1.

1 INTRODUCTION

Human Resources Management (HRM), a relatively new term, that emerged during the
1930s. Many people used to refer it before by its traditional titles, such as Personnel
Administration or Personal Management. But now, the trend is changing. It is now termed as
Human Resources Management (HRM).

Human Resources Management is a management function that helps an organization select,

recruit, train and develops. Human Resources Management is defined as the people who staff
and manage organization.

It comprises of the functions and principles that are applied to retaining, training, developing
and compensating the employees in organization. It is also applicable to non business
organization, such as education, healthcare etc. Human Resource Management is defined as
the set of activities, programs and functions that are designed to maximize both
organizational as well as employee effectiveness.

Conflict Management is the process of limiting the negative aspect of conflict while
increasing the positive aspect of conflict. The aim of conflict management is to enhance
learning and group outcomes, including effectiveness or performance in organizational
setting.

The practice of recognizing and dealing with disputes in a rational, balanced and effective
way. Conflict management implemented within a business environment usually involves
effective communication problem resolving abilities and good negotiating skills to restore the
focus to the company overall goals. Conflict Management is something that companies and
managers need to deal with.
 1.2 OBEJECTIVE OF THE STUDY

Objectives are the guidelines for each work. Objectives are the founder stone of a research
project, because these are mainstays of the whole work, the purpose of saying that every step
of the research is determined and guided by the objectives. Thus it is clear that before starting
any research the objective of the study has to be decided. Therefore, in the wake of all these
things the present study is having the following objectives:-

 To analyze whether the Participant gain a clearer understanding of how to deal with
conflict as it arises in sport and recreation environment.

 To find out whether the Person completing the programmers will be able to train clubs to
handle conflict more effectively.

 To analyze whether the Participant will be better informed to give consideration to review
of their complaint or grievance procedure within their own clubs or organization.

 To find out whether they legally framework the conflict resolution

 To analyze whether the Participant will learn how to handle one of the most common
aspect of complaints within a club and that is complaints from one member to or about
another, which falls outside the legal system.
 4.1 LITERATURE REVIEW

A Literature Review of Conflict Management causes costs, benefits and interventions in

corporate sector. This paper reviews the literature on conflict communication in nursing in
order to prioritize research, theory and interventions that will support HR managers and
employees. Conflict is pervasive in management and has many costs, including burnout,
higher absenteeism seems important in sustaining and developing the field. The literature
study focused on the intersection of management and conflict. The review primarily drew
from the management and disciplines. While much is known about the sources and costs of
conflict in nursing, more can be done to research the benefits of conflict and intervene
effectively. Conflict is a routine feature of management. Nonetheless, sources can be
managed, costs decreased and benefits increased with indirect and direct intervention. HR
manager can support themselves and others in working through conflict by normalizing
conflict, employing proven proactive and reactive interventions and by helping to build
integrated conflict management system.

Conflict management is the process of process of limiting the negative aspects of conflict while
increasing the positive aspects of conflict. The aim of conflict management is to enhance
learning and group outcomes, including effectiveness or performance in organizational
setting.

“Conflict is a process in which one party perceives that its interests are being opposed or
negatively affected by another party.
Wall & Callister

“Conflict is the interactive process manifested in compatibility, disagreement, or dissonance

within or between social entities”.
Rahim

The practice of recognizing and dealing with disputes in a rational, balanced and effective way.
Conflict Management implemented within a business environment usually involves effective
communication, problem resolving abilities and good negotiating skills to restore the focus to
the company’s overall goals.
2.1 FAST MOVING CONSUMER GOODS (F.M.C.G.)

INTRODUCTION:

Examples of F.M.C.G. generally include a wide range of frequently purchased consumer

products such as toiletries, soap, cosmetics, tooth cleaning products, shaving products and
detergents, as well as other non-durables such as glassware, bulbs, batteries, paper products,
and plastic goods. F.M.C.G. may also include pharmaceuticals, consumer electronics,
packaged food products, soft drinks, tissue paper, and chocolate bars. India’s F.M.C.G. sector
is the fourth largest sector in the economy and creates employment for more than three million
people in downstream activities. Its principal constituents are Household Care, Personal Care
and Food & Beverages. The total F.M.C.G. market is in excess of Rs. 85,000 Crores. It is
currently growing at double digit growth rate and is expected to maintain a high growth rate.
F.M.C.G. Industry is characterized by a well established distribution network, low
penetration levels, low operating cost, lower per capita consumption and intense competition
between the organized and unorganized segments.

HISTORY OF F.M.C.G. IN INDIA

FMCG goods are popularly named as consumer packaged goods. Items in this category
include all consumables (other than groceries/pulses) people buy at regular intervals. The
most common in this list are toilet soaps, detergent, shampoos, toothpaste, and household
accessories and extends to certain electronic goods. In India, companies like ITC, H.U.L.,
Colgate, Cadbury and Nestle have been a dominant force in the F.M.C.G. sector well
supported by relatively less competition and high entry barriers (import duty was high).
These companies were, therefore, able to charge a premium for their products. In this context,
the margins were also on the higher side. With the gradual opening up of the economy
over the last decade,
F.M.C.G. companies have been forced to fight for a market share. In the process, margins
have been compromised.

MARKET POTENTIALITY OF F.M.C.G. INDUSTRY

Some of the merits of F.M.C.G. industry, which made this industry as a potential one, are low
operational cost, strong distribution networks, presence of renowned F.M.C.G companies.
Population growth is another factor which is responsible behind the success of this industry.
F.M.C.G. GOODS
FMCG goods are popularly known as consumer packaged goods. Items in this category include
all consumables (other than groceries/pulses) people buy at regular intervals. The most
comman in the list are toilet soaps, detergents, shampoos, toothpaste, shaving products, shoe
polish, packaged stuff, and household accessories and extends to certain electronic goods.
These items are meant for daily of frequent consumption and have a high return

OPPORTUNITIES
With fast-evolving lifestyles and the increasing disposable income of urban consumers, there
exists a definite opportunity for lifestyle and high-end products. With more than 33 per cent
of the Indian consumer base present in rural areas, the rural market will be a key growth
driver for FMCG majors planning to expand their domestic business .Indian consumers are
highly adaptable to new and innovative products. For instance, the market acceptance of
men’s fairness creams clearly demonstrates an opportunity for companies to offer new
products targeting specific customer segments.
2.2 BRITANNIA INDUSTRY LIMITED

HISTORY
Britannia Industries Limited is an Indian food-products corporation based in Bangalore,
India. It sells its Britannia and Tiger brands of biscuit throughout India. Britannia has an
estimated market share of 38%.

CEO: Varun Berry

Headquarters: Bengaluru

Founded: 1892

Revenue: 78.58 billion INR (2014)

Net income: 6.89 billion INR

Parent organization: Wadia Group

The company’s principal activity is the manufacture and sale of biscuit, bread, rusks, cakes and
dairy products

In the history of ‘Biscuit’ the name is famous from the Latin words ‘Bis’ (meaning ‘twice’)
and ‘coctus’ (meaning cooked or baked). Britannia Company is the largest manufacturer of
biscuit, and snacks for over 120 years. The name itself proves that this product has high level
of quality, nutrition and great taste. Britannia brand of biscuit, snacks and dairy products
reaches to around 300 homes across India, and everyone love to eat them with more
happiness and satisfaction. Britannia products are available in more than 3 Million shop in
the world wide and this brand is world famous.
Britannia has been expanding its distribution reach and plans to double its network in the
rural markets. Retail reach is expected to increase from the current 0.4mn outlets to 0.8mn
retail outlets in the next two years. Its new logo incorporates the slogan” Eat Healthy, Think
Better”, positioning the company’s products as a source for healthy food. This is an important
strategy
for promoting consumption of snack foods, which many families do not associate with
nutrition platform, have been launched recently.
Over the long-term, the relative share of unorganized sector is expected to decline gradually.
Existing players with strong brands and established distribution networks will continue to
expand their market. New players will have the daunting task of setting up a distribution
network besides adapting their products to meet the taste preferences of local consumers. The
new entrants are likely to enter into distribution arrangements with established domestic food
companies.
Britannia is an Indian company, which holds larger share in the Indian Biscuit Market.
Britannia has a ladder which is mainly in the sector of bakery and dairy products. The
company was founded in 1892 in Calcutta called as Britannia Biscuit Company with an
investment of rs.295. Initially, the enterprise was acquired by the Gupta Brothers mainly
Nalin Chandra Gupta, a renowned attorney, and operated under the name of “V.S. Brothers”.
Biscuit were in big demand during World War II, which gave a boost to the company’s sales.
The company name finally was changed to the current “Britannia Industries Limited” in
1979. In 1982 the American company Nabisco Brands, Inc. became a major foreign
shareholder. Out of all other product from Britannia, one of its famous Brand Britannia
Biscuits is famous for its taste which is sold all over the world at a reasonable and affordable
price. The product of Britannia Company consists of Biscuit, snacks and dairy products. The
objective of Britannia Biscuit Company is to help people enjoy life through healthy snacking
which is available in all over the stores world-wide at anytime, anywhere and every day.
BRITANNIA INDUSTRIES LIMITED, RUDRAPUR PLANT
Britannia Industries limited was establish at an Rudrapur Plant on 1st may 2005 in the area of
approximately 20 acres mainly for the purpose of production of biscuits as this area is free
from all most all types of taxes.
In Britannia industries there are many types of department which are interconnected to each
other and work together for the welfare of the company as the whole. There is a well built
communication system inside the company which help in doing work on time and with full
efficiency and effectiveness.
In the company when the raw material is entered in the company from that time onwards the
quality of material is taken into consideration, firstly the material is taken into laboratory and
it is being tested and after that it is being tested and after that it is being taken in progress
At the production plant also care is being taken for the neatness and cleanness of the biscuit
are prepared in full hygienic condition. For this purpose all the process who enter the
production or plant area is not allowed to go inside without wearing a cap.
New concept like 5sis also being implemented in Britanni a Industries Limited. The
Company is pursuing for ISO 14001 Certificate and it is ISO 2200 Certified.
The company’s principal activity is the manufacture and sale of:
 Biscuit
 Bread
 Rusks
 cakes
 dairy products

PRODUCTS OF BRITANNIA
Britannia product focused on brining more productive products and expanding the market
rapidly. It was started in1892. It has a history of over 120 years and its business has grown
tremendously stepping at higher margin and satisfying consumer needs by giving superior
quality of products. Their brand name including the features, quality, price, design, etc.
would help them in growth of rapid sales and keeping regular customer and choosing their
product in the market. The product of Britannia Company was mainly consisting of Biscuit,
snacks, and dairy products. The Britannia products consist of the four sectors:- Biscuit Sector
Bread, cakes and Rusk’s Sector and gift sector dairy products.
Biscuit Sectors
Britannia biscuit is famous worldwide for its taste which is sold at a reasonable and
affordable price. Many millions of people enjoy eating biscuits which is a healthy snacks and
which is available in all over the stores at anytime, anywhere and every daY.
Britannia Biscuits are further classified under below sectors:
 Kids Nutrition Treat or Luxury
 Snacking
 Adult Health

Kids Nutrition
Biscuit are fond of every one, kids, adult, old or new generation. Britannia brings wide
variety of biscuit which gives consumer to choose wide range of these products and enjoy the
benefits. Types of biscuit under kids nutrition sector are:
 Britannia Tiger Biscuits.
 Milk Bikis
Britannia Tiger Biscuits

Britannia Tiger Biscuit is one of the biggest brand in the kids sector. Tiger Biscuit was
launched in 1997. The biscuit are full of nutrition like iron, calcium, folic acid, and vitamin
A, vitamin D and are very essential for growing kids. Tiger biscuit are consumed at any time
due to its good taste and healthier product. Britannia Tigers offers fun and energy to kids and
also bring good health and nutrition while consuming each bite of the biscuits.
Britannia New Tiger biscuit consists of Tiger Glucose, Tiger Krunch, Chocó chips
cookies… The price varies from Rs 5 to Rs 15.
MILK BIKIS

KAL KE LIYE AAJ!

Rich with the goodness of milk, Britannia Milk Bikis are crunchy biscuits baked to perfection.
Mothers need not worry about their daily breakfast duel with their little tots over milk, as...
4 Milk Bikis biscuits= Energy of a glass of milk!
MILK BIKIS MILK CREAM

For the millions of kids who hate drinking their glass of milk, we have a lip-smacking Milk
Bikis Milk Cream variant. And because the energy of 3 biscuits is the same as a whole glass
of milk energy, kids don’t have to drink milk. They can eat it too!

GOOD DAY

THE ALL NEW GOOD DAY

It’s a Smile that makes it a Good Day! The smaller joys of life that can brighten up one’s
life everyday often get ignored in the pursuit of larger joys. With its tagline of “Har cookie
mein kayi Smiles.” Good Day will act as an enabler in enjoying all those small moments in
everyday life!
SNACKING
Biscuit which are consumed as snacks are of the best products of Britannia Company. These
snacks are fond of everyone, kids, adult, old or new generation. Britannia bring wide variety
of such snacks which consumer to choose wide range of these products and enjoy the
benefits. Types of biscuit under snacking are:-
 Britannia 50-50
 Time Pass.
 Little Hearts

Britannia 50-50
In the year 1993, Britannia 50-50 was launched and it was the best snack product which was
preferred by all generation of people. In 2001, the delicious Maska Chaska was launched and
became famous.

Time Pass
Britannia introduce a new product mainly for youth and is referred as the best snacks which is
termed as “Fried is on, baked is gone”. The price is very reasonable which Rs5 to Rs10. It
launches three exciting flavors which is mindless masala. Further, it has more excitement by
launching new product under the same name which is time pass classic salted and Time Pass
Nimkee.
LITTLE HEARTS
Little hurts was launched in 19993 mainly for growing youth segment. This was Britannia’s
first Product which was sold in pouch packs. This product was in great demand with special
taste experience that the youth segment were impressed about this product. It is rightly said
that each bite of little hearts melts in the mouth within a second time. tn year 2003, two flavor
called Little Hurts Sesame well introduce.

Adult Health
Biscuit which are consumed by adult which are good for health as it consist of vital nutrients
and vitamins, oats, honey, 5grain and Multigrain and are reffered as the best product of
Britannia company. Britannia brings wide variety of such biscuit which gives consumers to
choose wide range of these products and enjoy the benefits under adult health sectors. Types
of biscuit under Adult Health Sectors.
 Britannia Marie Biscuit
 Britannia Nutri Choice Biscuit
BRITANNIA MARIE BISCUTS
Britannia Marie Biscuit is successful with its balanced taste, crispy and lightness along with
added vitamins and minerals and is rightly called as “healthy tea time biscuit”. This biscuit is
top amongst the Britannia biscuit of brands. This biscuit is further classified into brand called
vita Marie gold and vita Marie honey oats biscuit. Vita Marie Gold Biscuit are loaded with
active nutrients and keeps all generation of people active throughout the day. This biscuit is
perfect for tea time. Vita Marie gold Biscuit are with low fat category, cholesterol free and
made up of cereals, milk protein, and ten essential vitamins.

Britannia Nutri Choice Biscuit

Britannia Nutri choice provide you with a wide range of healthy snacks and good in taste
which is rich in fiber, oats, ragi and multi grain and 5 grain consisting of oats, Ragi, wheat,
Rice and corn. This product is one of the best and good for those people who have high
cholesterol and heart problem. Britannia Nutri choice consist of biscuit such as hi-fiber
Digestive biscuit, 5 grain nutria Bix, nutria choice Crackers, nutri choice arrowroot,
multigrain Thins.
2.3 PARLE INDUSTRY LIMITED

Parle-G, the most well-known product of the company

Type private limited
Traded as Unlisted
Industry Food
Founded 1929
Founder Chauhan family
HeadquartersVile Parle (East), Mumbai, Maharashtra, India
Products Parle-G
Website www.parleproducts.com

Parle Products has been India's largest manufacturer of biscuits and confectionery for almost
80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of other very
popular brands, the Parle name symbolizes quality, nutrition and great taste. With a reach
spanning even to the remotest villages of India, the company has definitely come a very long
way since its inception.
Many of the Parle products - biscuits or confectioneries, are market leaders in their category
and have won acclaim at the Monde Selection, since 1971. With a 40% share of the total
biscuit market and a 15% share of the total confectionary market in India, Parle has grown to
become a multi-million dollar company. While to the consumers it's a beacon of faith and
trust, competitors look upon Parle as an example of marketing brilliance.
HISTORY
Parle Products was founded in 1929 in British India. It was owned by the Chauhan family
of Vile Parle, Mumbai. The original Parle company was split into three separate companies
owned by the different factions of the original Chauhan family.
Parle Products, led by Vijay, Sharad and Raj Chauhan (owner of the brands Parle-G, Melody,
Mango Bite, Poppins, Kismi Toffee Bar, Monaco and Krack Jack)
Parle Agro, led by Prakash Chauhan and his daughters. (Owner of the brands such as Frooti
and Appy)
Parle Bisleri, led by Ramesh Chauhan
All three companies continue to use the family trademark name "Parle".
Parle Products Limited:
Parle Products Limited was established in 1929 and it is worth around US$ 450 million. Parle
Products Limited is one of the topmost manufacturers of confectionery and biscuits in India.
Parle-G, one of the brands of Parle Products Limited, is one of the highest selling biscuit
brands in India. Other popular brands of Parle Products Limited are Mango Bite, Sixer,
Melody, and Hide and Seek. The name of the company is a symbol of great taste,
nutrition, and quality.

Parle Products Limited produces various categories of biscuits like salted and sweet cream,
cumin seed, milk and cheese. The company also produces a wide range of confectionery
items such as candies and toffees that are available in different flavors like mint, tropical
fruit, cola and chocolate. The products of Parle Products Limited are to be found in the
remotest villages of the country and this shows that it has come a long way since it was
established. The company has a market share of around 15% in the total confectionery market
and a share of about 40% in the biscuit.
Parle Products Limited company's factories are located in Bangalore, Mumbai, Neemrana
(Rajasthan), and Bahadurgarh (Haryana). The company's factories that are located in
Neemrana in Rajasthan and Bahadurgarh in Haryana are the biggest confectionery and biscuit
plants in India. Parle Products Limited also has five production units for confectioneries and
fourteen production units for biscuits on contract. The production units of Parle Products
Limited are of world class standards with facilities for automatic packaging and printing. The
company maintains hygiene at every stage of processing in order to make sure that the
products manufactured are of the best quality.
Various countries where products of Parle Products Limited are exported:
 Australia
 UK
 USA
 New Zealand

The Strength of the Brand

Over the years, Parle has grown to become a multi-million US Dollar company. Many of the
Parle products - biscuits or confectionaries, are market leaders in their category.
Today, Parle enjoys a 40% share of the total biscuit market and a 15% share of the total
confectionary market, in India. The Parle Biscuit brands, such as, Parle-G, Monaco and
Krack jack and confectionery brands, such as, Melody, Poppins, Mango bite and Kismi, enjoy
a strong imagery and appeal amongst consumers.
In this way, by concentrating on consumer tastes and preferences and emphasizing Research
& Development, the Parle brand grows from strength to strength.
The Quality Commitment
Parle Products has one factory at Mumbai that manufactures biscuits & confectioneries while
another factory at Bahadurgarh, in Haryana manufactures biscuits. Apart from this, Parle has
manufacturing facilities at Neemrana, in Rajasthan and at Bangalore in Karnataka. The
factories at Bahadurgarh and Neemrana are the largest such manufacturing facilities in India.
Parle Products also has 14 manufacturing units for biscuits & 5 manufacturing units for
confectioneries, on contract. All these factories are located at strategic locations, so as to
ensure a constant output & easy distribution. Each factory has state-of-the-art
machinery.

All Parle products are manufactured under the most hygienic conditions. Great care is
exercised in the selection & quality control of raw materials, packaging materials & rigid
quality standards are ensured at every stage of the manufacturing process. Every batch of
biscuits & confectioneries are thoroughly checked by expert staff, using the most modern
equipment.

The Marketing Strength

The extensive distribution network, built over the years, is a major strength for Parle
Products. Parle biscuits & Sweets are available to consumers, even in the most remote
places.
Parle has nearly 1,500 wholesalers, catering to 4, 25,000 retail outlets directly or indirectly. A
two hundred strong dedicated field force services these wholesalers & retailers. Additionally,
there are 31 depots and C&F agents supplying goods to the wide distribution network.
The Parle marketing philosophy emphasizes catering to the masses. They constantly endeavor
at designing products that provide nutrition & fun to the common man. Most Parle offerings
are in the low & mid-range price segments. This is based on their understanding of the Indian
consumer psyche. The value-for-money positioning helps generate large sales volumes for
the products.
However, Parle Products also manufactures a variety of premium products for the up-market,
urban consumers. And in this way, caters a range of products to a variety of consumers.
 PARLE PRODUCTS

Biscuts Sweets Beverages

Parle-G Melody Frooty
Milk Shakti Mango Bite Appy Fizz
Hide & Seek Poppins Bailley
Krack Jack Kismi Toffee Appy
Monacco Orange Candy Saint Juice
Digestive Marie Must Bites LMN

PARLE BISCUITS
Parle Product Pvt. Ltd. Is a manufacturer and exporter of an array of Parle biscuit, including Parle
cream biscuit, Parle hide and seek biscuit, Parle 20-20 biscuit, Parle Marie biscuit, Parle
Monaco biscuit and Parle-g glucose biscuit. Our range of Parle biscuit is appreciating for
tastiness, crunchiness, healthiness, and the use of premium and fresh ingredient. Also, we
make available these Parle biscuit in desired quantities with in a define time frame.
Since they have been enter at the food competition of monde selection in 1971, the brand have
received constantly gold and silver quality awards at the world quality selection.
 1) Parle G Glucose
from Mumbai (Maharashtra).
2) Parle Monaco Biscuit
Highly nutritive, the Parle g Glucose Biscuit
produce a perfect combination of taste
and health. Being the world largest selling
Biscuit, these Parle G Glucose Biscuit are
popularly packed, ensuring their proper
hygiene and long shelf-life. We are
trustworthy Manufacturer and Exporter
of the Parle-G Glucose Biscuit

Saltiness and distinct taste of these Parle

Monaco Biscuits make them counted
among the best snacks. We are a credible
Manufacturer and Exporter of the Parle
Monaco Biscuit from Mumbai
(Maharashtra). Made using fresh
ingredients, these Parle Monaco Biscuit
are properly packed
3) Parle Krack Jack Biscuits

Introduce in Circa 1972, the Parle Krack Jack

Biscuits. Were India’s first original sweet
and salty Biscuits. Can be enjoyed
anytime, either with a cup of tea, coffee
or milk, these Parle Krack Jack Biscuits
have
taste that cannot be matched.
 4) Hide & Seek A chocolatey heaven is an apt statement that can be
used for Parle Hide & Seek Biscuit, which we
provide. Healthiness, freshness and deliciousness
are packed with our range of Parle Hide & Seek
Biscuit. Our assortment consist of Parle Hide &
Seek Bourbon Biscuit, Parle Hide & Seek
Chocolate.

5) Parle 20-20 Biscuits

A taste wills last on the tongue for a long time, the

Parle 20-20 Biscuit, which we offer, are
processed hygienically, using the best quality,
fresh ingredient. Our range of Parle 20-20
Biscuit Consist of Parle 20 A taste that will last
on the tongue for a long time, the Parle 20-20
Biscuit, which we offer, are processed by
hygienically, using the best quality, fresh
ingredients. Our range of Parle 20-20 Biscuit
consist of Parle 20-20 Kesar Elaichi Cookies,
Parle 20-20 Butter Cookies and Parle 20-20
Cashew Butter cookies

6) Parle Marie Biscuit

Crunchiness,freshness and taste, which are

unbeatable, are presented by our Parle Marie
Biscuit. Processed using the best technology-
these Parle Marie Biscuit are packed properly, in
attractive packing, promising their long shelf.
 SWOT ANALYSIS OF PARLE
Strengths:
 Strong brand recognisation.
 Internet sales.
 Growing reputation in global market.
Opportunities:
 Expanding business operation.
 Value added services.
 Expand rural reach.
Weaknesses:
 Complexities of operation.
 Absence in rural southern areas due
to the presence of existing
competitors.
Threats:
 Fluctuation in foreign policies.
 Government policies.
 3.1Meaning of Conflict Management

Conflict management is a “disagreement between people with different ideas or beliefs.

Conflict is a 'clash of interests, values, actions, views or directions. Conflict situations arise
because of fear, force, fair or funds. Fear is an imaginary concern for future. Force of any
kind initiates and concludes conflicts. Fair is the sense of fairness, which determines the
moral values of an individual. Tangible as well as intangible costs may provoke conflict, and
also help towards its resolution. Interpersonal conflicts arise because of differences in
personality, perceptions, status and ideological and philosophical outlooks. Other causes of
conflict can be communication gaps; personality differences; substandard performance;
disputes over approaches, responsibility and authority; lack of cooperation; or competition
for limited resources.

‘Conflict management is the principle that all conflicts cannot necessarily be resolved, but
learning how to manage conflicts can decrease the odds of non-productive escalation.
Conflict management involves acquiring skills related to conflict resolution, self-awareness
about conflict modes, conflict communication skills, and establishing a structure for
management of conflict in your environment.’ All members of every organisation need to
have ways of keeping conflict to a minimum – and of solving problems caused by conflict,
before conflict becomes a major obstacle to your work.

Conflict management is something that companies and managers need to deal with. Conflict
significantly affects employee morale, turnover, and litigation, which affects the prosperity of
a company, either constructively or destructively.
Conflicts are natural in all walks of daily life – both at workplace and home. Thus, conflict is
ever present and both charming and maddening. But conflict is a complex and big subject.
There are many sources of conflict. Conflict occurs when individuals or groups are not
obtaining what they need or want and are seeking their own self-interest.

Sometimes the individual is not aware of the need and unconsciously starts to act out. Other
times, the individual is very aware of what he or she wants and actively works at achieving
the goal. It would be better to Identify conflict at an early stage and come to an
understanding.
The concept of conflict is controversial. Psychologists and sociologists have given different
meanings. It is being defined as a process by few, an obstructive behavior, and goal
incompatibility by others. Conflict can be expressed as:
Conflict is a process, where perception (real or otherwise) leads to disruption of desirable state of
harmony and stability in an interdependent world
 3.2 Causes of Conflict

 A party is required to engage in an activity that is incongruent with his or her needs or
interests.
 A party holds behavioral preferences, the satisfaction of which is incompatible with
another person's implementation of his or her preferences.
 A party wants some mutually desirable resource that is in short supply, such that the
wants of all parties involved may not be satisfied fully.
 A party possesses attitudes, values, skills, and goals that are salient in directing his or
her behavior but are perceived to be exclusive of the attitudes, values, skills, and goals
held by the other(s).
 Two parties have partially exclusive behavioral preferences regarding their joint
actions.
 Two parties are interdependent in the performance of functions or activities.
 Ask participants: "What is a conflict?" "Why does it arise?" "How is it resolved?"
 Encourage participants to share their experiences of different types of conflict in their
organizations. Some of these may have been resolved, while others would have
remained unresolved. What effects had these conflicts on the working of the
organization? After a brief discussion on these issues, observe that, as
interdependence increases, conflicts are bound to increase. There are several reasons
for conflicts to arise. Some of these may be difficult to identify.
 Conflict is a 'clash of interests, values, actions, views or directions.' Show EXHIBIT 1
and point out that disagreement among people is the underlying basis of conflict.
People disagree because they see things differently, want different things, have
thinking styles which encourage them to disagree, or are predisposed to disagree.
 Conflict situations arise because of fear, force, fair or funds. Fear is an imaginary
concern for future. Force of any kind initiates and concludes conflicts. Fair is the
sense of fairness, which determines the moral values of an individual. Tangible as
well as intangible costs may provoke conflict, and also help towards its resolution.
Interpersonal conflicts arise because of differences in personality, perceptions, status
And ideological and philosophical outlooks. Other causes of conflict can be
communication gaps.
 3.3 Effects of Conflict

Positive effects:
Diffuses more serious conflicts
Stimulates a search for new facts or resolutions
Increases group cohesion and performance
Demonstrates measure of power or ability

Negative effects:
Hinders smooth working
Hampers the decision making process
Causes the formation of competing coalitions
Reduces productivity
 3.4Characteristics of Conflict:
1. Conflict is a process:

Conflict occurs in ‘layers’. First layer is always misunderstanding. The other layers are
differences of values, differences of viewpoint, differences of interest, and interpersonal
differences. It is also called a process because it begins with one party perceiving the other to
oppose or negatively affect its interests and ends with competing, collaborating,
compromising or avoiding.

1. Conflict is Inevitable:

Conflict exists everywhere. No two persons are the same. Hence they may have individual
differences. And the differences may be because of values or otherwise, lead to conflict.
Although inevitable, conflict can be minimized, diverted and/or resolved. Conflict develops
because we are dealing with people’s lives, jobs, children, pride, self-concept, ego and sense
of mission.

2. Conflict is a Normal Part of Life:

Individuals, groups, and organisations have unlimited needs and different values but limited
resources. Thus, this incompatibility is bound to lead to conflicts. The conflict is not a
problem, but if it is poorly managed then it becomes a problem.

3. Perception:

It must be perceived by the parties to it, otherwise it does not exist. In interpersonal
interaction, perception is more important than reality. What we perceive and think affects our
behaviour, attitudes, and communication.

4. Opposition:

One party to the conflict must be perceiving or doing something the other party does not like
or want.

5. Interdependence and Interaction:

There must be some kind of real or perceived interdependence. Without interdependence

there can be no interaction. Conflict occurs only when some kind of interaction takes place.
6. Everyone is inflicted with Conflict:

Conflict may occur within an individual, between two or more individuals, groups or between
organizations.

7. Conflict is not One-dimensional:

It comes into different ways in accordance with degree of seriousness and capacity. At times,
it may improve even a difficult situation.
 3.5 Types of Conflict:

Conflicts can be of different types as described below:

 On the basis of involvement:

Conflicts may be intrapersonal (conflict with self), interpersonal (between two persons) and
organizational. Organizational conflict, whether real or perceived, is of two types –intra
organizational and inter organizational. Inter organizational conflict occurs between two or
more organizations.

Different businesses competing against each other are a good example of inter organizational
conflict. Intra organizational conflict is the conflict within an organization, and can be
examined based upon level (e.g. department, work team, individual), and can be classified as
interpersonal, intra group and intergroup.

Interpersonal conflict-once again-whether it is substantive or affective, refers to conflict

between two or more individuals (not representing the group of which they are a part of) of
the same or different group at the same or different level, in an organization.

 On the basis of Scope:

Conflicts may be substantive and Affective. A substantive conflict is associated with the job,
not individuals, while an affective conflict is drawn from emotions. Substantive conflicts may
be over the facts of a situation, the method or means of achieving a solution to the problem,
ends or goals, and values. Thus it includes task conflict and process conflict in its scope.

Procedural conflicts can include disagreements about factors such as meeting dates and times,
individual task assignments, group organization and leadership, and methods of resolving
disagreements. Unresolved procedural conflicts can prevent work on collaborative projects.
Substantive conflict can enhance collaborative decision-making. Substantive conflict is also
called performance, task, issue, or active conflict.

On the other hand, an affective conflict (also called as relationship or opposite of agreeable
conflict) deals with interpersonal relationships or incompatibilities and centers on emotions
and frustration between parties.

Affective conflicts can be very destructive to the organisation, if remains unresolved.

Relationship conflict comes under the scope of affective conflicts. An affective conflict is
nearly always disruptive to collaborative decision-making. The conflict causes members to be
negative, irritable, suspicious, and resentful.

For example, when collaborators disagree on the recognition and solution to a task problem
because of personal prejudices (e.g. prejudices stemming from strong social, political,
economic, racial, religious, ethnic, philosophical, or interpersonal biases) they are seldom
able to focus on the task.

The two concepts are related to each other. If on e could make a distinction between good and
bad conflict, substantive would be good and affective conflict would be bad. Substantive
conflict deals with disagreements among group members about the content of the tasks being
performed or the performance itself.

 On the basis of Results:

Conflict can be Constructive or Destructive, creative or restricting, and positive or negative.

Destructive conflicts are also known as dysfunctional conflicts, because such conflicts
prevent a group from attaining its goals.

Conflict is destructive when it takes attention away from other important activities,
undermines morale or self-concept, polarizes people and groups, reduces cooperation,
increases or sharpens difference, and leads to irresponsible and harmful behavior, such as
fighting, name-calling.

On the other hand, constructive conflicts are also known as functional conflicts, because they
support the group goals and help in improving performance. Conflict is constructive when it
results in clarification of important problems and issues, results in solutions to problems,
involves people in resolving issues important to them, causes authentic communication, helps
release emotion, anxiety, and stress, builds cooperation among people through learning more
about each other; joining in resolving the conflict, and helps individuals develop
understanding and skills.

 On the basis of Sharing by Groups:

Conflicts may be Distributive and Integrative. Distributive conflict is approached as a

distribution of a fixed amount of positive outcomes or resources, where one side will end up
winning and the other losing, even if they do win some concessions.

On the other hand, integrative – Groups utilizing the integrative model see conflict as a
chance to integrate the needs and concerns of both groups and make the best outcome
possible. This type of conflict has a greater emphasis on compromise than the distributive
conflict. It has been found that the integrative conflict results in consistently better task
related outcomes than the distributive conflict.

 On the basis of Strategy:

Conflicts may be competitive and cooperative. Competitive conflict is accumulative. The

original issue that began the conflict becomes irrelevant. The original issue is more of a
pretext than a cause of the conflict. Competitive conflict is marked by the desire to win the
fight or argument, even if winning costs more and causes more pain than not fighting at all.

Costs do not matter in competitive conflict, and therefore, irrationality remains its main mark.
Competitive conflict is characterized by fear, which is one of the important ingredients in a
conflict becoming irrational. If one is personally invested in the outcome, this too leads to
irrational conclusions, especially if issues of self-esteem, whether personal or national, are
involved.

Competitive conflict can either begin by, or be rationalized by, conflicts of ideology or
principle. Even more, when the desire to win overtakes any specific reason for the conflict,
irrationally develops.

Importantly in history, when powers are roughly equal, such as the World War I alliances
were, conflict that becomes competitive and irrational nearly always develops. In economic
competition customers are the winners and the firms may be at risk. But in sports competition
is encouraged.
In a cooperative situation the goals are so linked that everybody ‘sinks or swims’ together,
while in the competitive situation if one swims, the other must sink. A cooperative approach
aligns with the process of interest-based or integrative bargaining, which leads parties to seek
win-win solutions. Disputants that work cooperatively to negotiate a solution are more likely
to develop a relationship of trust and come up with mutually beneficial options for
settlement.

 On the basis of Rights and Interests:

Conflict of rights means where people are granted certain rights by law or by contract or by
previous agreement or by established practice. If such a right is denied, it will lead to conflict.
Such a conflict is settled by legal decision or arbitration, not negotiation.
 3.6 Conflict Indicators:

 Body language
 Colleagues not speaking to each other or ignoring each other
 Deliberately undermining or not co-operating with each other, to the downfall of the team
 contradicting and bad-mouthing one another
 Disagreements, regardless of issue
 Withholding bad news
 Surprises
 Strong public statements
 Airing disagreements through media
 Conflicts in value system
 Desire for power
 Increasing lack of respect
 Open disagreement
 Lack of candor on budget problems or other sensitive issues
 Lack of clear goals
 No discussion of progress, failure relative to goals, failure to evaluate the superintendent
fairly, thoroughly or at all
 Factions meeting to discuss issues separately, when they affect the whole organization
 One group being left out of organizing an event which should include everybody
 Groups using threatening slogans or symbols to show that their group is right and the
others are wrong.
 3.7Causes/ Reasons/Sources of Conflicts:

Conflicts may be caused by any one or more of the following reasons:

Cognitive (Recognition and Understanding) Dissonance (Difference of opinion):

It is a conflict between convergent (ability to narrow the number of possible solutions

to a problem by applying logic and knowledge) and divergent thinking (thinking
outwards instead of inward).

Status:

Status is a state, condition, or situation. When there is a need for status and a “wrong”
person is promoted.

Incongruence:

A party is required to engage in an activity that is incongruent with his or her needs or
interests.

Incompatibility:

A party holds behavioral preferences like attitudes, values, skills, goals, and
perceptions, the satisfaction of which is incompatible with another person’s
implementation of his or her preferences. Economics: Insufficient remuneration to
employees.
Stress:

 Conflicts from stress from external sources; i.e., functional or dysfunctional situations
 Poor or Inadequate Organizational Structure and Lack of Teamwork.

Seeking Power:

Often a conflict for power struggle takes place when everyone wants to be a leader and
nobody wants to be a follower.

Weak Leadership:

 Conflict is bound to result if someone of less stature leads a more qualified and
experienced worker.
 Arbitrary interpretation and application of rules and policies: Lack of transparency and
openness creates dissatisfaction among the affected people.
 3.8 Conflict Management Styles:

 Conflict management must aim at minimizing affective conflicts at all levels, attain and
maintain a moderate amount of substantive conflict, and also to match the status and
concerns of the two parties in conflict.
 Many styles of conflict management behavior have been researched in the past century.
Mary Parker Follett described them as domination, compromise, and integration (involves
openness, exchanging information, looking for alternatives, and examining differences to
solve the problem in a manner that is acceptable to both parties).
 She also mentioned avoidance and suppression as other forms of handling conflicts. Robert
R. Blake and Jane S. Mouton then presented five styles: forcing, withdrawing, smoothing
compromising, and problem solving. The five styles in currency in 21st century, as shown

:
1. Avoidance (Leave-lose/win):

 It is non-assertive and non-cooperative. The manager may think or pretend that no

conflict exists or just ignore it. This strategy is used when the effort to resolve is not
worth the salt. But this approach over the time worsens the situation.
 Avoidance might take the form of diplomatic sidestepping the issue or postponing
resolution in time to come or simply withdrawing from a situation. A turtle is a symbol
for avoidance, because it can avoid everything by pulling its head and legs into the shell
to be off to everything.

2.Accommodating (Yield-lose/win):

 Accommodating is non-assertive and cooperative, just opposite of competing. To solve

the conflict, if someone puts his interests last so as to satisfy concerns of other people by
giving in, sacrificing, or accepting, or yielding to other’s view point, it is called
accommodation.
 However, being too accommodating too often can weaken your position to the point
where your voice is never heard. There will be high relationship orientation. This style is
also used when the new approach is to be used in the very near future. It may solve the
conflict for the other party, but a conflict will begin in manager. This style is not
objective.
 A chameleon is a symbol of the accommodating style since it changes its color to match
the color of its environment. By changing its color to accommodate its surroundings, the
chameleon fits quietly into its environment.

3.Competing (Win/lose):

 The style is assertive and non-cooperative. A person puts his/her interests before anyone
else’s interests. It is also known as dominating style. One stands up for his rights and uses
all the power to win his position. There is low relationship orientation. Managers, using
this style, want others to follow his dictates or get his way.
 This style can be used only when one’s leadership is established. There would be low
relationship orientation Low relationships orientation a lion can be a symbol of a
competitive style. The lion’s roar helps the lion to satisfy its interests.

4.compromising (Mini-win/mini-lose):
 It is some assertive and some cooperative. Compromise is on the path toward
collaboration, somewhere between competition and accommodation. The style means
mutual give-and-
 take to satisfy both parties, or both may say, “Something is better than nothing.” It has
equal distance between competing and accommodating.
 There would be negotiated relationship orientation. When the objective is to move on, not
to stop the journey, the manager may compromise. A zebra can be a symbol for the
compromising style. A zebra’s unique look seems to indicate that it didn’t care if it was a
black horse or a white horse, so it “split the difference” and chose black and white stripes.

5. Collaborating (Win/win):

 It is assertive as well as cooperative, just opposite of avoiding. It may also be called

integrative style. This style focuses on satisfying the underlying concerns of both the
parties, meeting many current needs by working together. Through this style, employees
develop ownership and commitment. Sometimes this style gives birth to new mutual
needs.
 3.9 A manager should take following actions to minimize conflicts:

1. Regular Review of Job Descriptions:

With the pace of change the job description must also change. But this will be possible only when the job
descriptions are regularly reviewed

2. Establish Rapport and build Relationship with all of Your Subordinates:

For it, meet them at regular intervals; ask them about their achievements, problems, and
challenges.

3. Regular Reports:
A manager must get progress report about his subordinates regularly, indicating
achievements, current needs and future scenario.

4. Training:
Every manager needs to be provided training in interpersonal communication, conflict
management, and delegation of authority

5. Mutual Development of Procedures:

For routine tasks, the procedures should be developed keeping in mind the inputs received
from employees. If possible, encourage them to write. Such written procedures should be
distributed to all concerned. If the need be, concerned employees be trained in those
procedures.

6. Holding Regular Meetings:

The managers need to hold regular management meetings to inform subordinates about new
initiatives to be taken and the progress of current programmers.

7. Anonymous Suggestion Box:

Consider such a box in which employees can provide suggestions.

 3.10 Factors affecting Conflict Styles:

1. Gender: Some of us use assertive conflict modes because of our gender and particular
kind of socialization. Some males, because they are male, were taught to “always stand up to
someone, and, if you have to fight, then fight”. If one was socialized this way he will be
more likely to use assertive conflict modes versus using cooperative modes. Self-concept:
The way we think and feel about ourselves and opinions about others affects as to how we
approach conflict with the other person.

2. Expectations: If we believe that our team or the other person wants to resolve the
conflict, we would be positive to resolve the conflict?

3. Position/Power: Where do we stand in power status relationship with the person we are
in conflict? It means whether the other man is equal to, more than, or less than us in status.

4. Life Experience: Through knowledge and experience we might have gained skills
about conflict and “conflict management understanding”. It enables us to determine what
conflict mode to use with the particular person with whom we are in conflict.

5. Communication skills: The basic of conflict resolution and conflict management is

how effectively we communicate. People using effective communication will be able to
resolve conflicts with greater ease and success
4.11 Various tools company Is Harmonizing several Area
 Safeguard the Interest: safeguard the interest of employees and management by
securing the highest level of mutual understanding and good will among all those.
 Section in the industry which participate in the process of production.
 Avoid Conflict: To avoid any conflict or strife and develop harmonious relation, which
are essential factors in the productivity of workers and the industrial progress of a
country.

 Improve economic condition: Improvement in the economic conditions of workers in

the existing state of industrial managements.
 Problem Solving: The problem solving technique is considered to be the most positive
technique for conflict resolution because it emphasizes the attaining of the common
interest of both conflicting parties.
 Raise Productivity: to raise productivity to a higher level in an era of full employment
by lessening the tendency to high turnover and frequency absenteeism.
 5.1 MEANING OF RESEARCH

“Systematized efforts to gain new knowledge”

Redman and Mary
Research is the process of defining and re-defining problems formulating the different hypothesis with
suggested solution by collecting, summarizing, organizing and evaluating different data’s by thus
reaching on solutions with careful testing. Research is common means which refers to search for
knowledge. Research is scientific and systematic search for pertinent information on a specific topic.
“A careful investigation or inquiry especially through search for new facts in any branch of
knowledge”.
“All progress for born of inquiry. Doubt is often better than over confidence for its lead to
enquiry and inquiry leads to invention”. Research methodology is a way to systematically
solve the research problem. It is science of studying how research is done scientifically. Thus
it encompasses the research methods or techniques to solve the given problem the reliable
result. Research has its significance in solving various operational and planning problems of
business and industry. Operational and market research along with any in taking decision.
Motivational research is defining why people behave is as they do mainly concerned with the
determinations of motivations underlying their consumer behavior

For a good research & for proper & authentic result it plays a crucial role. The project also covers
descriptive research which also includes survey & fact finding inquires
5.2 TYPES OF RESEARCH
My Research study is based on PRESCRIPTIVE TYPE OF RESEARCH with the main
purpose of exploring the process of conflict management in FMCG Sector (with special
Reference to Britannia and Parle).

5.3 OBJECTIVE OF RESEARCH

The purpose of research is to discover the answer of question through the application of
scientific procedure. The main aim of research is to find out the truth which is hidden and
which has not been discovered as yet.
 To find out the techniques which the employee are used to solve conflicts.
 To evaluate the idea and adequate mechanism to solve the conflict.
5.3 RESEARCH DESIGN
The basic Research design of the project thus includes:
TYPE OF STUDY- Prescriptive Research.
Prescriptive Research includes survey and fact finding enquiries of different kind. The main
purpose of descriptive research is to describe states of affairs as it exists.
OVERALL DESIGN- Flexible Design.
SAMPLING DESIGN- Non Probability Sampling Design (Convenience Sampling).
STATISTICAL DESIGN- Percentage
OBSERVATIONAL DESIGN- Structured Questionnaires
OPERATIONAL DESIGN- Survey

5.4 SAMPLING DESIGN

SAMPLING UNIT: The Sampling unit in this project includes the employees of all
departments of Parle and Britannia.
SOURCES LISTS: Employees of HR, MARKETING, PRODUCTION.
SAMPLING SIZES: The Sampling size includes 100 employees. PARAMETERS
OF INTEREST: Parameters of my interest is to identifies whether the employees are
satisfied or not in FMCG Sectors (with special reference to Britannia and Parle).
BUDGETARY CONSTRAINTS: Non-Probability Sampling design is chosen to
supplement the budgetary constraints.

SAMPLING PROCEDURE: The technique being used is the convenience sampling, which is one of the
types of non-probability sampling
5.5 DATA COLLECTION
When research problem has been defined or research plan has been chalked out, the task of
data collection begins.
There are two types of data:-

 PRIMARY DATA

 SECONDARY DATA

 PRIMARY SOURCES
Primary data for the research was collection by surveying the company by preparing a
structured questionnaire.

 SECONDARY SOURCES
Secondary sources data including company profile & theory of conflict management
has been collected through the:
I. Search Engine
II. Book & literature which is available about the company.
III. Website of the company.

Q1. Do you think that healthy conflict resolution techniques exist in your company?

Option Britannia Parle

Yes 50% 60%
No 30% 20%
Can’t say 20% 20%
 70%

60%

50%

40%

30%

20%

10%

0%
yes no can't say

Interpretation

In Britannia,50% of them say yes, 30% of them say no whereas 20% of them can’t say
anything about the healthy conflict resolution technique exist in your company whereas in
Parle, 60% of them say yes, 20% of them say no where as 20% of them can’t say
anything about the healthy conflict resolution technique exist in your company .
Q2. When someone else thinks that they have a good idea do you cooperate and help them?

Option Britannia Parle

Yes 60% 40%
No 20% 20%
Can’t say 20% 40%
 70%

60%

50%

40%

30%

20%

10%

0%
yes no can't say

Interpretation

In Britannia, 60% of them say yes, 20% of them say no, 20% of them say can’t say
whereas In Parle, 40% of them say yes, 20% of them say no and 20% of them can’t say
that when they have a good idea and corporate and help them.
Q3. When a conflict arises does you usually willing to adjust your priorities to reach a
resolution?

Option Britannia Parle

Yes 40% 50%
No 30% 40%

Can’t say 30% 10%

60%

50%

40%

30%

20%

10%

0%
yes no can't say

Interpretation

In Britannia, 40% of the employee say yes whereas in Parle 50% of them say yes that
they usually willing to adjust their priorities to reach a resolution. 20% of the employee
say no in Britannia whereas 30% of them say no in Britannia and also 40% of them say
no in Parle that they usually not willing to adjust their priorities whereas 30% of the
employee can’t say in Britannia and 10% of the employees also can’t say in Parle about
whether they adjust their priorities to reach a resolution.
 Q4. Do you think that company has an adequate mechanism to solve the conflict problem?

Option Britannia Parle

Yes 40% 50%
No 40% 40%
Can’t say 20% 10%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
yes no can't say

Interpretation:

In Britannia, 80% of the employees say yes,40% of the employee say no and 10% of the
employee say they don’t know whether the company has an adequate mechanism to solve
the conflict whereas In Parle, 50% of the employee say yes, 40% of the employees say no
whereas 10% of the employee can’t say whether their company has an adequate
mechanism to solve the conflict problem.
Q5. During the conflict situation did you try to find some compromises?

Option Britannia Parle

Yes 80% 50%
No 10% 40%
Can’t say 10% 10%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0% yes no can't say

Interpretation

In Britannia, 80% of the employee say yes, 10% of the employee say no whereas 10% of
the employee can’t say that they try to find out some compromises whereas In Parle, 50%
of the employee say that they find a situation of compromise, 40% of them say no they do
not find any type of compromise whereas 10% of them can’t say anything about it.
Q6 did you think that conflict if arises then it also affect the productivity of the company?
Option Britannia Parle
Yes 80% 60%
No 10% 20%
Can’t say 10% 20%

90%

80%

70%

60%

50%

40%

30%

20%

10% yes no can't say

0%
Interpretation

In Britannia, 80% of the employees say yes that conflict can affect the productivity, 10%
of the employees say no that conflict does not affect the productivity whereas 10% of them
can’t say about this. In Parle, 60% of the employee says yes that conflict affect the
productivity, 20% of the employees say no that conflict does not affect the productivity
whereas 20% of the employee can’t say anything about it..
Q7.Do you think conflict is solved through the process of effective counseling and good
communication process?
Option Britannia Parle
Yes 60% 50%
No 20% 20%
Can’t say 20% 30%

70%

60%

50%

40%

30%

20%

10%

0%
yes no can't say

Interpretation

In Britannia, 60% of the employee say yes that the conflict which arises can be solved
through counseling, 20% of the employee say no whereas 20% of the employee can’t say
anything about it. In Parle, 50% of the employees say yes that through the process of
effective counseling and good communication help to resolve the conflict, 20% of the
employee say no that counseling and good communication does not lead to resolve conflict
whereas 30% of the employee can’t say anything about it.
Q8. When conflict occurs did you tends to back out of the situation and do something else?
Option Britannia Parle
Yes (Back out) 50% 50%
No (do something else) 20% 30%
Can’t say 30% 20%

60%

50%

40%

30%

20%

10%

0%
yes no can't say

Interpretation

In Britannia, 50% of the employee say that when conflict arises they use to back out the
situation,20% of the employee say no that they do not back out from the situation whereas
30% of the employee can’t say about this. In Parle, 50% of the employee say that when
conflict arises they use to back out the situation, 20% of the employee say no that they do
not back out from the situation whereas 30% of the employee can’t say about this.
 Q9. Difference in opinion is not always worth worrying about, so do you usually or
sometime avoid them?
Option Britannia Parle
Yes 50% 50%
No 40% 30%
Can’t say 10% 20%

60%

50%

40%

30%

20%

10%

0%
yes no can't say

Interpretation

In Britannia, 50% of the employees say yes that difference in opinion are not always worth
worrying to them avoid , 40% of the employee say no that difference in opinion are not
always worth worrying to avoid them and 10% them can’t say anything about this. In Parle,
50% of the employee say that difference in opinion are not always worth worrying to them
avoid , 30% of the employee say no that difference in opinion are not always worth worrying
to avoid them and 20% them can’t say anything about this.
Q10. What do you believe is the important factor for resolving the conflict?
Option Britannia Parle
Good communication 63% 40%
Stakeholder management 20% 10%
Managing quality 5% 20%
Adding value 12% 30%

70%

60%

50%

40%

30%

20%

10%

0%

good communication stakeholder managing quality adding value

management
Interpretation

In Britannia, 63% of the employee say that good communication is the important factor for
resolving conflict, 20% of the employee say that stake holder is the important factor for
resolving conflict, 5% of the employee say Managing Quality is the important factor for
resolving conflict, 12% of the employee say adding value is the important factor for
resolving conflict. In Parle, 40% of the employee say that good communication is the
important factor for resolving conflict, 10% of the employee say that stake holder is the
important factor for resolving conflict, 20% of the employee say Managing Quality is the
important factor for resolving conflict, 30% of the employee say adding value is the
important factor for resolving conflict
 Q11. In what way did the conflict affect the project?
Option Britannia Parle
Duration 10% 12%
Cost 12% 5%
Someone left 45% 20%
Future relationship 0 15%

All of the above 33% 48%

60%

50%

40%

30%

20%

10%

0%
duration cost someone left fututre all of the above
relationship

Interpretation

In Britannia, 10% of the employee say that duration is the main reason in which conflict
affect the project, 12% of the employee say cost, 45% of the employee say if someone left
than it affect the project whereas 33% of the employee say that all the factor may affect the
project whereas in Parle, 12% of the employee say that duration is the main reason in which
conflict affect the project, 5% of the employee say cost, 20% of the employee say if someone
left than it affect the project, 15% of the employee say future relationship whereas 48% of the
employee say that all the factor may affect the project
 Q12. How does your organization deal with the conflicts among the employees?
Option Britannia Parle
By imposing decision 30% 40%
By comparing 25% 27%
Avoiding conflicts 30% 23%
Others 15% 10%

40

35

30

25

20

15

10

By imposing decision By Avoiding confilct Others

comparing

Interpretation

In Britannia,30% of the employees say that by imposing decision, 25% of the employee say
by comparing,30% of the employee say that avoiding conflicts, 15% of the employees say
,that other factor are therein which organization deal with the conflict among the employees.
Q13. If a person does something that irritates you. What is your first reaction?
Option Britannia Parle
Will give him a direct eye 35% 30%
contact
Will take away from the place 40% 40%
Will tell him that his behavior 25% 30%
is irritating you

45

40

35

30

25

20

15

10

5
Will give him a direct eye Will take away from the place Will tell him that his behaviour
0
contact is imitating you

Interpretation

In Britannia, 35% of the employee will give him a direct eye contact, 40% of the employee
will take away from the place, 35% of the employee say they will tell them that his
behavior is irritating you whereas In Parle, 30% of the employee will give him a direct eye
contact, 40% of the employee will take away from the place, 30% of the employee say they
will tell them that his behavior is irritating you.
 Q14. Do you have the necessary information about your job so that conflict may not arise?
Option Britannia Parle
Strongly agree 40% 35%
Agree 50% 50%
Disagree 10% 15%
Strongly disagree 0% 0%

60

50

40

30

20

10

0
strongly agree agree disagree strongly agree

Interpretation

In Britannia, 40% of the employee are strongly agree, 50% of the employee are agree, 10% of the employee are
disagree whereas In Parle,35% of the employee are strongly agree, 50% of the employee are agree, 15% of the
employee are disagree
Q15. What type of conflict your organizations often come across with?
Option Britannia Parle
Employee conflict 45% 50%
Management conflict 30% 25%
Other 25% 25%

60

50

40

30

20

10

0
employee conflict management conflict other

Interpretation

In Britannia, 45% of the employee say that employee conflict, 30% of the employee say
that management conflict, 25% of the employee say that other are the factors through which
organization often come across with whereas In Parle, 45% of the employee say that
employee conflict, 25% of the employee say that management conflict, 25% of the
employee say that other are the factors through which organization often come across with.
6.1 FINDINGS

 In Britannia,50% of them say yes, 30% of them say no whereas 20% of them can’t say
anything about the healthy conflict resolution technique exist in your company whereas
in Parle, 60% of them say yes, 20% of them say no where as 20% of them can’t say
anything about the healthy conflict resolution technique exist in your company ./

 In Britannia, 60% of them say yes, 20% of them say no, 20% of them say can’t say
whereas In Parle, 40% of them say yes, 20% of them say no and 20% of them can’t say
that when they have a good idea and corporate and help them.
 In Britannia, 40% of the employee say yes whereas in Parle 50% of them say yes that
they usually willing to adjust their priorities to reach a resolution. 20% of the employee
say no in Britannia whereas 30% of them say no in Britannia and also 40% of them say
no in Parle that they usually not willing to adjust their priorities whereas 30% of the
employee can’t say in Britannia and 10% of the employees also can’t say in Parle about
whether they adjust their priorities to reach a resolution.
 In Britannia, 80% of the employees say yes,10% of the employee say no and 10% of the
employee say they don’t know whether the company has an adequate mechanism to
solve the conflict whereas In Parle, 50% of the employee say yes, 40% of the employees
say no whereas 10% of the employee can’t say whether their company has an adequate
mechanism to solve the conflict problem.
 In Britannia, 80% of the employee say yes, 10% of the employee say no whereas 10% of
the employee can’t say that they try to find out some compromises whereas In Parle,
50% of the employee say that they find a situation of compromise, 40% of them say no
they do not find any type of compromise whereas 10% of them can’t say anything about
it.
 In Britannia, 80% of the employees say yes that conflict can affect the productivity, 10%
of the employees say no that conflict does not affect the productivity whereas 10% of
them can’t say about this. In Parle, 60% of the employee says yes that conflict affect the
productivity, 20% of the employees say no that conflict does not affect the productivity
whereas 20% of the employee can’t say anything about it..

 In Britannia, 60% of the employee say yes that the conflict which arises can be solved
through counseling, 20% of the employee say no whereas 20% of the employee can’t say
 anything about it. In Parle, 50% of the employees say yes that through the process of
effective counseling ansd good communication help to resolve the conflict, 20% of the
employee say no that counseling and good communication does not lead to resolve
conflict whereas 30% of the employee can’t say anything
 In Britannia, 50% of the employee say that when conflict arises they use to back out the
situation,20% of the employee say no that they do not back out from the situation
whereas 30% of the employee can’t say about this. In Parle, 50% of the employee say
that when
conflict arises they use to back out the situation, 20% of the employee say no that they
do not back out from the situation whereas 30% of the employee can’t say about this.
 In Britannia, 50% of the employees say yes that difference in opinion are always worth
worrying to them avoid , 40% of the employee say no that difference in opinion are not
always worth worrying to avoid them and 10% them can’t say anything about this. In
Parle, 50% of the employee say that difference in opinion are always worth worrying to
them avoid , 30% of the employee say no that difference in opinion are not always worth
worrying to avoid them and 20% them can’t say anything about this.
 In Britannia, 63% of the employee say that good communication is the important factor
for resolving conflict, 20% of the employee say that stake holder is the important factor
for resolving conflict, 5% of the employee say Managing Quality is the important factor
for resolving conflict, 12% of the employee say adding value is the important factor for
resolving conflict. In Parle, 40% of the employee say that good communication is the
important factor for resolving conflict, 10% of the employee say that stake holder is the
important factor for resolving conflict, 20% of the employee say Managing Quality is the
important factor for resolving conflict, 30% of the employee say adding value is the
important factor for resolving conflict.
 In Britannia, 10% of the employee say that duration is the main reason in which conflict
affect the project, 12% of the employee say cost, 45% of the employee say if someone
left than it affect the project whereas 33% of the employee say that all the factor may
affect the project whereas in Parle, 12% of the employee say that duration is the main
reason in which conflict affect the project, 5% of the employee say cost, 20% of the
employee say if someone left than it affect the project, 15% of the employee say future
relationship whereas 48% of the employee say that all the factor may affect the project
 In Britannia,30% of the employees say that by imposing decision, 25% of the employee
say by comparing,30% of the employee say that avoiding conflicts, 15% of the
employees
say that other factor are therein which organization deal with the conflict among the
employees.
 In Britannia, 35% of the employee will give him a direct eye contact, 40% of the
employee will take away from the place, 35% of the employee say they will tell them
that his behavior is irritating you whereas In Parle, 30% of the employee will give him a
direct eye contact, 40% of the employee will take away from the place, 30% of the
employee say they will tell them that his behavior is irritating you.
 In Britannia, 40% of the employee are stongly agree, 50% of the employee are agree,
10% of the employee are disagree whereas In Parle,35% of the employee are stongly
agree, 50% of the employee are agree, 15% of the employee are disagree.
 In Britannia, 45% of the employee say that employee conflict, 30% of the employee say
that management conflict, 25% of the employee say that other are the factors through
which organization often come across with whereas In Parle, 45% of the employee say
that employee conflict, 25% of the employee say that management conflict, 25% of the
employee say that other are the factors through which organization often come across
with.
6.2 CONCLUSION

Britannia Industries Ltd. And Parle Biscuit Pvt. Ltd. Are the reputed companies and has a
very good brand image in the market. It is because of its first mover advantage in the market
of consumer product, superior quality, effective price, better customer service, etc. which has
captured a sound market share in FMCG. According to my research I found that:-

In Parle there is a healthy conflict resolution techniques and also they have an adequate
mechanism to solve conflict. I have also found that if conflict arises in their company than it
does not affect the productivity and also they do not back out from the situation.

But In Britannia, I have found that they come less across to the employee conflict which is a
good signed for an organization as compared to Parle. Also I have found that employees have
more information about their job as compared to Parle so that conflict may not arise and it
does not affect the time, duration and cost.
6.3 RECOMMENDATION

 In Britannia, company should take healthy conflict resolution techniques in their company.
 In Britannia, company should try to more focus on the adequate mechanism to resolve
the conflict.
 In Parle, more consideration should be taken towards the process of effective counseling.
 In Parle, more consideration should be taken toward good communication as employee
think that this is the important factor for resolving the conflict.
 In Parle, there should be advance planning of work schedule to prevent the conflict.

 In Parle, company should give all necessary information to the employees about their
job. So that conflict may not arise.
 6.4 LIMITATION OF THE STUDY

6.4.1 Time for conducting the research was limited

6.4.2Since the data provided by the company was inadequate on certain aspect, due to
which complete information couldn’t be gain
6.4.3 The result would be verifying according to the individual as well as time
6.4.4Some respondent hesitated to give the actual answer. They feared that management
would take action against them.
6.4.5 The personnel biasness of the respondent might have entered into their response.
6.4.6 It cannot provide the answer to any problem but can only provide a set of
guideline. Thus , management will have to consider research findings in the light of other
factors such as production, finance and personnel, in arriving at the decision.
 BIBLIOGRAPHY

REFERENCE BOOK

 Kothari C. R. Research Methodology, 2nd edition, New Age International Publishers,

2014.
 Dr Vijendra k Shrivastava. Industrial management and entrepreneurship , Mahaveer publication.
 N.K SAHNI and MEENU GUPTA. Consumer Behavior, by Kalyani publishers.
 Kotler Philip, Marketing Management, 15th edition, Pearson Publisher, 2015.

WEBSITES
 http/www.parleindia.com
 http/www.google.com
 http/www.conflictmanagement.com
 http/www.wikipedia.org/wiki/preference
 http/www.britannia.com
 ANNEXURE

Q1. Do you think that healthy conflict resolution techniques exist in your company?

Option Britannia Parle

Yes
No
Can’t say

Q2. When someone else thinks that they have a good idea do you cooperate and help them?

Option Britannia Parle

Yes
No
Can’t say
 Q3. When a conflict arises does you usually willing to adjust your priorities to reach a
resolution?

Option Britannia Parle

Yes
No
Can’t say

Q4. Do you think that company has an adequate mechanism to solve the conflict problem?

Option Britannia Parle

Yes
No
Can’t say
Q5. During the conflict situation did you try to find some compromises?

Option Britannia Parle

Yes
No
Can’t say

Q6 Did you think that conflict if arises then it also affect the productivity of the company?
Option Britannia Parle
Yes
No
Can’t say
Q7. Do you think conflict is solved through the process of effective counseling and good
communication Processs?
Option Britannia Parle
Yes
No
Can’t say

Q8. When conflict occurs did you tends to back out of the situation and do something else?
Option Britannia Parle
Yes (back out)
No (do something else)
Can’t say

Q9. Difference in opinion is not always worth worrying about, so do you usually or
sometime avoid them?
Option Britannia Parle
Yes
No
Can’t say

Q10. What do you believe is the important factor for resolving the conflict?
Option Britannia Parle
Good communication
Stakeholder management
Managing quality
 Adding value
Other

Q11. In what way did the conflict affect the project?

Option Britannia Parle
Duration
Cost
Someone left
Future relationship
All of the above

Q12. How does your organization deal with the conflicts among the employees?
Option Britannia Parle
By imposing decision
By comparing
Avoiding conflicts
Others

Q13. If a person does something that irritates you. what is your first reaction?
Option Britannia Parle
Will give him a direct eye
contact
Will take away from the place
Will tell him that his behavior
is irritating you

Q14. Do you have the necessary information about your job so that conflict may not arise?
Option Britannia Parle
Strongly agree
Agree
 Disagree
Strongly disagree

Q15. What type of conflict your organizations often come across with?
Option Britannia Parle
Employee conflict
Management conflict
Other