Komunikasi di Tempat Kerja.ppt

Chapter 1
Communicating at Work
Mary Ellen Guffey, Business Communication:
Process and Product, 5e
Copyright © 2006

Tujuan Pembelajaran
1. Mengidentifikasi perubahan dalam dunia kerja &
pentingnya kemampuan berkomunikasi
2. Menjelaskan Proses Komunikasi
3. Membahas kendala-kendala komunikasi antar
pribadi & cara-cara untuk mengatasinya
4. Menilai aliran komunikasi dalam organisasi,
termasuk kendala dan metode untuk mengatasi
kendala tersebut
5. Menyebutkan tujuan komunikasi bisnis yang etis
dan cara-cara yang penting untuk melakukan hal
yang benar
Mary Ellen Guffey, Business
Communication: Process and Product, 5e
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Changes Affecting the Workplace
 Heightened global
competition
 Flattened management
hierarchies
 Expanded team-based
management
 Innovative communication technologies
 New work environments
 Increasingly diverse workforce
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Success for YOU in the new global
and diverse workplace requires
excellent communication skills!
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Apa itu Proses Komunikasi ?
Pengiriman informasi dan makna dari satu
individu atau kelompok ke individu atau
kelompok lainnya
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The Communication Process
Basic Model

Basic Model
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2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
1.
Sender
has idea
4.
Receiver
decodes
message

Basic Model
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2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
1.
Sender
has idea
4.
Receiver
decodes
message

Basic Model
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2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
1.
Sender
has idea
4.
Receiver
decodes
message
5.
Feedback travels
to sender

Basic Model
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2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
1.
Sender
has idea
4.
Receiver
decodes
message
5.
Feedback travels
to sender

Basic Model
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10
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
1.
Sender
has idea
4.
Receiver
decodes
message
5.
Feedback travels
to sender

Basic Model
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2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
1.
Sender
has idea
4.
Receiver
decodes
message
6.
Possible additional
feedback to receiver
5.
Feedback travels
to sender

Basic Model
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2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
1.
Sender
has idea
4.
Receiver
decodes
message
6.
Possible additional
feedback to receiver
5.
Feedback travels
to sender

Expanded Model
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The Process of Communication
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Verbally or nonverbally. By
speaking, writing, gesturing.
How may the sender
encode a message?
Letters, e-mail, IM, memos,
TV, telephone, voice, body.
Others?
What kinds of channels
carry messages?

NonVerbal Communication
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Eye contact, facial expression, and
posture and gestures send silent
messages.

Barriers to Interpersonal
Communication
 Bypassing
 Limited frame of reference
 Lack of language skills
 Lack of listening skills
 Emotional interference
 Physical distractions
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Understanding is shaped by
 Communication climate
 Context and setting
 Background, experiences
 Knowledge, mood
 Values, beliefs, culture
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Keys to Building
Powerful Listening Skills
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 Stop talking.
 Control your surroundings.
 Establish a receptive mind-set.
 Keep an open mind.
 Listen for main points.
 Capitalize on lag time.

Keys to Building
Powerful Listening Skills
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 Listen between the lines.
 Judge ideas, not appearances.
 Hold your fire.
 Take selective notes.
 Provide feedback.

Barriers That Block the Flow of
Information in Organizations
 Closed communication climate
 Top-heavy organizational structure
 Long lines of communication
 Lack of trust between management and
employees
 Competition for power, status, rewards
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Additional Communication Barriers
 Fear of reprisal for honest communication
 Differing frames of reference among
communicators
 Lack of communication skills
 Ego involvement
 Turf wars
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A Classic Case of Miscommunication
In Center Harbor, Maine, local legend recalls the day when
Walter Cronkite steered his boat into port.The avid sailor
was amused to see in the distance a small crowd on shore
waving their arms to greet him. He could barely make out
their excited shouts:“HelloWalter, HelloWalter!”
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A Classic Case of Miscommunication
As his boat came closer, the crowd grew larger, still yelling.
Pleased at the reception, Cronkite tipped his white captain's
hat, waved back, even took a bow. But before reaching
dockside, Cronkite's boat abruptly jammed aground.The
crowd stood silent.The veteran news anchor suddenly
realized what they'd been shouting: “Low water, low
water!”
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Analysis of Flawed Communication
Process
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Sender
has
idea
Warn
boater
Sender
encodes
message
“Low
water!”
Channel
carries
message
Message
distorted
Receiver
decodes
message
“Hello
Walter!”

Barriers That Caused
Cronkite Miscommunication
 Frame of reference
 Language skills
 Listening skills
 Receiver accustomed to
acclaim and appreciative
crowds.
 Maine accent makes "water"
and "Walter" sound similar.
 Receiver more accustomed to
speaking than to listening.
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Barriers That Caused
Cronkite Miscommunication
 Emotional interference
 Physical barriers
 Ego prompted receiver to
believe crowd was responding
to his celebrity status.
 Noise from boat, distance
between senders and receivers.
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Which of these barriers could be overcome through
improved communication skills?

Fungsi Komunikasi Bisnis
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-Untuk memberitahu
-Untuk membujuk
-Untuk meningkatkan citra
atau hubungan baik
Komunikasi Internal
Atasan
Rekan Kerja
Bawahan
Komunikasi Eksternal
Pelanggan
Pemasok
Badan Pemerintah
Masyarakat

Overcoming Communication Barriers
 Realize that communication is imperfect.
 Adapt the message to the receiver.
 Improve your language and listening skills.
 Question your preconceptions.
 Plan for feedback.
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Organizational Communication
 Functions: internal and external
 Form: oral and written
 Form: channel selection dependent on
 Message content
 Need for immediate response
 Audience size and distance
 Audience reaction
 Need to show empathy, friendliness, formality
 Flow:
 Formal: down, up, horizontal
 Informal: grapevine
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Communication Flowing
Through Formal Channels
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Downward
Management directives
Job plans, policies
Company goals
Mission statements
Horizontal
Task coordination
Information sharing
Problem solving
Conflict resolution
Upward
Employee feedback
Progress reports
Reports of customer
interaction, feedback
Suggestions for
improvement
Anonymous hotline

Forms of Communication Flowing
Through Formal Channels
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Written
Executive memos, letters
Annual report
Company newsletter
Bulletin board postings
Orientation manual
Electronic
E-mail
Voicemail
Instant Messaging
Intranet
Videoconferencing
Oral
Telephone
Face-to-face conversation
Company meetings
Team meetings

MISCOMMUNICATION IN
PRODUCT EVOLVEMENT
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As Marketing Requested It
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As Sales Ordered It
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As Engineering Designed It
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As Production Manufactured It
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As Maintenance Installed It
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What the Customer Wanted
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Message Distortion
Downward Communication
Through Five Levels of Management
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Message Amount of message
written by board of directors 100%

Message Distortion
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received by vice-president 63%

Message Distortion
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received by general supervisor 56%

Message Distortion
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received by plant manager 40%

Message Distortion
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received by team leader 30%

Message Distortion
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received by team leader 30%
received by worker 20%

Surmounting Organizational Barriers
 Encourage open environment for
interaction and feedback.
 Flatten the organizational structure.
 Promote horizontal communication.
 Provide hotline for anonymous feedback.
 Provide sufficient information through
formal channels.
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Five Common Ethical Traps
 The false-necessity trap
(convincing yourself that no other
choice exists)
 The doctrine-of-
relative-filth trap
(comparing your unethical
behavior with someone
else’s even more
unethical behavior)
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Five Common Ethical Traps
 The rationalization trap
(justifying unethical actions with excuses)
 The self-deception trap
(persuading yourself, for example, that a lie is not really a
lie)
 The ends-justify-the-means trap
(using unethical methods to accomplish a desirable goal)
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Tools for Doing the
Right Thing
 Is the action you are considering legal?
 How would you see the problem if you
were on the other side?
 What alternate solutions are available?
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Tools for Doing the
Right Thing
 Can you discuss the problem with someone
you trust?
 How would you feel if your family, friends,
employer, or co-workers learned of your
action?
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Terima Kasih

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