Q6

Characteristics of a partnership based on collaboration

1. Supportive

Each participant needs to feel a sense of support and confidence about cooperation to be a
productive partnership. They are filled with hope if partnerships are supportive. The reason is
that partnerships can only improve. As a team, the people get motivated to imagine the process
of achieving the goal more clearly (DeWitt, 2016).

2. Rewarding

The award must be granted to each member of a partnership. Rewards are focused solely on the
importance and relevance of any partner in productive partnerships (DeWitt, 2016). There's
nothing more deeply inspiring than a person to make their own contribution and importance
shine forth.

3. Cohesion

Confidence is a fundamental necessity for a successful partnership. Each partner must be mindful
of the mutual, committed and positive partnership. When the relationship is required, the partners
should trust that they can work together in a way that will accommodate and meet their needs
and concerns.

4. Open

Good relationships need partners who are constantly aware of the events and potential effects on
relationships both inside and outside the relationship. With an open mind, all members take care.
You set out previously thought-out ideas about the other partners to see for each person who they
are and what they bring about (Green, & Johnson, 2015).

5. Protective

Partnerships are flourishing when members of the relationship feel secure. The couples feel
confident that they are in a position in which they will not fail. Every participant knows that any
safety hazard undermines the success of his relationship. Insecurity must be discussed freely in
order to make the right changes.
Q7

Collaborative leadership

Shin, Park & Park (2019) stated that collaborative leadership is a management practice that aims
to work together with managers, managers and staff. Knowledge is organically transmitted in
collective workplaces, where everyone is responsible for everything. In comparison to
conventional top-down structures, a limited number of managers control the knowledge flow.

The following are the key distinguishing attributes of collaborative leaders:

1. Equal incentive

Wherever people function, the leader wants to create interest. We also try, in order to build social
impact and produce money for the players, to use their inspiration and influence.

2. Not a control freak

A collective leader knows the real reality is that nobody manages external circumstances fully.
Individuals can obey your orders for fear of retribution, but only truly motivating and
encouraging can lead them to fully dedicate themselves to the cause (Green, & Johnson, 2015).

3. Capabilities transferable

The leader must have a range of skills which are considered worthwhile in multiple functions,
and sectors for successful collaborative leadership. Management of the stakeholders, strategic
planning, quantitative analysis and motivation are some of the skills that this leader can develop.

4. Circular leadership

Collaborative leadership is about breaking down walls and silos and building close, trust-based,
cross-functional relationships. The leader does not just focus on direct reports, but embraces the
team. The ability to lead a horizontal team requires a close partnership and much control (Green,
& Johnson, 2015).

5. Risk assessment is encouraged

Working with a collaborative leader is excellent for personal and professional development,
because they encourage employees to take risks forever. They create an environment of
confidence and security, opening employees to risk. No creativity, innovation, growth will take
place without risks.

Q8

Reporting requirements in a collaborative partnership

User interface termination

There are hundreds of organizations that contribute to reports, many of which are not financially
familiar. Many financial firms have little time or money to provide extensive end-user training
on new technologies (Chu et al., 2016).

Real Time Update

Must the report be published or exported when revisions are made and accepted? The fact that
the reporting time is not changed in real time will increase overall and lead to time consuming
revisions. Make sure all associated reports and documents are automatically updated.

Scrounging

The reports or the contributors charge for certain solutions while others limit the number of
contributors. Such constraints are contrary to the entire issue of collaborative reporting, in order
to stimulate and facilitate stakeholder input throughout a company and to make their
contributions more transparent while reducing financing burdens (Chu et al., 2016).

Control of workflows

Set and maintain contribution deadlines, assign duties, maintain feedback and subscriptions,
submit notifications when appropriate, monitor edits and sources and indicates the status of the
up-to - date report whenever needed.

Automated number handling consistency

The minor data that may push the qualified finance knots include precise number formatting,
rounding and currency conversion (Chu et al., 2016). Additional strategies for managing these
details will save hours and reduce stress on the part of the workers.

Q9
Cultural competence

According to Bailey (2015), cultural competence is our will and our actions to build people's
understanding and to be respectful and open to differing cultural perspectives, to strengthen
cultural security and to promote equal opportunities. Relationships are central to cultural
competence and are built on the basis of shared awareness of values and behaviors and then
expand on mutual knowledge, with a broad range of community members and tools to improve
their awareness.

Importance of cultural competence in an organization

 The provision of quality services which promote the personal and family strength,
integrity and trust is central to cultural competence. Cultural understanding extends and
strengthens the delivery of mental wellbeing and the provision of resources on alcoholism
and substance addiction (AODA) by offering a comprehensive, specific worldview and
assistance. Cultural abilities, which are fundamental to good clinical practice, are not
distinct (Bailey, 2015).
 Cultural expertise fosters relationships based on understanding and awareness about the
impact and values of one's own cultural beliefs on organizing content, attitudes, feelings,
experiences and coping strategies. It requires that you can identify them, learn from them
and include them in the aid process.
 Cultural experience calls for an ongoing dedication to transparency and learning, time
and risk taking, ambiguity and discomfort, and not immediate answers or solutions. It
includes building trust, mentoring, developing and nurturing a benchmark that considers
alliances throughout culture to enrich and not threaten common objectives (Bailey, 2015).

Developing cultural competency in an organization

1. Get global citizenship training

You should first build your employees' cultural knowledge. You can teach them various cultural
practices through training courses. Such courses will be organized so that you can learn how to
cope with work in a global economy and culture that is becoming increasingly diverse.

2. Clear the cultural divide with strong communication abilities

When dealing with different cultures, good communication skills are important. How you speak
to someone, whether verbally or not, may be a dealer or distributor. This is nice if the staff know
the language of the country you are working with, even if you have a comprehensive knowledge
of local culture and work together with a professional interpreter, they will still be successful
communicators.

3. Using good practices

It's always nice to have ways wherever you is in the world. It shows you are courteous, polite
and compassionate, and you and your company will certainly be opened doors. In addition, in
some countries informality can be unacceptable (Bailey, 2015).

4. Holidays, holidays and food events

Cultural literacy, understanding and acceptance will increase through celebration of diversity.
Begin with your company email or newsletter with holidays and festivities of other cultures and
celebrate them at work if possible. It will show the workers that you understand their traditions
and welcome those (Cushman et al., 2015).

5. Watch and hear from international clients and colleagues

Another way to help your employees become more culturally aware is to tell foreign customers
and colleagues to observe and listen to them (Cushman et al., 2015). If you is in a foreign
country, look at the way people around you and their company handle themselves and follow
suit. And they will learn more quickly if they listen more than they talk.

Reference
Shin, N., Park, S. H., & Park, S. (2019). Partnership-based supply chain collaboration: Impact on
commitment, innovation, and firm performance. Sustainability, 11(2), 449.

DeWitt, P. M. (2016). Collaborative leadership: Six influences that matter most. Corwin Press.

Green, B. N., & Johnson, C. D. (2015). Interprofessional collaboration in research, education,

and clinical practice: working together for a better future. Journal of Chiropractic Education,
29(1), 1-10.

Chu, J., Leino, A., Pflum, S., & Sue, S. (2016). A model for the theoretical basis of cultural
competency to guide psychotherapy. Professional Psychology: Research and Practice, 47(1), 18.

Bailey, M. L. (2015). Cultural competency and the practice of public administration. Diversity
and Public Administration, 179-196.

Cushman, L. F., Delva, M., Franks, C. L., Jimenez-Bautista, A., Moon-Howard, J., Glover, J., &
Begg, M. D. (2015). Cultural competency training for public health students: Integrating self,
social, and global awareness into a master of public health curriculum. American Journal of
Public Health, 105(S1), S132-S140.