Developing conflict management strategies for optimal organisational efficiency in Automouldam (Pty) Ltd.

Abstract

The study investigates ways in which the managers develop conflict management strategies for optimal organisational efficiency at Automouldam (Pty) Ltd. Based on the objectives of the study, three research questions were developed for the study, namely: what are the potential conflict areas in Automouldam (Pty) Ltd? What are the effects of organisational conflict in Automouldam (Pty) Ltd? What are the ways in which managers develop conflict management strategies for optimal organisational efficiency in the company? A qualitative research approach was adopted for the study. In line with the qualitative approach employed, an interpretive paradigm was used to make sense of ways in which managers develop conflict management strategies for optimal organisational efficiency in the company. Out of the target population of 126 staff, the researcher purposively selected ten participants for the study. Two research instruments were employed to generate data for the study. In line with the qualitative approach adopted, the researcher transcribed the data and thereafter it was subjected to open coding. The emerging themes were subjected to thematic analysis. The following key findings discovered were that the potential causes of conflict in Automouldam were the breach of contractual agreements, inadequate or poor communication between employer and employees, goal differences among workers, lack of cooperation among workers, increment of salary and other incentives, and inadequate resources. Furthermore, low productivity, time wastage, absenteeism, disharmony, psychological trauma/stress, and low income to the company were identified as the effects of conflict in the company. Additionally, ways in which managers develop conflict management strategies for the optimisation of organisational efficiency in the company were the establishing a good working relationship with workers, provision of adequate channels of communication, provision of a good working environment, provision of incentives, negotiation with workers on issues bothering them and fulfilment of agreements reached with workers. Based on the findings reached recommendations were suggested that both the managers and the workers should be able to respect and abide by the terms and conditions of the agreement they entered into. When any of the parties involved in the agreement breach the agreement they voluntarily entered into, mistrust and disharmony set in. That the management of the company should regularly increase the salaries on the workers, this will ultimately motivate the workers to put in their best for the progress of the company. Additionally, the management of the company should provide incentives for the workers such as the introduction of bursaries for the workers’ children, which will act as a catalyst in motivating workers to put in their best for the company