10. komunikasi
TRANSCRIPT
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Interpersonal Communication Communication
the transmission of information and meaning from one party toanother through the use of shared symbols
sender- initiates the process by conveying information
has a meanings/he wishes to communicate encodesthe meaning into symbols
transmitsthe message through some channel
receiver- person for whom the message is intended
decodesthe messages attempts to interpretthe senders meaning
may provide feedbackby encoding a message inresponse
noise- interference in the system that blocks understanding
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A Model Of The Communication Process
Receiver4. Decoding
5. Perceived meaning
Person B
Sender6. Intended meaning
7. Encoding
Sender1. Intended meaning
2. Encoding
Person A
10. Intended meaning
9. Decoding(receiver)
8.Communication
channel
3. Communication
channel
Two-waycommunicationif B sends
feedback to A
One-waycommunication
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Interpersonal Communication (cont.)
One-way communication
process in which information flows in only one direction
no feedback from the receiver
faster and easier for sender
Two-way communication
process in which information flows in two directions
receiver provides feedback
basis for constructive exchanges
more difficult and time consuming
more accurate
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Interpersonal Communication (cont.)
Communication pitfalls
errors can occur in all stages of the communication process
perceptual and filtering processes create misinterpretation
perception- process of receiving and interpretinginformation
filtering- process of withholding, ignoring, ordistorting information
cannot assume the other person means what youthink s/he means or understands the intendedmeanings
e.g., problems arise because men and women differ in communicationstyle
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Interpersonal Communication (cont.)
Mixed signals and misperception
people do not attend to everything going on around them
people inadvertently send mixed signals
can avoid these problems by taking the time to:
ensure that the receiver attends to the message
consider the receivers frame of reference and
convey the message from that perceptualviewpoint
take concrete steps to minimize perceptual errorsand improper signals
send consistent messages
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Interpersonal Communication (cont.)
Oral channel
advantages - questions can be asked and answered
feedback is immediate and direct
receiver can sense the senders sincerity more persuasive
disadvantages
can lead to spontaneous, ill-considered statements
there is no permanent record of the communication
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Interpersonal Communication (cont.)
Written channel
advantages - message can be revised
provides a permanent record
message stays the same when sent to severalreceivers
receiver has more time to analyze the message
disadvantages - sender has no control over where, when, or ifthe message is read
sender does not receive immediate feedback
receiver may not understand parts of the message
message must be longer to answer anticipated
questions
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Interpersonal Communication (cont.) Electronic media
computers talk with others electronically
teleconferencing - groups of people in different locations interact
audioconferencing - using telephone lines
videoconferencing - see one another on televisionmonitors
advantages - sharing of more information
speed and efficiency in delivering routine messages
inexpensive disadvantages - difficulty in solving complex problems
e-mail most appropriate for routine messages
unsuitable for confidential information
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Interpersonal Communication (cont.) Virtual office
a mobile office in which people can work anywhere, as long asthey have the tools to communicate with customers andcolleagues
many benefits in the short run
questions remain about long-term effect on productivity andmorale
Managing the electronic load- sheer volume of communicationcan be overwhelming
reliance on teams promotes increasedcommunication
must separate important messages from the routine
discourage people from sending too many e-mail
messages
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Interpersonal Communication (cont.)
Communication networks
volume of communication received depends on position in thedecision-making structure
independent, decentralized decision makers have
the lowest communication needs
centralized decision makers need and are exposedto greater volumes of communication
some decentralized decision makers are sointerconnected that they require even moreinformation than centralized ones
interorganizational collaborations complicatecommunication networks even further
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Three Communication Networks
Independent,
decentralized
decision makers(cowboys)
Connected,decentralized
decision makers(cyber-cowboys)
Centralizeddecision makers
(commanders)
= places where actions are taken and information is generated
= centralized decision maker
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Interpersonal Communication (cont.) Media richness
degree to which a communication channel conveys information
the richest media:
are more personal than technological
provide quick feedback
allow lots of descriptive language
send different types of cues
Efficiency and effectiveness
rely on multiple channels when necessary
people must know how to use each channel properly
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Improving Communication Skills Improving sender skills
Presentation and persuasion skills
redundancy- state your viewpoint in a variety ofways
powerful messages are simple and informative Writing skills- require clear, logical thinking
strive for clarity, organization, readability, andbrevity
first draft rarely is as good as it could be be critical of your own writing
Language- word choice can enhance or interfere withcommunications
consider the receivers background and adjust yourlan ua e
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Improving Communication Skills (cont.) Nonverbal skills
signals other than those that are spoken or written
can support or undermine the stated message
nonverbal cues may make a greater impact than other signals
can send a positive message with nonverbal signals by: using time wisely
arranging the office to foster open communication
body language
facial expression and tone of voice
Nonverbal signals in different countries
need to correctly interpret the nonverbal signals of others
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Improving Communication Skills (cont.)
Improving receiver skills
Listening- good listening is difficult and not nearly as commonas needed
reflection- process by which a person states what
s/he believes the other person is saying
listening begins with personal contact
good listening leads to development of trust
Reading- reading mistakes are common and costly
read memos as soon as possible
note important points for later referral
read materials outside of your immediate concerns
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Improving Communication Skills (cont.)
Improving receiver skills (cont.)
Observing
effective communicators able to observe andinterpret nonverbal signals
personally visiting plants and other locations to geta first-hand view of operations
must accurately interpret what is observed
Effective supervision
communicate more information
prefer asking and persuadingto telling anddemanding
are sensitive to peoples feelings and needs
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Organizational Communication
Downward communication
information that flows from higher to lower levels in theorganizations hierarchy
problems:
information overload
lack of openness- withhold information even ifsharing is important
filtering- some information is left out message can be distorted by adding personal interpretation
the fewer the number of authority levels through which communicationmust pass, the less information will be lost or distorted
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Organizational Communication (cont.) Downward communication (cont.)
Coaching- important form of downward communication
dialogue with a goal of helping another be moreeffective and achieve her/his full potential on the job
used to deal with performance problems or to helpperson change behavior
coaches for executives sometimes hired fromoutside the firm
often incumbent on managers to coach themselves Downward communication in difficult times
communication important during mergers andacquisitions
full communication helps employees deal with
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Organizational Communication (cont.)
Downward communication (cont.)
Open-book management
practice of sharing with employees at all levels ofthe organization vital information previously meantfor managements eyes only
practice is controversial
done properly, complete communications systemmakes sense to people on the shop floor just as itdoes to the top executives
potentially impacts motivation and care forbusiness results
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Organizational Communication (cont.) Upward communication
information that flows from lower to higher levels in theorganization hierarchy
important for several reasons
managers learn whats going on employees gain from the opportunity to
communicate upward
facilitates downward communication
problems similar to those for downward communication Managing upward communication
managers should facilitate upward communication
managers must motivate people to provide valid
information
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Organizational Communication (cont.)
Horizontal communication
information sharing among people on the same hierarchical level
has several important functions
Managing horizontal communication
direct contact among managers
integrative roles, task forces, and project teams
management information systems
create a culture of openness, honesty, trust, andmutual obligation
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Organizational Communication (cont.) Formal and informal communication
formal communication- official, organization-sanctionedepisodes of information transmission
informal communication- more unofficial
grapevine- the social network of informalcommunications
helps people to interpret the organization
conveys information that the formal system leaves unsaid
Managing informal communication
managers need to work with the grapevine talk to the key people
prevent rumors from starting
neutralize rumors once they have started
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Organizational Communication (cont.)
Boundarylessness
boundaryless organization - organization in which there are nobarriers to information flow
ideas and information move to where they are
most needed
concept promoted and implemented by GeneralElectric