{"id":641,"date":"2018-11-14T05:35:17","date_gmt":"2018-11-14T05:35:17","guid":{"rendered":"https:\/\/create.twu.ca\/twuwafasiyam\/?p=641"},"modified":"2018-11-15T07:30:35","modified_gmt":"2018-11-15T07:30:35","slug":"response-to-cooperation-in-a-national-company-of-china-seems-effective-yet-conflicts-lie-underneath-lylas-post-7-1-ldrs-501","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/twuwafasiyam\/response-to-cooperation-in-a-national-company-of-china-seems-effective-yet-conflicts-lie-underneath-lylas-post-7-1-ldrs-501\/","title":{"rendered":"Response to Cooperation in a National Company of China: Seems Effective, yet Conflicts Lie Underneath. Lyla&#8217;s post 7.1-LDRS 501"},"content":{"rendered":"<h2><\/h2>\n<blockquote class=\"wp-embedded-content\" data-secret=\"1lQHkMK0bs\"><p><a href=\"https:\/\/create.twu.ca\/ldrs501\/2018\/11\/12\/cooperation-in-a-national-company-of-china-seems-effective-yet-conflicts-lie-underneath\/\">Cooperation in a National Company of China: Seems Effective, yet Conflicts Lie Underneath<\/a><\/p><\/blockquote>\n<p><iframe loading=\"lazy\" class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"&#8220;Cooperation in a National Company of China: Seems Effective, yet Conflicts Lie Underneath&#8221; &#8212; Leadership 501\" src=\"https:\/\/create.twu.ca\/ldrs501\/2018\/11\/12\/cooperation-in-a-national-company-of-china-seems-effective-yet-conflicts-lie-underneath\/embed\/#?secret=khNYw6MMja#?secret=1lQHkMK0bs\" data-secret=\"1lQHkMK0bs\" width=\"525\" height=\"296\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe><\/p>\n<p>Thank you, Lyla for sharing your experience, and I would like to share with you some thoughts on communication and cooperation.<\/p>\n<p><strong><em>Communication<\/em><\/strong> is a two-way process of reaching mutual understanding in which participants not only exchange information, ideas, and feelings but also create and share meaning. In business, it is a crucial function of management and organization can\u2019t operate without communication between levels, departments, and employees (Business dictionary, n.d). Communication is a prominent driver for organizational strategy, and strategic way to ensure the information is being disseminated effectively at all levels.<\/p>\n<p>Communicating openness to influence strategic vision is essential for superior in interactions with those lower in the organization. This openness has several outcomes, including creating a climate that allows ideas critical for strategic thinking to come forward and emerge in finding certain resolutions. It is also vitally important in peer relationships, where the competitive pressures can overwhelm such an approach. Openness to influence with peers is an outcome-a benefit-of having formed and trusting relationships (Hughes, Beatty, Dinwoodie, 2014, p.155). Additionally, the strategic leadership foster cooperation rather than competition across organizational units (Hughes et al., 2014). Think about it this way, Does the team start by listing their critical decisions and activities for which they are accountable and then discusses and reaches arguments on who has which role? (Lepsinger, 2010). Formally and explicitly working out roles at the early stage of the team\u2019s formation, or whether a noticeable lack of cooperation, helps accelerate the process and preserve trust within the group and the organization as a whole. Clarifying roles and responsibility not only defines when cooperation is necessary and what it looks like but also reinforces the norm that collaboration is expected and appropriate (Lepsinger, 2010).<\/p>\n<p>The consistent contributors are a catalyst for cooperation especially among people who are inclined to be cooperative will influence the cooperation as behavior benefits all in the organization. Therefore, modeling cooperation will be increasing the likelihood that people you depend on to get the work done will do the same way (Lepsinger, 2010). Building and fostering collaborative relationships to the extent that can build and maintain working relationships with co-workers and external parties rather than fostering competition, whereby, \u201cnegotiating and handling problems without alienating people and get their cooperation in non-authority relationships\u201d (Hughes et al., 2014, P.269). As a result, transparency in communication provides constructive feedback by generating a new way of seeing things and insight into the change preferences. Keeping the information at one level will limit transfer the organizational vision to the participants and diminishes the effectiveness of communication and lose the sense of purpose and goals (Maxwell, 2011, p.248-250).<\/p>\n<p>Christensen, Marx, and Stevenson (2006) suggest; assessing the existing level of agreement in the organization along two critical dimensions. The first is the extent to which people agree on <em>what they want<\/em>. The result they seek from their participants is their values, priorities, and trade-offs they are willing to make to achieve MVV agreement. The second dimension is the extent to which people agree on<em> cause and effect<\/em>. Therefore, finding which actions will lead to the desired outcome. When people have shared an understanding of cause and effect, then they will probably agree about the process to adopt and find the alignment that was absent. They noted that there is no best position for managers to aspire to in the agreement matrix.<\/p>\n<p>Therefore, Shared goals increase cooperation and collaboration because they ensure everyone is working toward the same outcome. Any difference in object among the group will result in the efficiency and reliability suffer (Lepsinger, 2010).\u00a0 Therefore, in making a change, there is a need to move from agreement to cooperation.<\/p>\n<h2><strong>Four types\u00a0 of cooperation\u00a0<\/strong><\/h2>\n<p>There are four types of cooperation tools suggested by Christensen, Marx, and Stevenson (2006).<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium wp-image-643\" src=\"http:\/\/create.twu.ca\/twuwafasiyam\/files\/2018\/11\/the-four-type-of-cooperation-tools-300x208.gif\" alt=\"\" width=\"300\" height=\"208\" \/><\/p>\n<p>Figure 1: The four type of cooperation tools.<\/p>\n<p>1)\u00a0\u00a0\u00a0 Power tools can be extremely effective in a low-agreement situation. The key is to have the authority to use them. \u201cManager in a low-consensus environment would not agree to lead a change without the authority to wield the right power tools.\u201d<\/p>\n<p>2)\u00a0\u00a0\u00a0 Management tools focus on coordination and processes. They include training, standard operating procedures, and measurement system. In regard, the group members need to agree on cause and effect and not necessarily on what they want from their participation in the organization.<\/p>\n<p>3)\u00a0\u00a0\u00a0 Leadership tools tend to be result oriented rather than process oriented. Leadership tools can elicit the cooperation as long as there is a high level of consensus that a change is consistent with reason employees have chosen to work in the enterprise even if the consensus is low on how to achieve the change.\u00a0 For example, TSL (Smith, Montagno, &amp; Kuzmenko, 2004, p.83) emphasis on the need of others, motivate and inspire members through creating a shared vision and communicate expectations. Also, encouraging innovation and creativity, giving attention to employees needs for achievement and growth. Create a new learning opportunity and empower to make decisions; therefore, cultivate the ownership thinking among employees. \u201cWhen members of a group agree on what they want to achieve, statement that articulate, where the organization needs to go, can be energizing and inspiring\u201d (Christensen, Marx, &amp; Stevenson (2006).<\/p>\n<p>4)\u00a0\u00a0\u00a0 Culture tools, where employees have the essence of a strong culture, they will cooperate automatically to continue in the same direction. Their deep consensus on priorities and set of actions allow the company to achieve those priorities (Christensen, Marx, &amp; Stevenson (2006).<\/p>\n<p><strong>Eliminating the need for cooperation-Using the tool of disaggregation<\/strong><\/p>\n<p>Wielding\u00a0the tool of disaggregation, result in, separation of organizations into units and allows managers at the new unit to build different consensus among its employees regarding what they want and how they want to get their; while the prior culture continues to thrive in the original unit ((Christensen, Marx, &amp; Stevenson (2006). The reconfigurable mini-business units are the reconfigurable part of the structure. The functional structure was the stationary part and provided homes for the talent who cycled into and out of the mini-business units (Galbraith, 2014, p.148). The final element is a top management team that sees its value-added as designing and supporting the organization&#8217;s reconfigurability during aligning interest and establishing common ground for fulfilling their envisioned practice of MVV and create healthy communication and productivity within a corporate work environment.<\/p>\n<h2><strong>Conclusion<\/strong><\/h2>\n<p>As a result, cooperation (Lepsinger, 2010) is more likely to \u201ctrump competition-namely.\u201d To sustain collaboration and cooperation, we need to gain the support of others for our ideas and constructively resolve differences (Lepsinger, 2010). When communication is clear, and there is transparency about intent, then people understand what they can expect from each other and how they work together. When the interest of individuals or groups is aligned, the successful corporate achieve attainable MVV.<\/p>\n<h2><strong>References<\/strong><\/h2>\n<p>Business Dictionary (n.d). <em>Communication<\/em>. Retrieved from: http:\/\/www.businessdictionary.com\/definition\/communication.htm<\/p>\n<p>Christensen CM, Marx M, Stevenson HH (2006). The tools of cooperation and change. <em>Harvard Business Review<\/em>. <em>84<\/em>(10):72-80. Retrieved from: https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/17040041<\/p>\n<p>Galbraith, J. R. (2014). Designing Organization: strategy, structure, and process at the business unit and enterprise level. San Francisco: Jossey-Bass. ISBN:978-1-118-40995-4<\/p>\n<p>Hughes, R. L., Beatty, Collarelli-Beatty, K., &amp; Dinwoodie, D. L. (2014).\u00a0<em>Becoming a strategic leader: Your role in your organization\u2019s enduring success<\/em>. San Francisco, CA: Jossey-Bass.<\/p>\n<p>Lepsinger, R. (2010).\u00a0<em>Closing the execution gap: How great leaders and their companies get results.<\/em>\u00a0San Francisco, CA: Jossey-Bass<\/p>\n<p>Maxwell, J. (2011). <em>The 360 Leader<\/em>: <em>Developing your influence from anywhere in the organization.<\/em> USA: Thomas Nelson<\/p>\n<p>Smith, B.N., Montagno, R.V. and Kuzmenko, T.N. (2004). Transformational and servant leadership: Content and contextual comparisons. <em>Journal of Leadership and Organizational Studies,<\/em> 10(4), 80-92. Retrieved from: https:\/\/ezproxy.student.twu.ca\/login?url=http:\/\/journals.sagepub.com\/doi\/abs\/10.1177\/107179190401000406.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Cooperation in a National Company of China: Seems Effective, yet Conflicts Lie Underneath Thank you, Lyla for sharing your experience, and I would like to share with you some thoughts on communication and cooperation. Communication is a two-way process of reaching mutual understanding in which participants not only exchange information, ideas, and feelings but also &hellip; <\/p>\n<p class=\"link-more\"><a href=\"https:\/\/create.twu.ca\/twuwafasiyam\/response-to-cooperation-in-a-national-company-of-china-seems-effective-yet-conflicts-lie-underneath-lylas-post-7-1-ldrs-501\/\" class=\"more-link\">Continue reading<span class=\"screen-reader-text\"> &#8220;Response to Cooperation in a National Company of China: Seems Effective, yet Conflicts Lie Underneath. Lyla&#8217;s post 7.1-LDRS 501&#8221;<\/span><\/a><\/p>\n","protected":false},"author":226,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[107,102,94],"tags":[],"class_list":["post-641","post","type-post","status-publish","format-standard","hentry","category-all-post","category-health-education","category-ldrs501"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/641","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/users\/226"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/comments?post=641"}],"version-history":[{"count":12,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/641\/revisions"}],"predecessor-version":[{"id":654,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/641\/revisions\/654"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/media?parent=641"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/categories?post=641"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/tags?post=641"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}