Collaboration and inclusiveness are major competences in organizational leadership.

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.

12. Group Cohesiveness

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

19. Function of Communication

20. Process of Communication

21. Barriers to effective communication

22. Information Richness

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

28. • Participant Comments

29. Diversity and Inclusiveness

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