structure whatever the conflicts arise are called

formal conflicts. It may arise due to their officially assigned duties,
responsibilities and authorities. On the other hand, informal conflicts arise
in informal organization structure, here authority relationship does not
exist. Due to informal groups and organization of employees conflicting
situations may arise.

Causes for Inter-organizational conflict -

Customer Competition -
When companies compete with one another for customers, conflict almost
always occurs. While this type of competition can be friendly and
professional, it can become destructive and lead to the circulation of
negative rumours about competing firms and unethical behavior to lure
customers away from rivals. Corporate espionage and copyright
infringement are examples of destructive interorganizational conflict that
crosses the line of legality.

Competition for Employees -

Companies that provide similar services often compete for employees. For
example, when a new manufacturing facility enters the market, that
organization often sets wages higher than the going rate for the area to lure
the most skilled workers away from similar businesses. This results in
conflict between the new organization and the ones that are trying to retain
their valuable employees but may not be able to increase wages.

Business Negotiations -
When a client company negotiates with a vendor company for products
and services, conflict can occur. Though both companies want to do
business with each other, their objectives may not coincide completely.
The vendor organization wants to secure the contract but also desires to
maximize profits while ensuring repeat business. The purchasing
organization likely wants the lowest possible price while maintaining
freedom to purchase elsewhere in the future. Give and take on both sides is
necessary to work through the conflicting objectives to reach mutual
agreement.

Collaboration -
When multiple companies work together on projects, conflict is likely. If,
for example, disputes arise over a newly constructed house, it may be
difficult to determine who is at fault. The customer is likely to blame the
builder, but the builder may assert that the problems lie with materials
suppliers, the architect or others involved in construction. All of the
organizations involved in designing and building the property might butt
heads before matters are settled.

Live examples of Inter-Organizational Conflict –

Example 1 – Horlicks and Complan

Two popular health drink brands in India, Horlicks and Complan came in
conflict because of customer competition. The war for supremacy between
these two brands started as early as the 1960s and has continued ever
since.
Over the years, the brands were involved in aggressive comparative
advertising in print and television over attributes such as ingredients,
protein content, growth, and flavours.
However, in late 2008, the makers of Horlicks, GlaxoSmithKline
Consumer Healthcare, and the makers of Complan, Heinz India, came out
with advertisements that directly compared the brands using the
competitor brand's trademarks.
Industry observers felt that in their bid to outdo each other, the two
companies had ended up denigrating the competitor brand. Usually, issues
related to disparaging advertisements by rival companies were resolved by
the Advertising Standards Council of India. But with constant mud-
slinging at each other, the two companies decided to solve the issue in
court.
In September 2008, Heinz approached the Bombay High Court objecting
to the Horlicks advertisement, while in December 2008, GSK approached
the Delhi High Court against the Complan advertisement.
Experts felt that the latest tiff between GSK and Heinz had brought to the
fore the issues and challenges involved in comparative advertising and the
legal / ethical issues involved in such kinds of advertising.

Example 2 – Cadbury and Nestle

Being the two leading chocolate brands in the country, Cadbury and Nestle
have their share of strengths and weaknesses. Cadbury enjoys a market
share of 72%, whereas the market share of nestle is around 24%.
The former has a product for every segment of the market. The latter fixes
prices as low as feasible. Also, Cadbury uses aggressive marketing
strategies to promote its products.
Both have had their fair share of criticisms for their products as well.
Child labour, mislabelling, the Maggie ban are some of the stones thrown
on Nestle. Whereas worms found in their chocolate bars led to a backlash
from Cadbury's customers.
Even the purple packaging that Cadbury uses became so crucial that it
decided to trademark the purple shade. This was opposed by Nestle, and
after years of court sessions, Cadbury wasn't granted the trademark.

2. Inter-personal conflict -

Interpersonal conflict is the conflict between two individuals of the

organization. Basically, this occurs because of some differences in people.
We have varied personalities which usually lead to incompatible choices
and opinions. This may involve conflict between two managers who are
competing for limited capital and manpower resources.
If there are two equally deserving professors and they are both up for
promotion, but only one of them can be promoted because of budget and
positional constraints, then this could result in interpersonal conflict
between the two professors.
Another type of interpersonal conflict can relate to disagreements over
goals and objectives of the organization. A college or a university may
have a policy of quality education so that only top quality students are
admitted while some members of the organizational board may propose
“open admission” policy where all high school graduates are to be
considered for admission. Such a situation can cause conflicts among the
members of the governing board.
In addition to conflicts over the nature and substance of goals and
objectives, the conflicts can also arise over the means for achieving these
goals and objectives.
For example, two marketing managers may argue as to which promotional
methods would result in higher sales.

Types of Interpersonal Conflict -

Let’s take a look at the types of interpersonal conflicts.
Policy Conflicts
Policy conflicts are disagreements about how to deal with a situation that
affects both parties. This happens in a variety of situations. Let’s say you
and a co-worker are assigned to complete a project together. When you sit
down to figure out the best way to complete the project, it becomes
apparent you think one way is best and your co-worker feels another
method is better.

In looking at a situation outside of work an easy one is in a marriage.

Maybe you think you and your spouse should be saving 10% towards
retirement and your spouse thinks 5% is plenty. These are examples of
policy conflicts. Many times, you can come to a win-win type outcome
where everyone gets most of what they want with a little compromise.

Value Conflicts
Everybody has a different set of values. You may have values that are very
close to someone else’s but, we each have our own specific set of values.
Sometimes, when you have an ongoing argument with someone, it’s easy
to think they are being stubborn. Normally, the underlying reason is
because they feel strongly about something due to their values.
In your home life, you might think it’s best to raise your kids a certain way
and your spouse feels differently. At work, maybe your boss thinks it’s
okay to set up a form of payment for referred revenue and you think that
isn’t the way to do business. Value conflicts are typically pretty difficult to
resolve because they are more ingrained.

Ego Conflicts
Ego conflicts are pretty tough as well. In this situation, losing an argument,
or being thought of as wrong, can actually damage a person’s self-esteem.
This is like a power struggle.
Let’s say you feel your spouse almost always picks where you go out to
dinner. This seems to happen to the point that you feel you are losing
power in the relationship because it seems like they always make the
decision. So instead of letting your spouse continue to pick what restaurant
you eat at, you almost always end up arguing about where to eat.
It’s easy to see this type of conflict happening at work. Think about all the
times you were asked to do something you don’t really want to do. You
don’t want to feel like you are getting taken advantage of, so you find
someway to dodge the work, put it on someone else, or simply ignore the
request.

Causes of Inter-personal Conflict –

There’s a long list of what can cause interpersonal conflict. Since we are
focusing on our work environment, let’s look at the 5 major causes of
interpersonal conflict in the workplace.

Frustration and Stress

People who feel stressed and frustrated at work tend to have more
conflicts. People are simply more irritable and can get on each other’s
nerves much easier than other times.
The best course of action begins with being aware of the situation. When
you see that your co-workers are frustrated, see what you can do to lower
the stress level. Exceptional managers are very good at this. They can
remove roadblocks and frustrations for their team.

Misunderstandings
Do you remember what they say when you assume something right? It’s
always best to get clarity around an issue if you aren’t clear on what the
expectations are. Were you supposed to follow up with Bill regarding next
steps on the project or was I?
Misunderstandings are easy to come by. A huge area that can cause
interpersonal conflict due to misunderstandings is having different
expectations on a job, role, process, or anything work related.

Lack of Planning
This one is all too common as well. Many companies or departments
within companies work by crisis. That is they don’t really have plans for
many things, they simply react to crisis situations.
Things never seem to improve because they don’t put in a process for how
to make something better. They are too busy running around like their hair
is on fire. And when the fire is out, they relax for a day or two until the
next fire breaks out. This can cause a lot of conflict and finger pointing.

Bad Staff Selection

This really shows up in 2 areas:
First of all in the initial hiring process. When someone gets hired into a
role and isn’t really doing what they were hired to do, someone else has to
pick up the slack. You can bet the people picking up the slack are going to
get angry and resentful sooner rather than later.
The other area this affects is on teams. Some people naturally gravitate to
doing more than their portion while others tend to do less than their fair
share. Both sides can rub people the wrong way and create conflict.

Poor Communication
I saved my favourite topic for last here. Poor communication can lead to
so many problems. Interpersonal conflict at work is a big one. I’m sure
you can think of many examples of when poor communication led to
discord in the workplace.
You didn’t receive the email the rest of us saw? Wonder why that is. The
meeting has been moved to a new time and location – you didn’t know
that? The boss told me we are supposed to be working with the purchasing
team on this, what did he tell you? And on and on. This one is huge.

Live Examples of Inter-Personal Conflict -

Example 1. JOBS V SCULLEY

Apple is a global brand; in fact, its reach is so prevalent you’re most likely
in the same room as at least one Apple product. However, it wasn’t always
such a strong contender in the market.
When MacIntosh sales didn’t meet expectations during the 1984 holiday
shopping season, then-CEO of Apple John Sculley demanded that Steve
Jobs be relieved of his position as vice president of the MacIntosh
department. Cue interpersonal conflict. As Steve Jobs was still chairman
of Apple’s board, it was Sculley’s wish that Jobs represent Apple to the
outside world without any influence on the internal business. Steve Jobs
got wind of this and tried to sway the board in his favor. The conflict was
put to an end by the board when they voted in favor of Sculley’s plan. Jobs
ended up leaving the company, disclosing that hiring Sculley for the CEO
position was the worst mistake he ever made.
However, Jobs went on to found the company NeXT (a computer platform
development company), and when in 1997 NeXT and Apple merged, Jobs
retook control of Apple as its CEO, where he remained until he resigned in
2011 because of health issues. Steve Jobs was largely responsible for
revitalizing Apple and bringing it to be one of the “Big Four” of
technology, alongside Google, Amazon, and Facebook.

Example 2 – Co-founders of Ethereum Charles Hoskinson and Gavin

Wood left because of inter-personal conflict with its founder Vitalik
Buterin.

Hoskinson wanted to accept venture capital and create a for-profit entity

with a more formal governing structure. Buterin wanted to keep Ethereum
a nonprofit organization with an open-source, decentralized governance.
Hoskinson left Ethereum in June 2014.
In 2015, Wood left because he didn't think Ethereum was doing enough to
pursue the promise of blockchain technology: a truly decentralized
ecosystem. It had become just another network competing for dominance
in an increasingly crowded blockchain world.
SEARCH PROCESS

STEP 1:
Searched the Google search engine on the topic "ORGANIZATIONAL
CONFLICTS" and collected information on the same.
STEP 2:
Chose 2 types of conflicts for writing a detailed discussion on the topics
(as mentioned in the topic given) and researched for different types of
literatures on those 2 topics specifically
STEP 3:
Hunted for information regarding the above from the following sites:

https://www.yourarticlelibrary.com
https://open.lib.umn.edu
https://projectionsinc.com
https://courses.lumenlearning.com
https://www.lifehack.org/846376/interpersonal-conflict
https://www.lnjpitchapra.in
https://www.forbes.comc15
https://www.protocol.com

STEP 4:
In our search process of hanti g for different types of literatures, it
included different other types of organizational conflicts (somewhat both,
inclusive and exclusive of what we chose)
STEP 5:
Searched for live examples of companies wherein such kind of conflicts
were a part of the organisation and how the organisation got rid of them
by which means.
STEP 6:
Searched for a very famous text in the field of Organizational Behaviour,
that would have helped us immensely, but was not available, named,
Organizational Behaviour written by K. Aswathappa. Then shifted our
search to find other kinds of texts that could be of use to us in this project.
RESULT

Conflict may occur between two individuals, as in the case of superior

versus subordinate, between heads of department, etc. Groups may be
drawn into conflict with each other on the basis of performance,
importance to particular groups and, in general, union – management
rivalries.
Conflict can also occur within an individual as in situations of dilemma of
choice, vividly characterized by phrases such as “between the devil and
the deep blue sea” or caught on the horns of dilemma.
For example, a personel manager may be quite undecided about how to
deal with a conflict (with workers, union) that is likely to result in work
stoppage and loss of productivity. The general assumption is that conflict
tends to have negative consequences for both the individual and the
organization. Below is a summarized list of the effect of conflicts in an
individual:

Psychological Responses
- Inattentiveness to other things.
- Lack of interest in work
- Job dissatisfaction
- Work anxiety
- Estrangement or alienation from others
- Frustration
Behavioural Responses
- Excessive smoking.
- Alcoholism
- Under eating or over eating
- Aggression towards others or work sabotage
- Decreased communication
- Resisting influence attempts.

Physiological Responses
These are often ignored or unnoticed: more and more
adrenalin is shot into the blood which increases the heart beat and blood
pressure while more
hydrochloric acid is secreted into the stomach, leading to:
- Peptic ulcers
- Respiratory problems such as asthma
- Hypertension
- Headaches
- Coronary problems.

Advantages of Conflict –

- Motivates individuals to do better and work harder. One’s talents and

abilities come to the forefront in a conflict situation.

- Satisfies certain psychological needs like dominance, aggression, esteem

and ego, and thereby provides an opportunity for constructive use and
release of aggressive urges.

- Provides creative and innovative ideas. For example, employee benefits

of the present day are an outcome of the union-management conflict over
the past decades
- Adds variety to one’s organizational life, otherwise work life would be
dull and boring.

- Facilitates an understanding of the problems, people have with one

another and leads to better coordination among individuals and
departments, in addition to strengthening intra-group relationship.

Disadvantages of Conflicts are –

- Conflicts affect individual and organizational performance. Resolving

conflicts takes a toll on managerial time and energy which could be more
productively spent.

- In a conflict situation, people may promote their self-interests or personal

gains at the cost of others or the organization.

- Intense conflicts over a prolonged period affect individuals emotionally

and physically, and give rise to psychosomatic disorders.

- Time spent on conflicts, if costed, could have been spent doing more
productive things.

- Conflict may lead to work sabotage, employee morale problems, decline

in the market share of product/service and consequent loss of productivity.
QUESTION AND ANSWERS

QA. How difficult was it to find out information on these topics?

AA. - We would like to measure this on a linear scale of 1–5 where

1. Very easy
2. Easy
3. Moderate
4. Difficult
5. Very difficult

We would like to rate the difficulty to gather information as 4, because of

the following reasons:
- The topic 'Organizational Conflict' is new for us as it has not yet been
taught to us.
- We did not have any sort of books/notes that we could refer to easily.
- In the internet, vague information was available when compared to our
project topic.
- Most of the e-books/ pdfs on Organizational behaviour were not
available for free download.
- We faced a lot difficulty to be able to find proper material to compose the
project.

QB. Was the approach to conflict in the areas you researched quite
different from or similar to the conflict approach described in the
text?
AB.– To be very honest, we were not able to find much literature which
dived very deep in the topic of Organizational Conflict and especially into
the types of conflict. So we will not be able to compare the similarities and
differences in the approach to conflict.

But when we were researching on the internet, we noticed that different

authors had different classification of Conflict in their articles.

Majority of authors put inter-personal conflict in a type of conflict while

some put that it in different levels of conflict. Most of the authors have
their own type of conflict.

QC. Why do you think the differences and similarities you found
exist?

AC.– Well, what we think after this research is that the differences in
everyone’s approach toward types of conflict is very normal because every
author must be having some different parameters on the basis of which
they have classified the types of conflict.

Also, they might be of different background and work culture. And they
might be facing different conflicts from other authors.
SUGGESTIONS

Conflict resolution is the way for two or more parties to find a peaceful
solution to a disagreement among them.

From a conflict resolution perspective, conflicts can and must be resolved

by taking into account the needs of the people affected by the conflict. In
other words, for a solution to be lasting, it must meet the needs of all those
involved in the conflict.

A solution, in which one party’s needs are met at the expense of the needs
of the other party, is neither just nor likely to last for a long. Resolving a
conflict ends the dispute by satisfying the interests of both parties. Conflict
resolution requires great managerial skills.

Our goal in conflict resolution always should be to seek a resolution based

on mutual gain. Realistically, however, resolution is not always possible.
When this is the case, we must manage the conflict to ensure that the
relationship is constructive and that open communication is maintained.
Successful conflict resolution depends on the ability to regulate stress and
emotions.

During conflict, strong emotions appear which can hurt feelings. When a
person deals with a conflict in a healthy way, it increases the
understanding among people, builds trust and strengthens relationships

Conflict resolution is only a five-step process:

Step 1: Identify the source of the conflict. The more information we have
about the cause of the conflict, the more easily we can help to resolve it.
To get the information we need, use a series of questions to identify the
cause, like, “How did this incident begin?”
As a manager or supervisor, we need to give both parties the chance to
share their side of the story. It will give us a better understanding of the
situation.

Step 2: Look beyond the incident. The source of the conflict might be a
minor problem that occurred months before, but the level of stress has
grown to the point where the two parties have begun attacking each other
personally instead of addressing the real problem. In the calm of our
office, we can get them to look beyond the triggering incident to see the
real cause. Once again, probing questions will help.

Step 3: Request solutions. After getting each party’s viewpoint on the

conflict, the next step is to get each to identify how the situation could be
changed. Again, question the parties to solicit their ideas: “How can you
make things better between you?”

Step 4: Identify solutions both disputants can support. We are listening for
the most acceptable course of action. Point out the merits of various ideas,
not only from each other’s perspective, but in terms of the benefits to the
organization. For instance, we might point to the need for greater
cooperation and .collaboration to effectively address team issues and
departmental problems.

Step 5: Agreement. The mediator needs to get the two parties to shake
hands and agree to one of the alternatives identified in Step 4. Some
mediators go as far as to write up a contract in which actions and time
frames are specified.
REFERENCES

https://www.yourarticlelibrary.com/organization/conflict-
management/organizational-conflict/99695

https://www.healthline.com/health/interpersonal-conflict#conflict-types
https://www.indeed.com/career-advice/career-development/interpersonal-
conflict

https://open.lib.umn.edu/communication/chapter/6-2-conflict-and-
interpersonal-communication/

https://projectionsinc.com/abetterleader/interpersonal-conflict-at-work/

https://courses.lumenlearning.com/wm-
organizationalbehavior/chapter/types-of-conflict/

https://www.lifehack.org/846376/interpersonal-conflict

https://www.lnjpitchapra.in/wp-content/uploads/2020/04/CHAPTER-4-B-
ORGANISATIONAL-CONFLICT.pdf

https://www.forbes.com/sites/angelauyeung/2018/02/07/charles-
hoskinson-ethereum-iohk-blockchain-crypto-
cryptocurrency/?sh=27832dc17c15

https://www.protocol.com/fintech/polkadot-ethereum-gavin-wood
CONTRIBUTION -

Online Research -
Rahul Kumar (28)
Barnini Chatterjee (32)
Nilabha Karmakar (36)
Rocky Pandey (39)
Shreemanti Das Roy (55)
Prithis Kumar Roy (57)

Question & Answer –

Rahul Kumar (28)
Barnini Chatterjee (32)

Report Preparation -
Rahul Kumar (28)
Barnini Chatterjee (32)

THANK YOU