conflict management

Topics: Management, Security guard, Negotiation Pages: 20 (3586 words) Published: September 20, 2014

MTM 6022 Communication and Conflict Management

Proposal on how to improve Essoka Security Company conflict management strategy

Table of content
Executive Summary…………………………………………………………………………3-4 Problem statement…………………………………………………………………………..4 Conflict Management Process……………………………………………………………..5-6 Research methodology to analyse current conflict management process……………6-7 Data analysis………………………………………………………………………………….7-8 Analysis of the conflict management strategy…………………………………………….8-9 Alternative strategies for conflict management…………………………………………...9-13 Conflict management action plan…………………………………………………………..14 Recommendation……………………………………………………………………………..15 Conclusion……………………………………………………………………………………..15 References……………………………………………………………………………………..16 Appendices……………………………………………………………………………………..17-21

To: CEO Essoka Security
From: Chia Kingsly Yoh
Date: 9th of August 2014

Re: Proposal to improve Essoka Security Company Conflict Management Process

Executive Summary
Essoka Security is a well renowned private security company in Cameroon, offering exceptional combination of Security Officer Solutions, anti-intrusion and hazard systems, tracking and supervision systems to their customers as referenced in appendix I. The company which was founded in 1995 is experiencing a rapid growth and the numbers of employees have increased from 15 workers when it just started to 3000 workers as of present. With the ever increasing number of employees, the conflict management process which was adopted 4yrs after the companies creation to address the needs of its 450 employees, mostly centered around compensation and benefits, now faces the challenge to handle disputes from 3000 employees now centered around accountability, roles and responsibility, compensation and benefit, personality differences, communication and decision making process. Although management has been struggling to handle this conflict every time they come up, the conflicts still keep showing up year after year. Employees within the company have the feeling that their problems are not fully address by management and that is why their problems always end not fully address only to show up again in the nearest future. Management on the other hand believes its doing all it can to handle employees disputes. The company which adopted its conflict management plan in 1999 has not been evaluated since its adoption. As of the time it was adopted, the company had just 450 workers, and two functional departments, the finance and operations departments. As years went by, the number of departments increased. Presently the company is divided into 5 departments namely Finance, Marketing, Legal, Operations and Logistic with the operations department alone having close to 2500 workers. Majority of the disputes in the company come from the operations department. In an earlier attempt to resolve the disputes from the operations department, each zone among the ten zones allocated nationwide was assigned a team leader who acted as a supervisor to the members of each zone that was made up of 250 workers. All the team leaders reported directly to the operations manager. A few cross sectional disputes were also recorded in other departments. Although these disputes always end up being resolved, managements and staff are still puzzle as to why these conflicts keep showing up again and again. Communication which is a major aspect in resolving disputes should be at the focal point of the company conflict management process. Management should be able to define the roles and responsibility of employees in a clear and explicit manner. Adopting all five negotiation techniques in managing and resolving conflict would be a plus to make the conflict management process more effective.

Problem Statement
The reason why conflicts within the company always repeat itself might be as a result of poor conflict settlement, which...
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