ORGANISATIONAL CULTUREA single definition of organizational culture has proven to be very elusive. No one definition of organizational culture has emerged in the literature. One of the issues involving culture is that it is defined both in terms of its causes and effect. For example, these are the two ways in which cultures often defined.1. Outcomes- Defining culture as a manifest pattern of behavior- Many people use the term culture to describe patterns of cross individual behavioral consistency For example, when people say that culture is The way we do things around here, they are defining consistent way is in which people perform tasks, solve problems, resolve conflicts, treat customers, and treat employees. 2. Process- Defining culture as a set of mechanisms creating cross individual bhehavioral consistency- In this case culture is defined as the informal values, hnorms, and beliefs that control how individuals and groups in an organization interact with each other and with people outside the organization. Both of these approaches are relevant to understanding culture. It is important to know on what types of behavior culture has greatest impact (outcomes) and how culture works to control the behavior of organizational members. We will address these two questions later in the module.Functions of organizational culture1. Behavioral control 2. Encourages stability 3. Provides source of identity Draw backs of culture 1. Barrier to change and improvement2. Barrier to cross departmental and cross organizational cooperation 3. Barrier to mergers and acquisitions What Types of Behavior Does Culture Control?Using the outcome approach, cultures are described in terms of the following variables: Innovation versus Stability- The degree to which organizational members are encouraged to be innovative, creative and to take risks. Strategic versus Operational Focus- The degree to which the members of the management team focus on the long term big picture versus attention to detail. Outcome versus Process Orientation- The degree to which management focuses on outcomes, goals and results rather than on techniques, processes, or methods used to achieve these results. Task Versus Social Focus- The relative emphasis on effect of decisions on organizational members and relationships over task accomplishment at all costs Team versus Individual orientation- The degree to which work activities are organized around teams rather than individuals Customer Focus versus Cost Control- The degree to which managers and employees are concerned about customer satisfaction and Service rather than minimizing costs Internal verses External Orientation- The degree to which the organization focuses on and is adaptive to changes in its environment Cultural Control MechanismsHow does organizational culture control the behavior of organizational members? If consistent behavioral patterns are the outcomes or products of a culture, what is it that causes many people to act in a similar manner? There are four basic ways in which a culture, or more accurately members of a reference group representing a culture, creates high levels of cross individual behavioral consistency. There are: Social Norms Social norms are the most basic and most obvious of cultural control mechanisms. In its basic form, a social norm is simply a behavioral expectation that people will act in a certain way in certain situations. Norms (as opposed to rules) are enforced by other members of a reference group by the use of social sanctions. Norms have been categorized by level. A. Peripheral norms are general expectations that make interactions easier and more pleasant. Because adherence of these norms is not essential to the functioning of the group, violation of these norms general results in mild social sanctions. B. Relevant norms encompass behaviors that are important to group functioning. Violation of these norms often results in non-inclusion in important group functions and activities Shared ValuesAs a cultural control mechanism the keyword in shared values is shared. The issue is not whether or not a particular individual's behavior can best be explained and/or predicted by his or her values, but rather how widely is that value shared among organizational members, and more importantly, how responsible was the organization/culture in developing that value within the individual. What is a value? Any phenomenon that is some degree of worth to the members of giving groups: The conception of the desirable that establishes a general direction of action rather than a specific objective. Values are the conscious, affective desires or wants of people that guide their behavior

How are values formed/developed within individuals? We like to think that our values are unique to us and an essential part of who we are. The critical question here is, how much of our values are derived from our reference group affiliation? We find that for most people, their values are generally consistent with the values of the reference group in which they were socialized. There are two kinds of values:

A. Instrumental values represent the means an individual prefers for achieving important ends. B. Terminal values are preferences concerning ends to be achieved. When an individual can no long answer the question of

These components of culture have a well defined linkage with each other which binds a culture and makes change in any one of the components difficult. However, change in any one of these components causes chain reactions amongst others. Their interrelationship is presented Culture is a very powerful force at the workplace, which is consciously and deliberately cultivated and is passed on to the incoming employees. It reflects the true nature and personality of an organisation.There are various myths about organisational culture. Some of them are presented here along with the counter arguments.Organisational culture is same as organisational climate : In management literature there is often ambiguity about the two concepts organisational culture and organisational climate. As explained earlier, organisational culture is a macro phenomenon which refers to the patterns of beliefs, assumptions, values, and behaviours reflecting commonality in people working together. However, organisational climate is a micro phenomenon and reflects how employees in an organisation feel about the characteristics and quality of culture like morale, goodwill, employee relations, job satisfaction, commitmrnt at the organisational, department or unit level. It refers to the psychological enviornment in which behaviour of organisational members occurs. It is a relatively persistent set of perceptions held by organisational members about the organisational culture. Another viewpoint about climate is that various variables get subsumed under the concept of climate, whereas has unique indicators like symbols, rites, myths, and stories.1. 2. Culture is same as groupthink : Since culture refers to shared assumptions and beliefs, it is likely to cause confusion. Groupthink refers to group members hiding any differences in how they feel and think and behave in a certain way. The phenomenon of groupthink is mostly used in a face to face situation when dealing with small groups. Culture, on the other hand, is a much larger phenomenon characterised by historical myths, symbols, beliefs, and artifacts. 3. Culture is same as organisation : Culture is a result of sustained interaction among people in organisations and exists commonly in thoughts, feelings, and behaviour of people. Organisations on the other hand, consist of a set of expectations and a system of reward and punishment substained by rules, regulations, and norms of behaviour. 4. Culture is a social structure : Social structures in various collectives exhibit tangible and specific ways in which people relate to one another overtly. However, culture operates on a system of unseen, abstract, and emotionally loaded forms which guide organisational members to deal with their physical and social needs.

NATURE OF ORGANISATIONAL CULTUREThe culture of an organisation may reflect in various forms adopted by the organisation. The physical infrastructure Routine behaviour, langauge, ceremonies Gender equality, equity in paymentDominant values such as quality, efficiency and so onPhilosophy that guides the organisations policies towards it employees and customers like customer first and customer is king, and the manner in which employees deal with customers.Individually none of these connote organisational culture, however, together, they reflect organisational culture. Although organisational culture has common properties, it is found that large organisations have a dominant culture and a number of sub cultures. The core values shared by the majority of the organisational members constitute the dominant culture. Therefore, whenever one refers to the culture of an organisation one actually talks about the dominant culture of an organisation one actually talks about the dominant culture. Subcultures within an organisation are a set of shared understandings among members of one group/department/geographic operations. For example, the finance department of an organisation may have a sub culture which is unique to this department visavis other departments. This means that this department will not only have the core values of the organisations dominant culture but also some unique values. If an organisation does not have a dominant culture and is comprised only of various sub cultures, its effectiveness would be difficult to judge and there will be no consistency of behaviour among departments. Hence, the aspect of common or shared understanding is an essential component of organisational culture. Also, organisational culture exists at various levels.LEVELS OF ORGANISATIONAL CULTUREOne comes across a number of elements in the organisation which depict its culture. Organisational culture can be viewed at three levels based on manifestations of the culture in tangible and intangible forms. 1. At Level One the organisational culture can be observed in the form of physical objects, technology and other visible forms of behaviour like ceremonies and rituals. Though the culture would be visible in various forms, it would be only at the superficial level. For example, people may interact with one another but what the underlying feelings are or whether there is understanding among them would require probing.

2. At Level Two there is greater awareness and internalisation of cultural values. People in the organisation try solutions of a problem in ways which have been tried and tested earlier. If the group is successful there will be shared perception of that success, leading to cognitive changes turning perception into values and beliefs. 3. Level Three represents a process of conversion. When the group repeatedly observes that the method that was tried earlier works most of the time, it becomes the preferred solution and gets converted into underlying assumptions or dominant value orientation. The conversion process has both advantages. The advantages are that the dominant value orientation guides behaviour, however at the same time it may influence objective and rational thinking.

These three levels range on a scale of superficial to deeply embedded. As cultural symbols get converted to shared assumptions, they move from a superficial level to a real internationalised level

PATTERNS OF ORGANISATIONALS CULTURE1 Types of Organizational CultureOrganisational culture can vary in a number of ways. It is these variances that differentiate one organisation from the others. Some of the bases of the differentiation are presented below :1. Strong vs weak culture : Organisational culture can be labelled as strong or weak based on sharedness of the core values among organisational members and the degree of commitment the members have to these core values. The higher the sharedness and commitment, the stronger the culture increases the possibility of behaviour consistency amongst its members, while a weak culture opens avenues for each one of the members showing concerns unique to themselves. 2. Soft vs hard culture : Soft work culture can emerge in an organisation where the organisation pursues multiple and conflicting goals. In a soft culture the employees choose to pursue a few objectives which serve personal or sectional interests. A typical example of soft culture can be found in a number of public sector organisations in India where the management feels constrained to take action against employees to maintain high productivity. The culture is welfare oriented; people are held accountable for their mistakes but are not rewarded for good performance. Consequently, the employees consider work to be less important than personal and social obligations. Sinha (1990) has presented a case study of a public sector fertilizer company which was established in an industrially backward rural area to promote employment generation and industrial activity. Under pressure from local communities and the government, the company succumbed to overstaffing, converting mechanised operations into manual operations, payment of overtime, and poor discipline. This resulted in huge financial losses (up to 60 percent of the capital) to the company. 3. Formal vs informal culture : The work culture of an organisation, to a large extent, is influenced by the formal components of organisational culture. Roles, responsibilities, accountability, rules and regulations are components of formal culture. They set the expectations that the organisation has from every member and

TABLE 1: FORMAL COMPONENTS OF ORGANISATIONAL CULTUREComponentDescriptionEffect on Organisational

Culture

1Mission/VisionThe milestones to be reachedCould be unrealistic

2PoliciesStatements designed to bePolicies, if not drafted

guidelines to bahavioural decisionproperly can provide

leeway

3ProceduresMethods of providing specificCan facilitate or create

guidelinesobstacles in smooth

functioning

4RulesSpecific instructions forRules could be a means or

performing a taskan end in themselves

5State ofOrganisation at young, growing,State of organisational

Organisationalmaturing, or mature stage ofdevelopment has direct

Developmentdevelopmentimpact on work culture

THE ORGANIZATION CULTURE OF PARLE G ORIGIN OF THE ORGANIZATIONA cream colored yellow stripped wrapper with a cute baby photo containing 10 12 biscuits with the companys name printed in Red and you know these are Parle G biscuits. Times changed, variety of biscuits did come and go but nothing has changed with these biscuits. Yes, the size of their packing has definitely changed but for the consumers good as these are money savers pack. The Parle name conjures up fond memories across the length and breadth of the country. After all, since 1929 the people of India have been growing up on Parle biscuits & sweets. Initially a small factory was set up in the suburbs of Mumbai city, to manufacture sweets and toffees. The year was 1929 and the market was dominated by famous international brands that were imported freely. Despite the odds and unequal competition, this company called Parle Products, survived and succeeded, by adhering to high quality and improvising from time to time. A decade later, in 1939, Parle Products began manufacturing biscuits, in addition to sweets and toffees. Having already established a reputation for quality, the Parle brand name grew in strength with this diversification. Parle Glucose and Parle Monaco were the first brand of biscuits to be introduced, which later went to become leading names for great taste and quality.For around 75 years, Parle have been manufacturing quality biscuits and confectionery Products. Over the years Parle has grown to become a multi million-dollar company with many of the products as market leaders in their category. The recent introduction of Hide & Seek chocolate chip biscuits is a product of innovation and caters to a new taste, being Indias first ever chocolate-chip biscuits.All Parle products are manufactured under most hygiene conditions. Great care is exercised in the selection and quality control of raw material and standards ensured at every stage of the manufacturing process.Parle products have 4 manufacturing units for biscuits and confectionaries at Mumbai, Haryana, Rajasthan and Karnataka. It also has 14 manufacturing units for confectionaries, on contract.All these factories are located at strategic locations, so as to ensure a constant output & easy distribution.Today, Parle enjoy a 40% share of the total biscuits market and a 15% share of the total confectionaries market, in India. The marketing mix of Parle for this project has been studied from the point to point view of Parle biscuits; mainly Parle-G and Parle Hide & Seek.

PARLE G THE EVOLUTIONHas been a strong household name across India. The great taste, high nutrition, and the international quality, makes Parle-g a winner. No wonder, its the undisputed leader in the biscuit category for decades.It is consumed by people of all ages, from the rich to the poor, living in cities & in villages. While some have it for breakfast, for others it is a complete wholesome meal. For some its the best accompaniment for chai, while for some its a way of getting charged whenever they are low on energy. Because of this, Parle-G is the worlds largest selling brand of biscuits.Launched in the year 1939, it was one of the first brands of Parle products. It was called Parle Glucose Biscuits mainly to cute that it was a glucose biscuit. It was manufactured at the Mumbai factory, Vile Parle and sold in units of half and quarter pound packs.The incredible demand led Parle to introduce the brand in special branded packs and in larger festive tin packs. By the year 1949, Parle Glucose biscuits were available not just in Mumbai but also across the state. It was also sold in parts of North India. The early 50s produced over 150 tones of biscuits produced in the Mumbai factory. Looking at the success of Parle-G, a lot of other me-too brands were introduced in the market and these brands had names that were similar to Parle Glucose Biscuits so that if not by anything else, the consumer would err in picking the brand. This forced Parle to change the name from Parle Glucose Biscuits to Parle-G. Originally packed in the wax paper pack, today it is available in a contemporary, premium BOPP pack with attractive side fins. The new airtight pack helps to keep the biscuits fresh and tastier for a longer period.Parle-G was the only biscuit brand that was always in short supply. It was heading towards becoming an all-time great brand of biscuit. Parle-G started being advertised in the 80s. It was advertised mainly through press ads. The communication spoke about the basic benefits of energy and nutrition. In 1989, Parle-G its released its Dadaji commercial, which went on to become one of the most popular commercial for Parle-G. The commercial was run for a period of 6 years.Parle-G grew bigger by the minute. Be it the packs sold, the areas covered or the number of consumers. It became a part of the daily lives of many Indians. It wasnt a biscuit any more. It had become an icon. The next level of communication associated the brand with the positive values of life Like honesty sharing and caring.In the year 1997, Parle-G sponsored the tele-serial of the Indian superhero, Shaktimaan that went on to become a huge success. The personality of the superhero matched the overall superb benefits of the brand. Parle extended this association with Shaktimaan and gave away a lot of merchandise of Shaktimaan, which was supported by POS and press communication. The children just could not get enough of Parle-G and Shaktimaan. In the year 2002, it was decided to bring the brand to the child who is a major consumer. A national level promo Parle-G Mera Sapna Sach Hoga was run for a period of 6 months. The promo was all about fulfilling the dreams of children. There were over 5 lakhs responses and of that, over 300 dreams were fulfilled.Dreams that were fulfilled ranged from trips to Disneyland at Paris & Singapore; free ride on a chartered plane; 20 scholarships worth Rs 50,000; a special coaching etcThe year 2002 will go down as a special year in Parle-Gs advertising history. A year that saw the birth of G-Man a new ambassador for Parle-G. Not just a hero but also a superhero that saves the entire world, especially children from all the evil forces. A campaign that is not just new to the audiences but one that involves a completely new way of execution that is loved by children all over the world-Animation.To make the brand much more interesting and exciting with children, it was decided to launch a premium version of Parle-G called Parle-G Magix in the year 2002. ParleG Magix is available in two tastes. The year 2002 also witnessed the launch of Parle-G Milk Shakti, which was the nourishing combination of milk and honey, especially launched for the southern market.

Growth and development of the organizationOver the years, Parle has grown to become a multi-million US Dollar company. 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 Krackjack and confectionery brands, such as, Melody, Poppins, Mango bite and Kismi, enjoy a strong imagery and appeal amongst consumers. Then the Parle representatives includes the production officer and the operations head made students exposed to the production unit followed by the manufacturing unit and packaging.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 and in the smallest of villages with a population of just 500. The Parle marketing philosophy emphasizes catering to the masses. We 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 our cultivated 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. In nutshell, the Parle name conjures up fond memories across the length and breadth of the country.Present status of the organization2.3 Present status of the organizationAt present the organization consists of 520 people in Bangalore who includes on roll employees, contracts and project trainees. The illustration is given as below.S noEmployees in PARLENumber

1Employees on roll332

2Employees on contracts330

3Temporary33

4Total695

Functional Departments of the Organization Marketing Department Finance Department HR & Personnel Department Production Department Engineering Department Quality Department R & D Department Sales & Dispatch DepartmentOrganizational Structure and Organizational Chart

PRODUCTS AND SERVICE PROFILE OF THE ORGANIZATION COMPETITORSThe PARLE product range is a genuinhe treat for every snack lover. The biscuit alone have such variety, catering to diverse paletters, theres something for everyone. And the tantalizing array of sweetmeats is just the cherry on top.PARLE BiscuitsParle biscuits are linked with factors of power and wisdom providing nutrition and strength. Parle biscuits are indeed much more than a tea-time snack, they are considered by many to be an important part of their daily food. Parle can treat you with a basket of biscuits which are not only satisfying but are also of good and reliable quality. Parle biscuit cater to all tastes from kids to senior citizens. They have found their way into the Indian hearts and homeTaakat. Various people have various reasons to consume it, some consume it for the value it offers while others consume it for sheer taste, For some it is a meal substitute for others it is a tasty healthy nourishing snack. Patronised by millions for all this qualities, it is much more than just a biscuit brand. Little wonder than why is it the Largest selling Biscuit brand in the World.Pack Sizes available:19 G, 44 G, 44 G, 66 G, 93.5 G, 231.5 G, 346.5 G, 400 G, 462 G,576.5 G, 935 G (Packed), 935 G (Loose)Krackjack crispy creamsKrackjack Crispy Creams is a delicious combination of crispyness of Krackjack and sweetness of cream biscuit. The classic sweet and salty taste gets laced with a sweet & sour lime flavor in the cream sandwiched between Krackjack biscuits. A mouth watering delicious combination!Packet Size90GKrackjack Cookies (new)Krackjack - The original sweet and salty biscuit is one of the most loved biscuits in the country.Its not just a biscuit, its the taste of relationships captured in a biscuit.A little sweet and a little salty crafted in such a delicate and delicious balance, you can never get enough of it. Have it anytime you like with anything you like.Packet Sizes available:75 G, 120 G, 240 GMonacoShare the company of great taste anytime, anywhere with Monaco. A light crispy biscuit sprinkled with salt, Monaco adds a namkeen twist to lifes ordinary moments.Pack Sizes available:75 G, 120 G, 240 GMilk ShaktiFrom boy-next-door to Super Boy, no thats not the plot for the next Hollywood blockbuster its the effect of Milk Shakti. The Shakti of milk fortified with the goodness of honey, a zabardast combo that even ace batsman Dhoni swears by. So get that cape out and head straight to for a pack of Milk Shakti today.Packet Sizes available:75 G, 150 GKreamsOrange Tickle your senses with Parle Orange Kream The tangy orange cream between two scrumptious biscuits makes for a real treat.Age no bar!Packet Sizes available:90 G, 180 GPARLE 20-20Parle presents 20-20 Cashew and butter cookies where every cookie is baked to perfection to deliver the perfect taste and aroma. A mouth-melting experience of premium cashews and rich butter in every bite you take, Parles new 20-20 cookies promises a combination of crunch and scrumptious delicacy.Packet Sizes available:75 G, 110 G, 225 GParle Marie MelodyYour favourite Marie biscuit, Parle Marie is now even more exciting. Its lighter. Its crispier. And its tastier. Making it even more appealing than before.So the next time youre hanging out with your buddies, just tear open a pack of Parle Marie. And immerse yourself in an engaging conversation and an even more engaging tastePacket Sizes available:88 G, 176 G, 347 G, 400 GHide and Seek MilanoThe ingredients that go into making this prized cookie are a well-guarded secret. What is the effect it has on those who eat it? A cookie with a reputation for romance. Indulge in the sinful taste of Milano and everything that follows it.Packet Sizes available:65G, 100 G, 135 GDigestive MarieDigestive Marie will change your daily dipping and sipping routine; making it more enjoyable and much healthier.With five times more fibre than the regular Marie, you can actually see the differences in Digestive Marie. With lower fat and calories than other digestive biscuits, Digestive Marie helps you stay Active-Lite all day.Yahi Marie, Sahi Marie!Packet Sizes available:25 G, 50 G, 100 G, 200 GPARLE ConfectioneriesRight from candies to toffees, the sweet 'n' treat category of the Parle product range is a genuine treat for every snack lover. This category can satisfy one's taste and at the same time create a desire for more. These confectioneries are a sheer delight to the taste buds and have a universal appeal. Parle Biscuits and confectioneries, continue to spread happiness & joy among people of all ages.MelodyCaramel meets chocolate to yield an outcome nothing less than delectable. Parle Melody comes with an irresistible layer of caramel on the outside and a delightful chocolate filling within. Pop it in your mouth and relish the unique experience. It wont be too long before you find yourself asking the age old question Melody itni chocolaty kyon hai?'Orange CandySmall. Oval. Orangee. Weve kept it simple with the Parle Orange candy. And for over 50 years this deceptively simple candy has kept the taste buds of the entire nation in a flurry. The first product to be launched from the House of Parle and clearly, one thats been a hit ever since.Kaccha mango biteThe glider got copied and became a jet plane. Western hits got copied and became Anu Malik songs. The typewriter got copied and became a keyboard. Similarly, we have managed to copy the tangy flavour of raw mangoes in a candy which is a little sour, a little sweet and certainly a little mischievous. We call it Kaccha Mango Bite. It truly is a kacche aam ka copyKismi TOFFEEIts everything that the Kismi Toffee Bar is, only smaller. Wrapped in the distinct flavour of elaichi (cardamom) this toffee is sure to send your sweet tooth on a joyride.PARLE SnacksSalty, crunchy, chatpata and crispy caters to the bunch of Parle snacks. You can now treat your loved ones with this yummy lot. Parle snacks are a complete delight to the taste buds and can create the desire for more and more. These snacks will not only satisfy your tummy but will also sustain a feel in your mouth to associate you with the bond of Parle.

BITES CHEESLLINGSLike cheese? Then you'll just love the light crispy taste of Monaco Bites Cheeslings. Tiny crispy squares dipped in cheese that'll instantly melt in your mouth. Makes for a perfect snack anytime, anywhere.Pack sizes available:Cheesling - Jar - 175 G, 350 GCheesling Tin - 3.75 KgMUST BITTES (new)

Try as you might, you just can't resist the temptation of Musst Bites. A snack pack with a dangerously addictive taste, Musst Bites is the latest addition from the House of Parle. Available in a range of flavours like chatpata chaat, mast masala, tangy tomato and green spice, this snack is sure to keep you munching all day.Pack sizes available:30 G, 60 G

Competitors of PARLEBRITANNIAITCPRIYA GOLDAMULMarket profile of the organizationIts a brand that has held its price line at Rs 4 for 25 years now -- the price was last raised in 1994 by 25 paise. So, it's not for nothing that Parle-G is the world's largest-selling biscuit by volumes.Parle is, of course, not doing it for charity. Soaring input prices meant it opted for reducing the weight of the biscuit than increasing the price -- first from 100 gm to 92.5 gm in January 2008, and then to 88 gm in January this year -- in line with other biscuit-makers and FMCG players. It has 1600 crore turnover.Parle-G enjoys close to 70 per cent market share in the glucose biscuit category and probably has the deepest reach. It reaches 2.5 million outlets, including villages with a population of 500 people, on a par with Unilever's Lifebuoy, ITC's cigarettes or mobile pre-paid cards. It reaches 2.5 million outlets, including villages with a population of 500 people, on a par with Unilever's Lifebuoy, ITC's cigarettes or mobile pre-paid cards. It's also one of the few FMCG brands in the country, whose customers straddle across income segments. The brand is estimated to be worth over Rs 2,000 crore (Rs 20 billion), and contributes more than 50 per cent of the company's turnover (Parle Products is an unlisted company and its executives are not comfortable disclosing exact numbers). Last fiscal, Parle had sales of Rs 3,500 crore (Rs 35 billion).

Competition has, of course, been trying to wean away customers from Parle. Britannia relaunched its Glucose-D biscuit as Tiger in 1995 and boasts of 17-18 per cent share, while ITC's Sun feast glucose has captured 8-9 per cent, according to industry sources. Even Levers had forayed into this segment in 2003 and launched a glucose biscuit branded as Modern, after it acquired the bakery business of Modern. There are strong regional brands, including Priya Gold (west), Cremica (north) and Anmol (east).

MD DEPUTY MANAGER PRODUCTION MANAGER GMENGINEERMANAGER HR MANAGER

FINANCE MANAGER

PRINTING MANAGER

SHIFT INCHARGE SUPERVISOR WORKER SHIFT ENGINEER WORKER

SENIOR EXECUTIVE EXECUTIVE ADMIN IT SENIOR EXECUTIVE SUPERVISOR WORKER