Muhamad Insan Nasher 29113526

MBA ITB 50 B

People In Organization Summary

Basically, human nature is vary. People behave the way they do. Every people have their own
activity, thinking, feeling, and physiology. Thus, every organization must have a leaders to
organize its members. A leaders must take these seven levels of similarity and dissimilarity:
human kind, regional culture, national culture, sub-national culture, organizational culture,
family culture and individuality. One of the fundamental challenges in leadership is to
understand why people behave the way they do. Leaders have to listening, by observing, and
by testing peoples reactions to our conversations. Effective leaders will explore the human
behavior to influence a function of internal values, assumptiopns, beliefs, and expectations
(VABEs).
Before we manage people, we have to know about ourself. To be successful, peope have to be
able to manage themselves. They have to know what are their stengths, the way they work,
their values, the place they belong to, and what to contribute. By knowing strengths, we can
reach our excellence. Only from operating in strength, we will successfully manage things
effectively. To accomplish best result we have to know what way of work we suitable at,
reader or listener. Each person does it in different way and it depends on the personality itself.
Next thing is knowing our values so that we will know how to increase our effectiveness in
organization by reaching value compatibility. Having found those aspects mentioned, we can
decide where we belong, thus, we can find the best place that suits us best. Finally, we will
know what to contribute in organization we enter to.
Responsibility for relationship is very important in managing oneself because we live, we
work, and we make a relationship with other people. The two responsibilites recommended
are to accept the fact that other people are as much individuals as you and to take
responsibility for communication. We need to begin our second career, because after we
finish our first career we will usually get bored and want a new challenge in life. In begin our
second career, we have three ways. The first one is start a new career after finish the old one,
the second is develop a parallel career with working in two different organization, and the last
is become a social entrepreneurs by doing social, often non-profit, activity while still
working.
Besides managing oneself, we also have to be able to control the emotions. A leader is not
enough to have a high intelligence quotient, but also need emotional intelligence. To be able
to control the emotions, we need the following five skills. Self awareness, to knowing ones
strengths, weaknesses, drives, values, and impact on others. Then, controlling or redirecting
disruptive impules and moods dibutuhkan untuk Self-regulation. Motivating is needed for
relishing achievement for its own sake. Empathy is also important for understanding other
peoples emotional makeup. The last one is social skill for building rapport with others to
move them in desired directions.
Once we can recognize ourselves, it's time we start dealing with other people, either
colleagues inside and outside the organization. In order to get to know better, we must
understanding communications in one to one relationships. There are several problems in
communication, which can make not understand each other. For example, there are two
people do not want to reach resolution because each wants the other to lose for political or
other reasons, its called political in-fighting and power struggles. Then, personality conflicts
and conflicting goals can also make some problems or mistaken in communication. We must
to know what is the different of good communication and effective communication.

Muhamad Insan Nasher 29113526

MBA ITB 50 B

Therefore, we can build the effective one on one work relationship with analyzing our
network relationship first. We have to identifying on whom are we dependent and who is
dependent on us. Then, we must to find how and what are the differences between you and
them. After that, we identified how are our relationships developing. If there are conflict, we
have to balancing inquiry and advocacy. The process of balancing inquiry and advocacy
would helped both parties reflect on experiences in a disciplined manner and thereby
recognize their leaps of abstraction.
One of the important communication strategy in interacting with others is persuasion. In this
case the communication can help individuals to engage with others, and can influence and
convince others. Because persuasion is the process that can changing a person`s or group
attitude towards some event, idea, object byusing written or spoken words. There are six
fundamental principles of persuasion, liking, reciprocity, social proof, consistency, authority
and scarcity.
Leader must be able to communicate well, but other than that he also should be able to
control the power that he has. Because power define as the potential of an individual (or
group) to influence another individual or group. Power and influence are the mechanisms by
which the inevitable political conflicts in organizations get resolved. A person's power is
determined by two sets of factors: positional and personal characteristics. The sources of
positional power are formal authority, relevance, centrality, autonomy and visibility. And
expertise, track record, attractiveness and effort are the sources of personal power. In
assessing the power dynamics we need to identify the interdependencies among the relevant
parties. Then, determine the sources of power of the relevant parties. After the interdependent
parties have been identified, analyze the relevant differences among them and analyze the
broader context. After all of that, we have to periodically update our diagnosis. Power
dynamics are just that dynamic.
We also have to know the hierarchical and matrix structures of our organization. Organization
charts are not the best indicators on how things get done. Formal hierarchical structures
define management roles, informal networks (the way people collaborate, share the work and
the information) define how the organization actually works. Informal networks beside have
many advantages for companies, they also can cause severe problem. And the worst informal
networks can make dysfunctional organizations even more so by adding complexity,
muddling roles, or increasing the intensity of corporate politics. Matrix management worked
reasonably well until globalization took hold, companies were forced to adapt to an
increasingly fluid and uncertain competitive environment, so more work from different
perspectives had to be integrated. To formalize a network, the company must define who will
lead it that is, the network owner and make that leader responsible for investing in the
network to build its collective capabilities such as knowledge that is valuable for all
members. For a formal network to work effectively, its territory must be defined informal
networks sometimes make overlapping claims on the same activities.
To achieve the success, a manager should be able to manage the effectiveness of the wellfunctioning team. Most managers fail to recognize and address the team responsibilities. The
case provides us to answer questions mention to managers to fix the problem. The two main
sets of responsibilities needed are: First, Managing the Teams Boundary managers should
be able to create a positive large organization beyond the internal organization he/she is in.
Its his responsibility to create a positive trade off amongst the organizations exist. The
second is, Managing the Team itself to accomplish everything in order as desired, managers
have to be able to communicate and facilitate the team building. There are some steps needed

Muhamad Insan Nasher 29113526

MBA ITB 50 B

to be done: designing the team (setting the agenda, what type of teamwork is needed, team
composition and structure) and facilitating the team process (shaping the teams culture and
coaching the team). There are also paradoxes that managers should accept, understand, and
balanced embrace differences, foster support and confrontation among the team, focus on
performance, and such. Thus, the team is ready to accept the challenge. By answering and
examining the whole question, therefore managers can know about what is an effective team
is and how to asses it.
If you have an international organization, youre probably leading teams with members from
diverse cultural backgrounds. Those differences can present serious obstacles and can cause
destructive conflicts in a team. There are direct and indirect communication. Then members
who arent fluent in the teams dominant language may have difficulty communicating their
knowledge, because they have a trouble with accents and fluency. As well as the norms and
attitudes. Therefore, we must determine how to respond to multiciltural conflicts with
consider for the adaptation, structural intervention, managerial intervention, or left form the
orginaziton.
After of all the above, we are back again to talk about leadership. Stogdill reminds us that the
word leader has origins back to the 1300s and the word leadership dates back to the
1800s. Leadership is the art of influencing people to accomplish organizational goals, while
management is the science of specifying and implementing means needed to accomplish the
same ends. As players in the social and interpersonal world, people have their own
conceptions of leadership. Thus, fairholms make some concept to describe the leaderships.
Such as leaderships as (scientific) management, leaderships as excellent management,
leadership as a values displacement activity, trust culture leadership, and spiritual (whole
soul) leadership.
Leadership is not about personality, its about behavior, an observable set of skills and
abilities. Despite differences in culture, gender, age, and other variables, these revealed
similar patterns of behavior. In fact that when leaders are at their personal best there are five
core practices common to all: they model the way, inspire a shared vision, challenge the
process, enable others to act, and last but certainly not least, they encourage the heart.
Therefore, to make people to willingly follow a leader, the leader must have this
characteristics. Honest, forward-looking, inspiring and competent.
Leadership changes can trigger changes in an organization's culture. An organizational
culture is simply defines as the way things are in that organization, a culture is something
that is enduring, slow to change, and it is difficult to identify unless challenged. To identify a
profile of an organizational culture, can be done by an individual from the organization, an
individual in an organization most likely can describe accurately the cultures in their
organization, a tool to measure this is the OCAI, which measures six dimensions: the
organizations dominant characteristics, leadership styles, organizational glue, strategic
emphases, success criteria, and management of employees.
Organizational culture is very hard to successfully changed. There are seven steps to
successfully change an organizational culture. We have to know what it means to change the
organizational culture and one or two stories that defines positive incidents or events that
illustrates that changes in organizational culture is going to make. Then knowing what
activities will be started, stopped or enhance by the change of the organizational culture. And
also identifying small wins, communicating the process of the change, and leadership
development.