ABSTRACT 
The purpose of this research was to examine collective bargaining in management of industrial conflict in Business Organization in Anambra State. The researcher distributed and collected 78 questionnaires. The chi-square statistical tool was used to test the hypothesis. The findings showed that management should develop more effective industrial relations in their organization. It was also recommended that bilateral collective bargaining should be according to preference when it comes to discussion on wages and salaries constitute the core of the work under for measuring the effectiveness of an industrial relation. 

TABLE OF CONTENT 
Abstract      -        -        -        -        -        -        Table of Content -        -        -        -        -        
CHAPTER ONE: INTRODUCTION 
1.1     Background of the Study        -        -        -        1.2     Statement of the Problem        -        -        
1.3     Objectives of the Study -        -        -        
1.4     Research Question         -        -        -        
1.5     Hypothesis Formulation         -        -        -        1.6     Significance of the Study         -        -        
1.7     Scope of the Study        -        -        -        
1.8     Limitations of the Study          -        -        -        1.9     Definition of Terms       -        -        -        

CHAPTER TWO: REVIEW OF RELATED LITERATURE 
2.1     Meaning of Collective Bargaining -   -        
2.2     Theoretical Framework of the Study          -        
2.3     Human Relation View of Conflict     -        
2.4     The Meaning of Conflict          -        -        -        2.5     Organizational Conflict -        -        -        
2.6     Challenges of Organization Conflict -        
2.7     Conflict Resolution in an Organization      -        - 
2.8     Benefits of Conflict Resolution in an Organization -     2.9     Managerial Approach to Collective Bargaining   -        
2.10   The Role of Collective Bargaining    -        -        -        2.11   The Functions of Collective Bargaining Setting Terms of Employment    -        -        -        -        -        -        2.12   The Negotiation Process          -        -        -        2.13   Managerial Implication of Collective Bargaining           
2.14   Scope of Collective Bargaining         -        -        27 CHAPTER THREE: RESEARCH METHODOLOGY 
3.1     Research Design   -        -        -        -        -        3.2     Population of the Study          -        -        -        3.3     Sample Size and Sampling Technique        -        
3.4     Instrumentation    -        -        -        -        -        3.5     Validity of the Instrument       -        -        -        3.6     Reliability8 of the Instrument -        -        -        3.7     Method of Data Collection      -        -        -        3.8     Method of Data Analysis        -        -        -        CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS 
4.1     Data Presentation          -        -        -        -         4.2     Data Analysis      -        -        -        -        -        4.3     Test of Hypothesis        -        -        -        -        4.4     Research Findings          -        -        -        -         CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS 
5.1     Summary of Findings    -        -        -        -        5.2     Conclusion -        -        -        -        -        
5.3     Recommendations         -        -        -        -        References -        -        -        -        -
Appendix   -        -        -        -        -        -           


CHAPTER ONE 
INTRODUCTION 
1.1 BACKGROUND OF THE STUDY Effective collective bargaining in an organization has been an important role for the human resources department to effectively plan, control, design, discharge responsibilities and authorities to various employees in order to reach or meet the organizational goals and objectives. In doing this, the human resources department in any organization is expected to use the utmost human resources skills and techniques to avert conflict in task, duties, responsibilities and authorities. As organization will like to leave its original purpose of the organization, every aspect or sphere in the human resource department, the line staff, the subordinate staff or the clerks must be put into consideration. Moreso, it has been lately proven by a statistician that in both private public organization in Nigeria 70% of them have human conflict (Ifado, 2004). This comes by mobility, mismanagement of the resources department and this endemic virus is eating into the economic system. How can this be curbed? Furthermore, organizational development and productivity is concerned with attempt to improve the overall performance, effectiveness, relation and brotherliness. Especially, it is applied behavioural science to plan, change and development that could organizational conflict. In fact, sound manpower organization to conflict and checkmate the organizational goals and objectives from the human resources department. 

1.2 STATEMENT OF THE PROBLEM A research problem is a question about relation between two or more variables. (Egboro and Nomuoja, 2006). Igemgie (2002) opined that 81% organizational conflicts are from the mismanagement of human resources department. This could be as a result of the human resources personnel, by employing the wrong hands mis-allocation of duties, responsibilities and authorities. This simple problem which has been recognized has eaten deep into the fabric of most organizational development and productivity. Hence, measures have to be taken by turning the raging situation. 

1.3 OBJECTIVE OF THE STUDY 
The objective of the study cannot be overemphasized. The main objectives are; 
1. To determine the impact of collective bargaining in resolving organizational conflict. 
2. To ascertain the relationship between collective bargaining and organizational conflict. 
3. To assess the importance of personnel manager in reducing / setting organizational conflict. 
4. To examine the possible educational skills that could enhance effective human relation management. 
5. To examine the effect of the organizational conflict on the organizational goals and to examine how work duties, responsibilities can be delegated to staff or employees in the organization to enhance effective human relation. 

1.4 RESEARCH QUESTIONS 
The research question is one of the first methodological steps the researcher has to take when undertaking research and this must be accurately and clearly defined. In carrying out this research work, the researcher will make use of the following questions. 
1. To what extent does lack of clear definition of duties and responsibilities have on role conflict? 2. What effect does the organizational conflict have on the organizational goal and objectives? 3.  What impact does conflict have on organizational performance? 
4. Can collective bargaining be used in resolving organizational conflict? 
5. Is there any significant relationship between collective bargaining and conflict resolving? 
6. Can collective bargaining increase the productivity and efficiency performance of an organization? 
7. Of what importance is the personnel manager in reducing / setting organizational conflict? 
8. Would conflict among members of the organization lead to achievement of goal?   

1.5 HYPOTHESIS FORMULATION 
Hypothesis is tentative statement that is subject to empirical test. It is an intelligent guess about the possible difference or relationship between this or more variable (Egboro and Nomuoja, 2006). For the purpose of this research work, two hypothesis are formulated below. The null hypothesis (H­o) are in negative form while the alternate hypothesis (H1) are in positive forms; 
Hypothesis One 
Ho:     There is no significant relationship between undefined duties and responsibilities and role conflict.
H1:     There is a significant relationship between undefined duties and responsibilities and role conflict. 
Hypothesis Two 
Ho:     There is no significant relationship between collective bargaining and efficient performance productivity.  
H1:     There is a significant relationship between collective bargaining and efficient performance productivity. 

1.6 SIGNIFICANCE OF THE STUDY 
The result of this research work is vital to users, managers, supervisors, student and the management of Nigeria Bottling Company, Onitsha in particular and other similar companies in general in the following arms as it will be revealed to them in their various fields of endeavours. 
1. It will reveal to the users how organizational conflicts can be resolved. 
2. The research work will instill in users and readers the dangers of organizational conflict in productivity. 
3. This work will also educate readers on the importance of personnel managers in solving or settling organizational conflict. 
4. The result of this research work will enlighten the users, the importance of human resources management. 

1.7 SCOPE OF THE STUDY 
The scope of the study is not farfetched from Nigeria Bottling company, Onitsha, Anambra State. The study tends to analyze and suggest measure of controlling conflicts sustained in the organization. 

1.8 LIMITATIONS OF THE STUDY 
Like every human endeavour, this research had its own constraints and difficulties to include; ·                    
The researcher could not reach all the respondents to get the appropriate information needed due to financial constraints. The researcher could not get some information that would have been vital and important because they were regarded as confidential. The shortness of time and period allocated for the writing of the project did not allow the researcher to travel to some other branch office of the company to collect data, questionnaire and additional information. 

1.9 DEFINITION OF TERMS 
Some terms in this study may look strange to the readers. In order to avoid misunderstanding of the study, the following terms are hereby identified and defined; 

1. Human Relation: This is concerned with the relationship between the policies and practices of the organization and its staff and the behaviour at work. 
2. Employee: A person who is employed and gets paid in an organization. 3. Conflict:The behaviour intended in obstructing achievement of some other person’s goal. 
4. Personnel management: This is that department in an organization that is concerned with the people at work and their relation as well as promoting and stimulating competent workforce to make their fullest contribution to the concerned organization. 
5. Training and Development: Is the process of training employee in order for them to improve on their knowledge and skills and to change attribute in their place of work. 
6. Collective Bargaining: Is a process of negotiation between employers and a group of employees aimed at reaching agreements that regulate working conditions. 
7. Organization: A social unit of people systematically structured and managed to meet or to pursue collective goals on a continuing basis. 
8. Manpower training: this is that aspect of an organization that endure that the right number and quality of staff are available at the appropriate time to perform useful jobs that enhance the development of the organization. 
9. Compensation: This refers to all forms of financial returns and tangible benefits; employee receives as that part of employment relationship or compensation is the remuneration given to employ for work done. 
10.Motivation: This is the will to work and contribute action to a given process without being forced to do so. 
11. Resolution: is a measure of efficiency of production. A product is a ration of production output to what is required to produce (inputs). 12. Productivity: The rate at which an organization produces goods, the amount produced compared with how much time, work and money it is needed o produce them. Recruitment: The process of attracting or finding new people to work in an organization.