TEAMWORK FRAMEWORK IN CORPORATE MANAGEMENT
ARIZONA STATE UNIVERSITY
CIS 235 - INTRODUCTION TO INFORMATION SYSTEMS
WEEK 4
PURPOSE OF DISCUSSION
❖
Describe the transformation of individuals into teams.
❖
Describe the work teams in the information revolution.
❖
Explain the competency approach as a reference for individual career development.
❖
Describe the creation of harmonious relationships within the company
❖
Explaining conflict in companies as Communication Behavior
Introduction:
A work team is an invaluable asset to a company. This is because it is in the hands of
this group of people that the fate of the company is determined. If the team works effectively,
the company grows well as expected. The task of a leader is to nurture them to display
maximum productivity by giving them guidance, direction, motivation, and inspiration so
that whatever tasks are delegated can be carried out properly. But since the team consists of
several people, to build it is not an easy thing. To build a cohesive work team, it is necessary
to: (1) Form a shared identity; Every strong team needs a solid identity that is mutually
agreed upon. The identity can be simply a name, logo, color, march, pin, mascot, and so on.
In order for the identity to add to the cohesiveness of the team, each team member should feel
involved and create a sense of belonging. Identity This is needed because it is a basic tool for
the formation of identity not only for individuals but also for the group. (2) Strengthen
mission and goals; Once an identity is established the next step is to strengthen the
foundation by inspiring all team members with a mission. After that, proceed with setting a
common goal. Thus, each team member involved will know the direction of the goal so as to
generate initiative to contribute to the achievement of the common goal. (3) Leaders who
lead by example; A team will be fragile without strong and effective leadership. Such
leaders should not be portrayed as strict, disciplined and authoritarian. A strong and effective
leader in today's era of knowledge workers is a leader who sets an example, and a leader who
leads by example. Not leaders who simply give orders and supervise from behind the walls of
their workspace. Through the example of the leader model, the team's fighting power will
continue to be in prime position to fight for the common goal.
Work teams consist of a group of employees coordinated by a team leader and or a
manager. In general, work teams are formed as an organizational need so that company goals
can be achieved. With work teams, it is expected that the control function will run more
effectively and efficiently. Work conflicts or deviations can be minimized with strong
leadership from a manager. The relationship mechanism among work partners can also run
intensively. The resilience of a work team is characterized by selected people who occupy
certain positions and are able to carry out tasks according to their competence. The success of
the team is an accumulation of the process and performance of each employee. Say, a kind of
collective task and result in a synergistic work system. The higher the strength of synergy
between employees and managers, the higher the strength of a team. The error rate in work
can be minimized as much as possible.
Some characteristics that reflect the resilience of a work team include:
1.
Common vision and mission. Employees and managers have a relatively similar point of
view in doing company tasks. Orientation and focus on process and results. Although
debates among employees are inevitable, they are always directed at how the target results
can be achieved. Differences of opinion are considered normal. Therefore, conflicts can
usually be suppressed by fostering mutual understanding guided by the manager.
2.
Prioritize attention and action on what is best for the organization. The team views
the good and bad performance of the company as an accumulation of the team's
performance. Meanwhile, if the company has good performance (profitability), it will
affect the compensation given to employees. The greater the compensation, the more
satisfied employees will be at work. In turn, employee performance will also increase. For
this reason, a good team is a team that is able to maintain and even achieve greater
organizational goals in a consistent manner.
3.
Employees are highly committed to the work. In general, a strong team is reflected by
the strength of interests of its employees. Responsibilities and rights are balanced. They
not only work for the sake of a better standard of living for their families but also for the
health of the organization. Therefore for such interests they are generally hard workers.
The energy spent on the organization tends to be relatively balanced with the energy spent
on the family and even on the social environment. In other words, working for the interests
of the team and the interests of individual employees plus their families are integrated into
the totality of the interests of the organization.
4.
Employees can coexist in diversity. Each team individual is aware of the diversity of
cultural backgrounds, gender, age, education, experience and personality among them.
Diversity is not seen as an obstacle. But instead as a strength in understanding each other
and filling in the gaps, and strengthening the strengths of each individual as a team
strength. This strength is not seen from the physical side but from the characteristics of
personal potential as a natural strength.
5.
A strong team as a talent magnet. At work, every member cannot escape the atmosphere
of competition among partners. Ideally, everyone wants to be ready for it. But in reality
there are those who cannot and are not used to working hard. The term is minimalist
worker. Meanwhile, the organization wants all its employees to be able to work hard.
Therefore, managers condition an intensive working atmosphere but in a comfortable
atmosphere without psychological pressures. For this reason, managers foster the
existence of challenges and the nature of responsibility among their employees. This can
only work well if the learning process atmosphere is effective. Every employee is
encouraged to improve their knowledge, skills and attitudes through classroom training or
in discussions about an idea. Learning through trial and error is also applied so that they
get used to facing and overcoming problems.
A strong work team is the dream of every top management. It is realized that a strong
work team does not arise suddenly. But it must be formed and developed. For this reason, an
operational plan that can be implemented and measured is needed. Operational support such
as facilities resources and time as well as systematic efforts will accelerate the formation of
resilient or strong teams. As an initial level, forming a strong team is important but not
sufficient for organizational sustainability. In other words, every manager must be able to
create sustainable team growth through training, compensation incentives, and building
intensive working relationships between employees and managers with employees.
6.1
Individual Transformation to Team
Management Information System:
Discussions about the world of work in Indonesia in general, can be reflected in the work
patterns and the spirit of life of its people, namely cooperation and gotong royong. Through
the spirit of gotong royong, people are formed and trained in a work team to jointly complete
various types of work.
Based on the spirit of gotong royong that grows in our society, each individual involved
in a community will take part in the overall work according to his or her abilities and
expertise. Through mutual cooperation, each individual does not feel he or she is the most
expert, and the success or failure of the cooperation will be shared. Therefore, responsibility
will become a collective responsibility, so that each individual member can work without
feeling overwhelmed by the enormous responsibility he or she carries.
Individual responsibilities will become lighter, because they are shared. The lack of each
individual will cover each other and complement each other, and the expertise possessed by
an individual will perfect the cooperation, so that through collective work each individual
member experiences rapid joint development. Likewise, in a company, the transformation of
individual roles based on their respective expertise will become collective work in a team that
returns to the spirit of cooperation in mutual cooperation, for example in a company it is
necessary to transform individual employees who have different expertise, combined in a
comprehensive and integrated process, so that it will produce company output that has better
quality and added value that can be accounted for, because the responsibility for company
output is not only the responsibility of one group of employees, but this will be a shared
responsibility between employees, managers and the highest leadership of the company.
Through the formation of a work team within the company, their performance can be
synergized with each other, thus having enormous power to realize new creativity and
innovation and complete a higher quality production process. Some risks that can be avoided
through teamwork within the company include:
1.
Responsibility in the company is a collective responsibility, so the risks that may arise
will be resolved together. Thus the psychological burden of each employee of the
company will feel lighter.
2.
With a small risk burden, employees do not feel psychologically burdened, so their
energy can be directed to creating new changes and innovations in the production
process.
3.
The limited abilities and skills of employees will be overcome through cooperation,
because with teamwork each individual will unwittingly develop their abilities.
A work team is not formed by chance or without planning at all, according to Stoner
(1995) in Budi Sutedjo (2002: 232). There are five stages of the formation of a work team,
namely:
1.
Formation; Teams are initially formed based on common needs, concerns, expertise,
type of work or field. Then the group members will learn each other's behavior, before
specifically establishing team rules either verbally or in writing. The stability of this
team is very dependent on the balance that exists in the company, both in terms of
ability, expertise and in terms of the distribution of rights and obligations. In an
information technology environment, a team must be able to create a sense of
interdependence on each other, so that a sense of solidarity will be born that will bind
each individual in a solid group.
2.
Conflict; in the early stages of team formation, there will be conflict. This happens
because each individual in the group has certain interests, which essentially want to get
special opportunities and attention. In addition, conflicts are also triggered by different
perspectives on the problems faced.
3.
Stabilizing Team Norms; When the conflict begins to subside, team members begin to
formulate team norms or ground rules, such as division of tasks, time agreements, and so
on. In this case, unity will emerge as the potential for conflict decreases.
4.
Achievement; Once the team starts working with cohesiveness and a high spirit of
togetherness, then this team can reach the peak of achievement, especially in creating
innovation and creativity.
5.
Dissolution; Once the time comes for a member or several members of the team to
resign, due to health conditions, transfer, retirement, the team will dissolve, but an
institution will continue to live. Therefore, it will form itself or form a new work team
with various types of challenges it faces according to the existing conditions.
6.2
Company Work Teams in Revolution Information
As we know, the third millennium is a benchmark time that marks the birth of the
information civilization, from this information civilization a new reality emerges which in
turn reverses almost the entire organizational paradigm that humans have designed. The work
team as a sign of the emergence of civilization and information society is simplistically
shown in the figure below:
These two images have a very basic difference and at the same time emphasize how very
contrasting the structure of an industrial society is with the structure of an information
society. The picture is a sketch of an industrial society and an information society, where the
emergence of the need for teamwork is more indicative of the presence of an information
society.
Figure 6.1 shows that in industrial societies, the pattern of human relationships based on
system functions is hierarchical, rigid and rigid. Organizational dynamics flow and top down,
where the top level does not come into contact or is difficult to come into contact with the
lowest level. Max Weber as a Sociologist describes this relationship pattern as rationality,
where the relationship is built based on the goal of efficiency and effectiveness of the
organization's wheels of motion. Because this relationship is free values and free from the
dimension of irrationality.
Various criticisms of the function of Weber's system (1947) are inevitable, the fact
proves that the so-called rationality relationship tends to trap humans in machine work. The
dynamic movement of the organization that gathers human creative potential to achieve
certain goals is not like running like a robot. The lowest level in the structure of industrial
society is difficult to meet with the uppermost structure of society. If the sociological studies
developed by Berger (1982) lead to the conclusion that organizations born from industrial
hierarchy will reinforce the pyramidal nature of the organization and are very refreshing to
those who are weak. The emergence of radical movements of workers demanding wage
increases or improved socio-economic conditions is a very strong negation (rejection) of the
enactment of pyramidal organizational structures that are subject to industrial rationality and
inhumanity.
This kind of reality will give birth to two major problems, namely; First; instrumental
rationality, namely rationality that facilitates the flow of so many commands in the
organization, from the top flowing down. Rationality here is not substantial rationality based
on the ethics of regulating human relations in the organization. Jacques Ellul (1976)
reinforces this fact in the emergence of what is called "the dissociation of man" or the
disconnection of the rope of human values by human power, Ellul provides a discourse on the
emergence of human techniques as a force that integrates and at the same time restores
humanity, to eliminate the adverse effects of organizational development influenced by
machine logic. Second, the implication of the enactment of instrumental rationality is that the
organizational structure is very unlikely to be able to provide opportunities for the emergence
of equal relationships between various elements of the organization. With the power of
command owned by the leadership (top level), the lower levels of organizational members
are only encouraged to do or not do something. This situation can be analogized to the
enactment of a paradigm that emphasizes that the government must always supervise the
people. So this is a situation that does not allow a healthy work team within the organization.
Likewise, the structure of relationships in the company is almost certainly the same as the
structure of industrial society, even though the company is more concerned with the human
touch and does not identify with the relationship of rationality, where an employee is like a
machine that is ready to process raw materials into finished goods. Whereas in reality human
resources are only one element that is able to process something if supported by other
elements, such as raw materials, infrastructure and other related elements, because the
success of the company is a success that must be supported by a solid work team between
employees and other leaders. But today, reality is different. The importance of teamwork in
An organization is associated with the mass use of information revolution instruments such as
telephone sets, facsimiles, modems, the internet and others. Along with the development of
the instruments of the information revolution, human relationships have become very
complex as shown in Figure 6.2 above, amidst the release of class, ethnic and religious
constraints. Therefore, work relationships based on organizational functions have also
become very complex. The development of information and communication technology is in
a space that is far apart when utilized at the same time as similar technology by other people
to connect with each other.
In the end, the evolution of society that has led to the formation of the information
society has changed the management paradigm of all industrial organizations, politics, law,
organizations, cultural organizations and others towards integration or mutually beneficial
cooperation. On the one hand, information is increasingly important as an input to the overall
process of creating organizational policies. Consequently, every organization, both business
organizations and other organizations, must increasingly systematically adopt new substances
attached to information. While the new substances intended are nothing but truths that apply
universally even though they appear in a completely new format.
On the other hand, the way organizational actors work must change to follow the rapid
trend of the information revolution. As we know, due to the information revolution, data and
information flow to all corners of the world like the speed of light and cannot be stopped by
any force. The revolution makes clear the reality of the fast pace of time that makes every
corporate organization sink into the whirlpool of the information ocean. Therefore, business
people cannot help but work with very fast intensity and large capacity. To answer these
challenges, business people must always find new work patterns creatively. And it is only
possible if each individual business person realizes the importance of teamwork to build and
develop their company.
Through teamwork every individual involved in the company means participating in
developing an understanding, that in the information society it is impossible for an individual
to have the ability like a superman (as demanded by some groups that will make the
company's performance better is the employee, while employees are ordinary humans who
have many limitations. It is unfair if employees are demanded to be like superman, therefore
the work team must play a role in answering these demands, so that employees are not the
only functional responsible for the success of the company. Employees are also not the only
organizational element that can solve all company problems alone. Each problem that arises
in the company must be solved based on a scientific approach, requiring a work team that
works based on scientific knowledge, expertise and in-depth accuracy.
Therefore, in the future, work teams are formed to overcome the various difficulties that
each company will face. The future is a period of time in which new forms of life are not
always familiar to humans. Humans still have to make adaptation efforts that are not easy.
While companies are still subject to the shadow of conventional paradigms that will make it
difficult for humans to adapt creatively to these new forms of life. The company is really on
the edge if the actors in the company do not have the ability to build teamwork to answer the
demands of competition. In the future, the company will be much better if it is controlled by
teamwork that is able to work quickly and precisely.
The description of the evolutionary process of industrial society towards information
society shows that the future formation of work teams in companies must have a sociological
foundation as well as a clear philosophical basis. The formation of work teams is not just a
managerial demand of the company, more than that it is a comprehensive empowerment of
organizational elements that exist in the midst of society. Therefore, work teams must have
specific elements that distinguish them from a group of people who are doing something.
Based on the matrix above, the work team has a significant difference with the work
group. In any organization, work groups always exist, and are even the minimum prerequisite
for the formation of an organization. But by growing the work team, the structure and
mechanism of the organization enters the transformation process to respond to new
challenges more precisely. This means that the work team is one of the factors in the
sophistication of the role of an organization.
In terms of leadership, work groups are more concerned with the role of the elite layer,
because the leadership dimension is one man shows and authoritarian. While in teamwork,
the meaning of leadership is not identity but rather role. Therefore,
First; leadership in the work team is fulfilled by people who have leadership abilities, both
leadership that builds social, managerial and scientific visions, Second; work team
membership is never mass, but limited to the formation of limited groups.
In work teams, work objectives do not always reflect organizational objectives. If it turns
out that the organization's goals are narrow and not far-reaching into the future when new
challenges arise, then work teams formulate their own work goals as an extension of the
organization's goals. This is by no means a perversion of the organization's purpose, because
in the work team the purpose of the organization's existence has been intelligently interpreted
according to the challenges of the situation.
Thus, the members of the work team must be filled with those who have a high ability to
prognosticate the development of history, society, civilization and the development of ideas.
In other words, the ability to make interpretations and re-interpretations in the work team is
born as a logical consequence of the intellectualistic vision of the work team members.
The work team's products, whether in the form of policy recommendations or
organizational strategies, are collective products. The method applied by the work team can
be likened to the work of a group trying to move a load to where it should be. If in a company
the work product is still an individual work product, by itself the company does not yet have
a tradition of working according to the logic of the work team. Organizational performance
produced by work teams is comprehensive in nature which requires team members to
understand and examine organizational problems from various points of view. Teamwork
members are naturally formed from people who have scientific backgrounds and experience
in community advocacy.
Starting from the matrix above, the work team is urgent to be born, because in the work
team those who are members are those who have the ability to conduct a sharp analysis of the
problems faced by the organization. So if a company continuously wants to maintain its
competitiveness, it is time to form and develop a work team based on the elements contained
in the matrix above.
If the elements of teamwork formation are examined further, it will be seen that there is
a process of transformation of the role of individuals in the organization, individuals are not
merely positioned as static quantities, but are transformed into dynamic qualities.
The possibility of conflict in any work team should start with the formation of the work
team based on the matrix in the previous discussion, and how the work team is formed for the
purpose of organizational empowerment, or for the benefit of organizational elites.
Leaders of organizations and companies are sometimes trapped in the wrong way of
thinking, where the work groups formed are equated with work teams. Whereas work teams
have some vis-a-vis keywords that are different from the reality in work groups. The strength
of the work team in the organization is summed up in conflict resolution that uses the
keyword win-win solution. Conflict in a work team is a deliberate collision of different
thoughts to reach the truth. If conflict is a reflection of vested interests, then it is
characteristic of conflict in work groups rather than work teams. Because there is a collision
of ideas, conflict in a work team is a necessity that must exist to ensure that the dialectic of
thought takes place.
If in the end the conflict within the company begins to drag personal interests and
displays a form of emotional and irrational conflict, then the conflicting parties do not
deserve to be in the work team. To avoid the emergence of conflicts like this, the team work
pattern must be directed into the following scenarios; First, the work team only focuses on
objective facts that are perceived as very urgent problems and must be resolved immediately
on behalf of the company. The work team does not need to be trapped in rumors or issues that
are not clear in fact. Second, Alternative problem solving is accommodated as much as
possible to be used as input in determining the most logical problem solving option and
accepted by all team members. Third, debate in the work team functions more as an
intellectual exercise, so problem solving is accompanied by the same goals among team
members. Fourth, debates between team members should be punctuated by fresh humor.
Fifth, work team members must be free from organizational structural inequality. Sixth,
consensus must be accompanied by clear qualifications and based on universal truths. This
means that consensus is not done to violate ethical provisions, but to seek universal truths.
6.3
Competency Approach as a Reference for Individual Career Development in the
Company
The international management consulting firm Arthur Andersen (1994) defines
competence as; "basic characteristics consisting of abilities (skills), knowledge (knowledge}
and other personal attributes that are able to distinguish a person from those who perform and
do not perform". This means that the core of the competency system or model is actually as a
determining tool to predict the success of a person's work in a particular position.
Subsequent practice has shown that the competency system can be applied to many
things including recruitment, performance appraisal, compensation and training. The
competency system in this company seeks to explore
furthermore, regarding the knowledge and skills or key behaviors required for success in
a particular position. This is what then gave birth to a competency model for a particular
position or position. If concluded, this competency model is a complement to job descriptions
or job specifications known so far. In principle, the model Competencies developed in a
company refer to the basic framework of competence with steps called FAC (function,
activities/process, and competency). So to determine the competencies required in a
particular job in the company, first, it is necessary to determine the specific functions in a
position (function of job), second, specifically study the activities in the process of the job
(activitie & process), third, determine the competencies required in the position
(competency).
According to Spencer & Spencer (1994) or referring to The Competency Handbook,
Volume 1 & 2, some basic guidelines for developing a competency system in a company are;
(1) identify the job or key position for which the competency model will be created, (2)
analyze work processes such as; (3) survey what competencies are needed to successfully
carry out the job, (4) list the types of competencies required in a particular position, (5)
describe the meaning of each type of competency, (6) determine the scale of mastery of the
competency to be created using a scale: B (basic), I (intermediate), A (advanced) or E
(expert), (7) make an explanation of each type of competency in the scale made, (8) Test each
list of competencies that have been made, so that it can be applied.
The organizational approach to corporate human resource planning and development
focuses on the strategic aspects of the organization. This approach pays less attention to
workers as members of the organization or organizational assets. The organizational
approach to corporate career development has weaknesses, namely; First, it does not predict
job performance or life success. Second, it is often biased against minorities and people from
lower economic strata.
One of the measuring tools in the individual approach to career development is the
competency approach. This competency approach focuses on the view that everyone
generally has the same excellence (average performance), but there are some people who
have special skills (superior performance) so that they must be distinguished from others.
In a further sense, there are competency characteristics that distinguish superior
performance from average performance in the company, namely; First, cross cultural
interpersonal sensitivity, is the ability to understand the culture of outsiders in their behavior
and words. Second, positive expectations of others, a strong personality in hiding the
formalities and values of others who are different from themselves, as well as the ability to
maintain a positive outlook when under pressure. Third, speed in learning political networks,
is the ability to understand quickly so as to influence what and who people are in their
interests. There are five characteristics of competence, namely;
1.
Motives; i.e. the consistency of thinking about what is desired that causes an event.
Behavioral motives such as controlling, directing and choose to deal with certain events
or goals that come from others.
2.
Traits; physical characteristics and consistent responses to certain information or
situations.
3.
Self concept; one's attitudes, values or imagination
4.
Knowledge; a person's information within a certain scope. Knowledge test scores often
fail to predict performance because they fail to measure the actual knowledge and skills
used on the job.
5.
Skill; the ability to perform specific physical or mental tasks. The first and second
characteristics of competency are called hidden competency because it is difficult to
develop and penalize them. The fourth and fifth characteristics called visible competency
tend to be visible and easy to develop. One way to develop it is through the training
provided, while the third competency characteristic is between the two competency
characteristics.
In the development of a company's individual career path, the competency approach can
be used to determine grading, appraisal, pay or compensation systems. The development of
the model through several measurement tools namely; motive, trait, and self concept. Motive,
trait and self concept competencies predict ability to performance. Competencies also always
involve the goal of motive or trait strengths that cause an activity to produce results. The
competency approach can be used in measuring careers, the competency approach was
developed by Lyle and Signe Spencer (1995), which has 5 scales namely;
1.
Intensity or completeness of an activity; this scale describes an intensity of goals
involved in activities carried out in realizing goals.
2.
Size of impact; the extent of impact describes the number and position of people
affected. Job size strongly influences this dimension, and is useful in comparing jobs and
individual importance for the same job,
3.
complexity; scale primarily on competencies that relate to thinking skills.
4.
Amount of effort; time spent in implementing competency dimensions, and
5.
Unique dimension; a dimension that distinguishes itself from the other dimensions in
the competency scale.
In designing the individual career path of a company, there are six stages of the job
competency assessment process, namely; The first stage, defining effective performance
criteria, aims to identify the criteria for measuring results that can be achieved. Stage two,
identifying examples of criteria to determine the average level and competencies exhibited by
these objects; Stage three, collecting data related to the pattern of competency models used;
The fourth stage is to analyze the data and develop a competency model, which aims to
identify the competency abilities that distinguish superior performance from average
performance; The fifth stage is to validate the competency model by predicting the
performance of a person in a group at the same time; The sixth stage is to prepare
competency model worksheets, such as designing interviews in the selection process,
examinations, career path selection, career planning, training and development and
management information systems.
The competency approach emphasizes the individual's ability to develop a career so that
his career development is not influenced by the organization. A person's career is not limited
by position, so creativity and innovation as a characteristic of modern organizations have a
very important role in developing the organization. The company organization becomes more
flexible, so it does not affect employee motivation. The thing that needs to be considered in
developing one's career competence is the type of company itself, because new methods
cannot be applied directly frontally, but require gradual stages.
Every institution expects the work team contained in it to have high performance, even
though each work team has different ways of working, habits, opinions and personalities.
Likewise with companies, work teams can run well if they have effective work procedures
and are able to synergize in achieving team goals. Work synergy in the company can be
realized if the work team can harmonize all the differences that exist and at the same time
relate these differences in the container of common interests.
The different profiles of each individual in the team are natural. The difference in
profiles is not only a color in the work team, but can also be useful if empowered according
to the capacity of their respective profiles. Meanwhile, differences that contradict the
principle of teamwork are related to the goals and objectives of the group, because these two
things are the essence of team formation.
Synergy is a form of harmonization of activities to achieve a common goal, which is a
combination of activities from the smallest unit to the largest unit, by expecting the final
result to be much greater, when compared to the achievement of work by each unit working
independently. Work synergy will affect the productivity of the work team, with better final
results. Productivity itself is literally an effort to achieve optimal results with minimal
contribution.
To achieve high team productivity, there are many factors that influence it. But at its
core it boils down to the quality of human resources.
If the HR factor is considered the most important factor, and other factors are considered
ceteris paribus (ignored), then the link between HR quality and team performance will be
supported by three main pillars, namely; First, attitudes related to individual personality
profiles such as: hard work, perseverance, thoroughness, willingness, including work
orientation such as being able to work quickly or slowly, orientation to results or work
processes. Second, knowledge will concern insight into something, for example knowledge
related to the field of work, office administration, and the ins and outs of the organization.
Third, skills relate to an individual's ability to master a field, for example technical expertise
in computers, administration, correspondence, or non-technical expertise such as
communication, managerial and leadership skills.
The support of the three main pillars in building a high-performing work team in the
company, will depend on two important aspects, namely;
1.
COMMUNICATION, aspects of communication simply include the ability to explore or
draw messages so that they can be communicated, to listen in receiving the message
conveyed, and to convey the message itself. The dynamics of communication in the work
team can run well, if someone has the skills to communicate intra work team members
and between work teams. In addition, a person in communicating is required to be able to
share information with all members of the work team, then consistency of action with
speech, meaning that a person must be able to carry out verbal communication, including
non-verbal communication (body language), consistent actions between speech and
action so as to build credibility. Communication also requires mutual trust, meaning that
the work team can work better if the level of trust between team members is high.
2.
COOPERATION, synergized work team activities, will regulate the relationship
between team members, team members and leaders, and work team members with other
parties. The ability to work synergistically in a work team is inseparable from one's
ability to foster good relationships between people (human relations) in interaction. The
principle of work team cooperation is based on how to try to see other people honestly,
which means start working well starting with things that can be agreed upon, then show a
response to other people's opinions, which means that to build cooperation it is necessary
to be willing to support each other rather than blaming each other, if a mistake is
immediately recognized sympathetically, even though the culture in Indonesia our
society is difficult to admit mistakes and often cover them up and then look for
scapegoats to be the source of blame, therefore make it a habit for each individual to
admit mistakes openly and directly, then every problem will be resolved immediately
and will attract the sympathy of others. Another thing that needs to be considered in
cooperation is to provide encouragement so that mistakes are not repeated and can be
resolved immediately, by providing encouragement and making mistakes easy to fix will
provide benefits. in building one's confidence. Therefore, the formation of a high-
performance work team is key to communication and cooperation between work team
members. (Helmi Manaf, Management, January 2000)
6.4
Creating Harmonious Relationships within the Company
Human Resource Management (HRM) has a very decisive role, because it is a very important
asset in a company. This must begin with a paradigm shift regarding humans, in relation to
the organization in which they are one of the elements.
To create a harmonious relationship between them, it is necessary to change the pattern
of approach and control approach to commitment approach. Along with the development of
science and technology, they need autonomy, high involvement, development and self-
actualization. The difference in the control approach is that leaders try to supervise their
subordinates and decide what to do, while the commitment approach tries to build a high
involvement culture which is achieved through empowerment. In Empowerment, leaders give
autonomy and authority to their subordinates to make their own decisions on matters related
to their work, with the assumption that the person close to the job knows it best. With this
approach, a leader is only a catalyst and facilitator.
To create a harmonious relationship in an institution, there are two things that can be
done, namely creating two-way communication and creating an integrated HR development
system.
1.
Creating Harmonious Communication; two-way communication to increase mutual
understanding between leaders and subordinates is very important. With mutual
understanding, it is hoped that all problems can be resolved so as not to cause tension. To
create harmonious communication Stephen Covey is famous for his book "Seven Habits of
Highly Effective People". The principle he put forward is: "See & first to understand, then to
be understood" means try first to understand and then be understood, this is empathic
communication because a leader is required to first understand the situation and conditions of
his subordinates. The role of a leader in the company is sometimes faced with career
uncertainty factors, this condition in turn will create job insecurity, namely psychological
symptoms related to employee perceptions of an uncertain future. This condition needs
attention from policy makers, especially top management, because these conditions will
determine a person's psychology. Feelings of uncertainty will give birth to depression, stress,
anxiety, feelings of hopelessness and reduced self-confidence. While on the other hand an
employee It is very demanding to work optimally to become a creative, healthy,
knowledgeable, noble human being and so on, Research conducted by Brendan Bwchell
(1994) tried to find the relationship between work and a person's mental quality. There are 4
conditions that Burchell found. The first condition is having a job and being mentally
healthy, meaning that someone has a job and brings job satisfaction. The second condition is
not working and experiencing psychological distress, meaning that working not only brings
economic benefits but also psychological benefits. The third condition is inversely
proportional to the previous two conditions, people who are not working but are actually
found to be mentally healthy, because they previously worked but the work did not bring
satisfaction. The fourth condition is people who work but experience psychological
disorders, meaning that they feel that their work is always uncertain. In the face of career
uncertainty there are three responses that are usually taken by someone at work: (1)
avoidance behaviors such as laziness at work, lack of interest in work and disinterest in the
work situation. (2) looking for side jobs to divert attention, (3) joining other workers'
associations to strengthen bargaining positions (conditions for employees) as compensation
for their career uncertainty, although basically increasing knowledge and skills. For this
reason, related parties such as managers and top managers, need to share information as an
effort to build trust as a first step, how exactly the company policy scenario is made to
achieve company goals that are better in quantity and quality, so that they can see the
problems faced. Involving employees and leaders in the problems faced by the company will
result in awareness, understanding, support, involvement and finally create commitment,
these conditions are as shown in the communication ladder described below:
2.
Creating an Integrated HR Development System; By creating a high culture of
engagement within the company, expect to gain commitment from subordinates. A culture of
engagement requires intensive two-way communication. However, communication alone is
not enough to foster harmonious relationships. Therefore, it does not mean that there is no
effective communication in the company but because there is no human resources integrated
system. Selection and appointment of employees as well as mutations, promotions and so on
often cause debate because of the unclear systems and procedures that exist. In this case, we
must talk about performance management, which is a system to measure the performance of
each individual in the company and how it relates to the entire system in the company.
Creating an integrated HR system in the company starts with defining the company's vision.
A vision is an ideal picture that the company aspires to in the future. Formulating a vision is
very important to provide a sense of direction to every individual involved in the company.
By knowing the vision, all individuals involved are expected to walk in the same direction, so
that all energy will be devoted to achieving the vision that has been set before. The vision
that answers the question of where the company will go (where), translates into two things.
First is the company's strategy, this contains elements (what) that answer what the company
wants to achieve and target. The company's strategy is derived into the determinants of the
company's success, namely things that are considered important in determining the success of
the company, such as having professional, high-achieving, creative, innovative and loyal
employees. The second system is a cultural strategy, answering the question (how) that is
how to achieve the goal (what), from culture developed values in the form of attitudes, ways
of thinking and beliefs that determine how work is done and how each individual in the
company interacts with each other or interacts with individuals or groups outside the
company. This value provides an overview of what is considered a priority in the company.
The values that need to be owned to create harmonious relationships within the company are
team work, openness, trust, concern for people, involvement and so on. This value is derived
into competencies consisting of knowledge, skills, behavior and motivation, to measure a
person's performance which is directly related to the behavior and competence shown in the
work. Therefore, the success of individuals in the company is not only measured by the
achievement of goals but by how the individual achieves the goals.
With the system proposed above, each company will have accurate data to link
individual performance with other systems. Dimensions become benchmarks and integrated
HR systems, by knowing the dimensions that have been owned and which still require
improvement, company leaders can design employee development programs, both technical
and managerial personnel. The data is also useful for employee assessment, promotion and
career planning. In addition, the data that has been collected will be very useful as input for
employee selection and recruitment procedures. Thus, an integrated and accountable human
resource system will be realized.
6.5
Corporate Conflict as Behavior Communication
Conflict in a company is often seen as something negative, including by company leaders.
Therefore, the handling that has been done so far tends to be directed at reducing conflict. In
reality, conflict is something that is difficult to conflict is inevitable because it is closely
related to the process of human interaction. In a company, what is needed is not to reduce
conflict, but how to handle it so that it can have a constructive impact on the company.
The term conflict comes from the Latin, "com" meaning "together" and "fligere"
meaning to break, crash, find and hit. Conflict is thus an expression of the clash of
individuals with other individuals, groups with other groups, for several reasons. In this view,
"conflict" indicates a difference between two or more individuals, which is expressed,
remembered and experienced (Pace & Faules, 1994: 249). Conflict can be felt, known,
expressed through communication behaviors (Folger & Poole, 1984). Conflict is always
centered on several main causes of goals to be achieved, allocation of resources shared,
decisions made, as well as the behavior of all parties involved (Myers, 1982: 234-237; Kreps,
1986: 185; Stewart, 1993: 341). The interaction called communication between individuals
with one another, will undeniably lead to conflict in different levels of management (Devito,
1995: 381).
Based on the above understanding, there are two important things that must be
considered in conflict, namely; First, conflict occurs because of an interaction called
communication. This means that if we want to know conflict, we must know the ability and
behavior of communication. All conflicts contain communication, but not all are rooted in
bad communication. If communication is a transaction process that seeks to bring individual
differences together to find common meaning, then in that process there must be conflict
(Myers, 1982: 234). Conflict is also not only expressed verbally but also expressed non-
verbally such as in the form of facial expressions, gestures, which express opposition
(Stewart & Lagan, 1993: 341). Second, conflict does not always have a bad connotation, but
can be a source of positive experiences (Stewart and Logan, 1993: 342).
1.
Conflict in the Company, every organization or company regardless of size, structure,
purpose and so on involves individuals who constantly interact to achieve goals. When
interaction called communication acts as the soul of the company, conflict is impossible to
avoid. Conflict in the company arises at various levels of management according to the
structure of the company. There are three forms of conflict in an institution, namely; First,
personal conflict, is a conflict that occurs within each individual who experiences conflicts
regarding desires, expectations and values; confused about deciding something; disappointed
because he gets obstacles to meet needs; and faces difficulties facing other groups. Second,
inter-personal conflict, is a conflict that occurs between one individual and another, due to
two things; differences in individual backgrounds (age, gender, habits, beliefs), and inter-
personal conflict due to limited institutional resources; capital, labor, and technology. Third,
institutional conflict, institutional conflict is the behavior of the institution conflict that occurs
between groups within the company, where group members identify with the group, and feel
that other groups are an obstacle to achieving the group's goals and expectations (Myers,
1982: 237). Such conflicts can occur at both horizontal and vertical managerial levels (Daft,
1992: 429). At the horizontal level, conflict can occur between groups or sections at the same
level in a hierarchy. For example, in a company between employees from the same division
or different divisions disputing working time because each of them defends their wishes.
While vertical conflict can occur at any managerial level, this conflict arises regarding issues
regarding: supervision, authority, goals, and income distribution.
2.
Sources of Conflict in the Company, Factors in a company that can encourage conflict are;
First, the external environment is always growing rapidly and full of uncertainty, demanding
the response of company employees to have the ability, attitude and strength in achieving
organizational goals. Second, size, when the size of a company is getting bigger, for example
in a company, the parts of the company will also be divided according to sub-sections or
divisions, in this context the members of each part are separated from other groups. Third,
technology, the application of technology will increase the interaction between parts of a
company, in the process of interaction there will be conflict. Fourth, goals; Company goals
are implemented and become a guide for individuals involved in it. In the process of
achieving goals, conflict will inevitably occur. Fifth, structure: The organizational structure
of the company should ideally facilitate coordination and control processes.
3.
Impact of Conflict, Conflict is inevitable, as a consequence of individual interaction, this
conflict can be destructive or constructive depending on how it is handled. Conflict that can
have a negative impact, for example, weakening of interpersonal relationships, the emergence
of anger, hurt feelings and alienation. In the early stages, conflict is characterized by distrust
between individuals and other individuals which is gradually shown verbally and non-
verbally: unhappy faces, being silent or maybe avoiding other groups, then coordination
becomes worse. Conversely, if conflict is managed properly, it will have a constructive
impact on the parties involved, including the company. Constructive impacts include;
warning signs, as a safety valve, increasing interaction, fostering creativity, bridging problem
solving, encouraging the delivery of information between individuals, and testing the strength
of ideas.
4.
Handling Conflict in the Company; The issue faced by the leaders of organizations including
companies is how to handle conflict so that it does not have a negative impact on the
continuity of the company. Conflicts that occur can be horizontal or vertical, horizontal
conflicts occur between employees. Handling horizontal conflicts can be done with
continuous communication efforts, finding joint solutions between groups, negotiating to find
the right solution, and leaders must socialize what is a common goal. Meanwhile, in handling
vertical conflicts, leaders must care more about their subordinates, increase the participation
of all elements of the organization, socialize the impact of company failure will have a
negative impact on the work situation of all elements of the organization including leaders,
employees and the wider community as company customers. There are three other ways to
handle conflicts that occur in the company, namely; First, mediation, this method develops
and expands the negotiation process, by involving a neutral third party, accepted by all
parties to the conflict, and this third party has no power to influence the decisions to be taken.
Second, negotiation is usually used to resolve conflicts of interest, which involves a
bargaining process guided by a third party who is an expert in the field at issue. The third
party is obliged to brief all parties about their interests and help to resolve subjective issues.
Third, Arbitration, is a way of conflict resolution that involves an official body of impartial
non-individuals to help resolve the conflict. Whatever type of conflict occurs in the company,
the alternative must be a "win-win solution" so as not to cause new conflicts.
