long answer please *3000 words*!

The Situation This case deals with Conflict and Dispute Resolution. Your father is an important Bahrain entrepreneur. After studying in Europe and the United Kingdom for a number of years, you asked your father for a job. He suggested that you take responsibility for one of the family's many interests, A SME business called Furniture and beyond located in Bahrain. The company is a Carpentry that produced and Furniture and dcor items. 'See what you can do to turn it around' said your father and if you don't have any luck, we'll sell'. None of your other family members have shown any interest. Profit was down, and the company was beginning to lose money. You visit the factory and found the Workshop in bad repair. The General Manager introduced you to the 90 employees, who were clearly demoralised. On your way out of the meeting, one of the younger workers approached you and said 'It doesn't have to be like this'. 'We used to make the best Furniture in the GCC region and we can make it again. Our problems seem to be getting worse. Then there's the bank of course. They say that as things are now, they can r lend us any more money. They are fed up of the disputes we seem to regularly have these days. They disrupt production and the quality of our product falls' You also discover that Hussain the General Manager does not seem to be able to resolve the issues the staff have. He often loses his temper and upsets the staff. There is a real sense of injustice. No one feels like they are being treated fairly anymore. The problems are numerous, such as a long list of problems present in the company: lack of employee motivation; lack of willingness of employees to work long hours when required; employee dissatisfaction with the current shift system, and frequent absences on Sunday mornings. Management seem to feel we are only here for the money its not true many of us take pride in our work.' All these problems are causing people to fall out with management and their objectives. The next day another dispute erupted this time over a cut to paid hours working on the weekend. After they were informed of the manager's response, all of the employees downed tools and refused to go into work. Management immediately refused to allow the employees into work and proceeded to hire replacement workers. The next day an employee who had the support of his colleagues called a meeting with management and offered to return to work on the condition that management listened to their concerns. You appear to have two options. You could propose selling the business, because the proceeds would cover recent losses, but you feel your reputation would suffer in the family. On the other hand you could plan a turnaround and as an HR Consultant get involved in encouraging some negotiations to resolve the issues. You decide to meet with the parties to plan to resolve the company issues and turn the company around. Voice concerns the process by which, and the structures and procedures whereby, employees communicate with management with a view to improving the terms and conditions of work and/or employment. Renegotiating the terms and conditions of employment may often challenge the managerial agenda, but altering work relations might be of benefit to both managers and employees. Employers may have an interest in greater control, but may also wish to offload some responsibility onto workers. Hence, the issue of voice concerns both conflict and co-operation; it may reflect irreconcilable differences, or hold up the prospect for new compromises and complementarities. Conflict can be seen as an inevitable consequence of the employment relationship. Employers and employees are likely to have different interests. It is unlikely that conflict will ever be totally eradicated from the organisation. Conflict is an inevitable part of organisational life. It should not always be seen as negative. Effective dispute resolution is essential Question - As an HR Consultant how can you assist management to resolve the issues? between the Owners, Managers and Employees that might negatively affect the organisations profitability and success. (LO 1,3)