A report on Conflict Management in Hinopak Pakistan.

1. Hinopak
Conflict Management
in

2. INTRODUCTION
• The Collaboration
• 65% Market Share
• Contribution In Economy

3. VISION
“Total Customer Satisfaction”
• Mobile Workshops
• 3S/2S Dealership Facilities
• Training and Free Service Camps

4. MISSION
"The mission of Hinopak Motors Limited is to
provide the society with safe, economical,
comfortable and environment friendly means
of transportation by manufacturing and
supplying commercial vehicles and services"

5. VALUE COMMITMENT
• To Customers
• To Employees
• To Community & Nation
• To Shareholders

6. HINOPAK VALUES
• Honesty
• Integrity
• Non Bureaucratic
• Openness
• Purpose Oriented
• Altruism
• Kaizen

7. COMPANY STRUCTURE
Board Of
Directors
Board Of
Directors
Top
Management
Top
Management
ManagementManagement
ContractContract
PermanentPermanent
Non-
Management
Non-
Management
PermanentPermanent
ContractContract

8. GRADE SCALE
Grade Rank
07 - 11 Workers, Personal Assistants, Gardeners, etc.
12 - 16 Assistant Mangers and Managers
17 Deputy Manager
18 General Manager
19 – 21 Managing Director

9. PRACTICES FOLLOWED BY HINOPAK
MOTORS

10. PRACTICES FOLLOWED BY HINOPAK
MOTORS
Stop
Why?
Systemic Cause Approach
Who?
Culprit Approach

11. MANAGEMENT VIEW OF A “CONFLICT”
• Change/Mismatch In Opinion
• An Intense Form Of Difference Of Opinion
• Difference Of Opinion Is Healthy
• Majority Is An Authority

12. PARTIES OF CONFLICT
• Management/Non-management Ratio
• Usual Parties Of Conflict
– Workers / Organization
– Workers / Workers

13. USUAL CONFLICTS
• Grade 12 & Below
• Grade Above 12
• Intra Employee Conflicts

14. COLLECTIVE BARGAINING AGENT (CBA)
• A Separate Division
• Part Of Company Policies
• Difference Between CBA & A Union

15. TYPES OF CONFLICTS
• Substantive/Personal Conflict
• Policy Driven Conflict

16. STEPS TO MINIMIZE CONFLICTS
• Written Tests
• Behavioral Interviews
• No Discrimination
• Proactive Strategy
• Sharing Of Information Through CBA
• Open Door Policy
• Ideas Sharing In Obeya
• Managers Visits To Workplace

17. MAINTAINING TRUSTING ENVIRONMENT
• Understanding The Job
• Focus On Core Values, Vision & Mission
• Role Of CBA
• Use Of Collaborative Powers

18. MANAGEMENT PARADOXES
• Ethical Codes
• Straight Communication
• Use Of Negative Forces Is Prohibited

19. PARADOX 1: MANAGEMENT OFTEN
CREATE CONFLICTS
• It is Unethical
• Management’s Commitment To CBA

20. PARADOX 2: MGT. RESOLVE CONFLICT
THAT DO MORE HARM THAN GOOD
• Not The Purpose Of The Management
• Consequences Are Calculated
• CBA Also Performs Its Job

21. PARADOX 3: THE BEST WAY TO RESOLVE
CONFLICT IS TO GO SLOW
• One Of The Best Way
• Rotation Of Jobs To Give Time

22. PARADOX 4: RESOLVING CONFLICT CAUSE
NEW CONFLICT
• Also Unethical
• What’s The Purpose Of Management???

23. PARADOX 5: MGT. CAN BEST MANAGE
CONFLICT IN OTHERS BY MANAGING ITSELF
• Not A Single Strike In Management
• Management Is Punctual And Hard Working
• Doing Their Jobs Excellently

24. CHANGE MANAGEMENT
• Often A Reason To Conflicts
• Gather Data
• Analyze Problems
• Share Decisions
• An Example

25. CONFLICT RESOLUTION PROCESS
• No Formal Conflict Resolution Process
• Ways To Raise Conflicts
– Complain Box
– Vessel Blowing Committee
– Report To Supervisor Or Manager Even to MD
– Managers Visits

26. CONFLICT RESOLUTION PROCESS
• Resolution
– First Priority: By Supervisor Or Manager
– CBA & Management Intervention
• An Example

27. CONCLUSION
• High Value Of Employees
• Everyone Knows Its Job
• Policy Of Having CBA Is Very Effective
• Following The Best Practices

28. RECOMMENDATIONS
• Conflicts Are Bad For Organization!
• Long Process For Decision Making For Policy
Driven Conflicts
• Use Of Paradoxes
• Role Of CBA
• Communication With Workers
• Database Management
• Involvement In Decision Making