Collaboration and inclusiveness
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This document discusses collaboration, teamwork, diversity, and inclusiveness. It defines collaborative work and synergy in teamwork. It describes different types of work groups and how groups control members through roles, rules, and norms. It discusses factors that influence effective communication like barriers and information richness. It also covers sources and stages of conflict, and ways to handle conflict, such as resolving it or participating in it constructively. Finally, it discusses the importance of diversity and inclusiveness in the workplace, including building a culture of diversity through understanding, relationships, decision-making, and acknowledging different cultures, religions and events.
Collaboration and inclusiveness
- 1. MUHAMMAD RIDWANARIF COLLABORATION AND INCLUSIVENESS EXECUTIVE LEADERSHIP INTENSIVETRAINING Malino, 4 – 6 Mei 2018
- 2. COLLABORATIVE WORK It is the deliberate and coordinated participation of group members in order to achieve a specific goal. SYNERGY A process gain that occurs when members of a group acting together are able to produce more or better output than would have been produced by the combined efforts of each person acting alone.
- 3. HOW TO BUILD EFFECTIVE TEAM WORK ?
- 4. Group Development The Five-Stage Model
- 5. Characteristics of Work Group • A command group is a collection of subordinates who report to the same supervisor. • A task force is a collection of people who come together to accomplish a specific goal. • A team is a formal group of members who interact at a high level and work together intensely to achieve a common group goal. • A team with no manager or a team member assigned to lead the team is called a self- managed work team. • A friendship group is a collection of organizational members who enjoy each other’s company and socialize with each other. • An interest groups when they have a common goal or objective they are trying to achieve by uniting their efforts.
- 6. How Group Control the Member Roles A set of behaviors or tasks a person is expected to perform by virtue of holding a position in a group or organization. Rules Written rules specify behaviors that are required and those that are forbidden. Norms Group norms are informal rules of conduct.
- 7. roles• Roles tell members what they should be doing. • Roles not only enable a group to hold its members accountable for their behavior but also provide the group with a standard by which to evaluate the behavior. • Roles help managers determine how to reward members who perform the behaviors that make up their various roles.
- 8. rules• Rules help groups ensure members will engage in behaviors that contribute to the effectiveness of the group and the organization and avoid behaviors that hinder performance and goal attainment. • Rules facilitate the control of behavior because members and managers know how and when role occupants are expected to perform their assigned tasks. • Rules facilitate the evaluation of individual group members’ performance levels because their behavior can be compared to the behavior specified by the rules. • When the membership in a group changes, rules help newcomers learn the right way to perform their roles.
- 9. Norms • It help groups ensure members will engage in behaviors that contribute to the effectiveness of the group . • Rules facilitate the control of behavior. • Rewarding members who conform to the norms by behaving in the specified manner and punishing members who deviate from the norms • Norms guide member actions and specify how they should behave.
- 13. Consequences of Group Cohesiveness
- 14. Example of group cohesiveness
- 15. INFLUENCES - POWER Power is the ability of one person or group to cause another person or group to do something they otherwise might not have done.
- 16. Formal PowerPower that originates from a person’s position in an organization Reward Power The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates. Coercive Power The power to give or withhold punishment. Legitimate Power The power to control and use organizational resources to accomplish organizational goals. Information Power The power that stems from access to and control over information. Formal Power
- 17. Informal PowerPower that stems from personal characteristics such as personality, skills, and capabilities. Expert Power Informal power that stems from superior ability or expertise. Referent Power Informal power that stems from being liked, admired, and respected. Charismatic Power An intense form of referent power that stems from an individual’s personality or physical or other abilities, which induce others to believe in and follow that person.
- 18. communication
- 21. Barriers to effective communication
- 23. The struggle that arises when the goal- directed behavior of one person or group blocks the goal directed behavior of another person or group. Conflict Conflict is unavoidable. Conflict can often increase organizational performance. Conflict is a dynamic process.
- 24. The Effect of Conflict on Organizational Performance
- 25. Differentiation Differences in functional orientations Status inconsistencies Task Relationship Overlapping authority Task interdependences Incompatible evaluation system Scarcity of Resources Sources of Conflict
- 26. The stage of perceived conflict begins when one party—individual or group—becomes aware that its goals are thwarted by the actions of another party. Each During the stage of felt conflict, the parties in conflict develop negative, antagonistic feelings about each other. In the stage of manifest conflict, the hostility between the parties in conflict leads them to engage in openly aggressive behaviors as both parties try to hurt each other and thwart each other’s goals. Conflict in an organization is resolved in one way or another. No actual conflict.
- 27. How to handle conflict
- 30. Diversity Wheel
- 33. DIVERSITY AND INCLUSIVENESS • Managing diversity is defined as "planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized," (Taylor Cox in "Cultural Diversity in Organizations.“) • Heterogeneity promotes creativity. • Heterogeneous groups have been shown to produce better solutions to problems and a higher level of critical analysis.
- 34. Building a culture of diversity and inclusive. Learn about the cultural backgrounds, lives and interests of employees outside of the workplace. Building relationships through increased understanding and trust helps to foster inclusion Include opportunities for staff to interact in settings outside of work so that employees feel more comfortable. Ensure all employees have the opportunity to take part in decision-making and planning for social activities Recognize and acknowledge special days and events such as Birthday. Create multicultural calendars to avoid scheduling important meetings on major cultural holidays Permit flexible schedules so that employees who observe religious practices can arrange their schedules around their beliefs Acknowledge all faiths present in your workplace
- 35. Thank you