Transcript Aliran komunikasi

Semester 1 Sesi 2015/2016
SUBJEK:
KEMAHIRAN KOMUNIKASI DALAM
ORGANISASI
(Organisational Communication Skills)
KOD KURSUS:
PJJ
KOC 3433
KREDIT:
3
Pensyarah:
Dr. Nurul Ain Binti Mohd Hasan
1
OBJEKTIF KURSUS
Pelajar dapat:Menghuraikan konsep dan falsafah komunikasi dalam
organisasi;
2. Merungkai masalah yang dihadapi dalam komunikasi
keorganisasian;
3. Menghasilkan strategi komunikasi untuk penyelesaian
masalah organisasi; dan
4. Mencari dan juga mengurus maklumat yang sesuai
untuk amalan komunikasi keorganisasian.
1.
2
SINOPSIS KURSUS
Kursus ini merangkumi perbincangan tentang:
a)komunikasi asas dan konsep organisasi;
b)trend pengurusan organisasi dan perkaitannya dengan komunikasi;
c)komunikasi formal dan tidak formal dalam organisasi;
d)jaringan dan komunikasi;
e)kepemimpinan organisasi dan perkaitannya dengan komunikasi;
f)halangan komunikasi dalam organisasi;
g)aktiviti komunikasi dalam organisasi
h)motivasi pekerja;
i)pengendalian mesyuarat;
j)penulisan laporan dalam organisasi
3
PENILAIAN KURSUS
Tugasan:
60%
Tugasan 1:
Tugasan 2:
20%
40%
Peperiksaan akhir semester: 40%
Jumlah: 100%
4
TUGASAN 1: 20%
Movie Review:
•Choose a movie that involves characters acting in an organisation.
•Choose three (3) topics from the topics in course synopsis (in slide 3).
•Relate some parts of the movie to the topics you have learned in this
course.
•In the report, include these elements below. You can add other
elements that are suitable too:
i.Intro – describe the movie
ii.Topic 1 (based on the course synopsis) – describe why you can
relate this topic with the movie. Include journal articles to support your
arguments and discussions.
iii.Topic 2 - same as above
iv.Topic 3 – same as above
v.Conclusion
5
TUGASAN
1. Choose an
organisation 2: 40%
2. Study the organisation’s chart
Answer questions such as:
a. What is the features of the organisation?
b. What is the organisation’s structure based on the company’s annual
report and website.
3. Interview one or more corp comm/marcomm/PR practitioners of the
organisation.
Try to explore:
a. The communication processes of the organisation
b. The styles of communication among employees and the top
management
c. Issues about an organisation
d. Compare the information you get from the employee/s with the
organisational structure and chart from the annual report/website.
*Discuss according to what you have learned from this course. 6
Format for both assignments:
1.Report cannot exceed 20 pages not
including references.
2.Double spacing
3.References must be listed at the back
4.Submit your assignments by email to
[email protected]
5.Tugasan 1 – dateline to submit is 4 Oct
6.Tugasan 2 – dateline to submit is 29 Nov
7
PEPERIKSAAN
AKHIR SEMESTER
1. Soalan adalah berdasarkan tajuk sinopsis kursus
2. Format peperiksaan: Dalam bentuk objektif
3. Penilaian: 40%
8
Saya boleh dihubungi melalui:
Email:
[email protected]
Hp:012 7715 084
ATAU
Datang ke Bilik Pensyarah:
Tingkat 1, Blok B, FBMK
9
Week 1: Intro
Communication Model
1. Shannon’s model = the grandfather of many other communication
model after him.
-
-
Source
Sumber
One of the earliest models of communication that was introduced to the
communication subject was created by Claude Shannon.
It was created in 1948.
Many communication models were based on this model.
In this model:
i. Source (sumber yang menyampaikan maklumat)
ii. Encode (sumber menhantar maklumat melalui transmitter, e.g.
devices such as, microphones, phones, computers)
iii. Noise (halangan-halangan yang menyebabkan mesej tidak sampai
atau tidak tepat)
Iv. Decode (pentafsiran berlaku di sini)
v. Receiver (penerima maklumat)
Encode
Decode
Receiver
Penerima
Noise
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2. Lasswell Model
- This model was created by Harold Lasswell. He was a Political Scientist.
- This model is most used in mass communication.
-This model suggests that the communication involves these 5 elements:
“who says what in which channel to whom with what effect”
i. Who (sumber yang menyampaikan maklumat)
ii. Says what (maklumat yang diperkatakan)
iii. In which channel (perantara yang digunakan)
iv. To whom (khalayak)
v. With what effect (kesan & pengaruh maklumat dari media massa kepada
pembaca, pendengar & penonton)
Who?
Siapa?
Says what?
Bercakap apa?
In what
channel?
Melalui
saluran apa?
To
whom?
Kepada
siapa?
With what
effect?
Kesan
Apa?
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The pyramid of communication
networks
Level of communication process
societywide networks
(e.g. mass communication)
organisational
(e.g. political system
or business corporation)
Intergroup or association
(e.g. local community)
Intragroup (e.g. family)
Interpersonal (e.g. couple)
Intrapersonal (e.g. processing information)
12
So….
Based on the pyramid of communication
networks, a business organisation is just
ONE among the many levels of processes
of communication.
13
Definition of Organisational Communication

1)
2)
3)
4)
The process of:
Creating messages (mewujudkan mesej)
Exchanging messages (bertukar-tukar/perkongsian mesej)
Interpreting messages, correctly or incorrectly (tafsiran, samada betul atau salah)
Storing messages (penyimpanan mesej)

Messages – information that is communicated in a system of human interrelationships
(either written or spoken language)

Various interpretations occur.

Misunderstandings
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Why ‘misunderstandings’ (salah
faham) occur in an organisation?
1. More employees in an organisation (bertambahnya ahli di dalam sebuah
organisasi). For example: changes in organisational structure, more levels
on top of you.
2. Cultural differences (perbezaan budaya)
3. Age differences (perbezaan umur)
4. Gender differences (perbezaan jantina)
5. Religious & value differences (perbezaan agama dan nilai)
6. Power struggles (perjuangan kuasa samada di antara boss & staf
bawahan atau sesama pekerja)
7. Emergence of sub cultures in organisations (dalam sebuah organisasi,
akan timbulnya kelompok kecil)
8. Competition among employees (persaingan untuk mengekal status &
imej di dalam organisasi di antara pekerja)
9. Increased use of impersonal communication media - for example:
communicating messages through email instead of face-to-face
communication.
15
Features in an Organisation
Ciri-ciri Organisasi
•According to Thomas Crane (1998), the new organisational structure is
getting flatter, NOT taller. A tall structure is ‘old fashion’ but still exists.
• There are four organisational features (ciri-ciri organisasi):
1.Organisational structure:
a)Traditional style organisation – hierarchical, tall structure in an
organisation
Sample below taken from :
http://www.learnmanagement2.com/Tall%20structure.htm
16
b) Modern organisation - Decentralised, flat organisation structure
Sample below taken from:
http://hsc.csu.edu.au/ind_tech/ind_study/organisation/figure2.gif
17
Sample taken from http://jasbedi.files.wordpress.com/2011/06/blog2.jpg
18
2. Climate (work environment):
a)Traditional organisation – authoritative (kebiasaan komunikasi sering
satu hala)
b)Modern organisation- coaching & empowering (sering memberi
dorongan dan motivasi kepada pekerja)
3. Competition:
a)Traditional organisation – local & national
b)Modern organisation – local, national & global
4. Communication flow (aliran komunikasi):
a)Traditional organisation – Top down
b)Modern organisation – Multidirectional & complicated (staf akan
berkomunikasi dari beberapa arah & lebih rumit)
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COMMON CHARACTERISTICS IN AN
ORGANISATION (SIFAT-SIFAT YANG BIASA
DIDAPATI DI DALAM SEBUAH
ORGANISASI)
1. Systems
•
Every part in an organisation works together to function effectively
•
IF one part stops functioning, all parts WILL NOT function properly or
effectively
•
Organisation is inter-related & interdependant
a) inter-related – tingkah laku sesebuah organisasi saling berkaitan
b) interdependent – saling memerlukan antara satu sama lain
EXAMPLES: The functioning of a computer; If an organisation has no
accountant or marketer who is good at his or her role, can the organisation
function effectively?
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• Categories of systems:
a) Open systems
This type of systems in an organisation deals more with
outside publics
- Employees in this organisation require high level of
communication skills
a) Closed systems
- This type of systems in an organisation has little
communication with outside publics.
- Employees in this organisation require low level of
communication skills
-
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2. Rules
a)Formal rules: Written rules in an organisation that are unchangeable (tidak boleh
berubah)
•EXAMPLES: Mission, vision, company policy & procedures
i)Mission (Misi) statement:
•the personality of your organisation
•An interesting description of what your organisation does
•Mission is the present description of your organisation (misi organisasi anda buat
masa ini)
•EXAMPLES: “Walt-Disney – To make people happy”
ii) Vision (visi) statement:
•How you foresee (meramalkan) & expect your organisation in the future?
•What are the things you as an organisation strive (berusaha) to become
•EXAMPLES: “Walt-Disney – We strive to be No. 1 in making customers happy
through laughter and feel-good shows for many years to come”
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b) Informal rules: Written rules in an organisation that are always changing
(selalu berubah)
•
EXAMPLES: Dress codes; training modules.
3. Roles: Jawatan masing-masing di dalam organisasi
•
•
Every employee has assigned duties
EXAMPLES: technicians are assigned because they can perform
technical work; marketing officers are assigned because they can
market procedures and series; public relations officers are assigned to
help present a good image and reputation for the organisation.. etc..
23
4. Hierarchy
•Organisational structure:
a)Tall organisation
b)Flat organisation
5. Norms (Norma)
•Norms are established patterns or standards accepted by most members of
the organisation that are not written in as a formal rule – Pertubuhan corak
dan rentak gaya yang diterima oleh ahli organisasi yang tidak ditulis tetapi di
terima sebagai norma organisasi.
•What is assumed “right” and what is “wrong” without the need for black &
white written agreement - perbuatan yang dianggap sebagai betul atau
salah tanpa memerlukan bukti atau perjanjian hitam putih.
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6. Similarity (persamaan)
• Organisations often strive for unity – Sebuah organisasi secara
kebiasaannya akan sentiasa berusaha untuk membina perpaduan di
kalangan ahli di dalam organisasi.
•According to Richmond, McCroskey & McCroskey (2005, p. 7) –
“The more similar two communicators are, the more likely they are to
interact with one another, and the more likely it is that their communication
will be successful”.
•What will happen when there is NO SIMILARITIES?
When a member in an organisation is faced with difficulty in communicating,
a member MUST find ways to find similarities.
IF NOT, communication will not be effective, and tasks will not be
accomplished properly.
25
7. Status
a)Formal status: status of an employee is officially stated on paper
EXAMPLE: As written in their job title/job description.
a)Informal status: status of an employee is based on unwritten statement
EXAMPLES: A person who has been working in an organisation for a very long
time, he may have a better work space, better computer than, better parking
space.
8. Networks
Networking is important in order for any employee to survive in an organisation
EXAMPLE: make sure you know who is who in the organisation before you start
gossiping or complaining.
26
9. Organisational culture
• Every country will have different organisational culture.
•
Every employee will bring a different culture to an
organisation but learn to adapt to new culture in organisation
•
The same with your organisation – every member will bring a
different culture.
•
YOUR CHALLENGE is HOW DO YOU DEAL WITH THESE
DIFFERENCES IN CULTURE? Bagaimanakah anda
mengatasi perbezaan budaya di kalangan ahli kumpulan
anda?
27
FUNCTIONS OF COMMUNICATION IN
ORGANISATION
FUNGSI KOMUNIKASI DI DALAM ORGANISASI
6 important functions to remember in organisation:
1.The informative function:
•To inform employees what to do with their roles in the organisation
•Introduce to employees their job scope (skop jawatan pekerja)
•This is important so that they can do their job effectively
•It is a job usually done by a leader, a CEO, OR your boss.
2. The regulative function:
•To inform employees about the rules in an organisation
•Informing about regulations (peraturan) of the organisation.
•This is important so that an employee will know what to do and not to do.
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3. The intergrative function:
• This function is focused on working together to get work done.
• delegating tasks for each employee (bekerjasama menyelesaikan
project atau assignment)
• EXAMPLES: Work assignments, group projects, problem solving
activities.
4. The management function:
•Strengthening relationships with employees
•Need high level of interpersonal skills in communication.
•Getting to know employees to understand employees
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5. The persuasive function
•The idea to use this function is to influence an employee to get a
work done properly.
•If you have a good relationship with your staff members, you will
see better results in your work.
•If you like your boss, you will want to do a good job for your boss
right??
6. The socialisation function
•This is the most important function in an organisation
•A new employee will need to know who to talk to, who not to talk
to, who to trust, who you should not complain to, who is the cool
employee, who is the boring one, who is your friend.
•This is VERY IMPORTANT to survive in an organisation!
30
Week 4
In this lecture you will learn:
Three major approaches in management/ Tiga era utama dalam pengurusan:
1.1. Classical approach in management / Era pengurusan klasik
a.
History/ Sejarah
b.
Henri Fayol’s Theory/ Teori Henri Fayol
c.
Max Weber’s Theory/ Teori Max Weber
d.
Frederick Taylor’s Theory/ Teori Frederick Taylor
e.
Communication in the classical approach/ Komunikasi dalam era klasik
1.2. Human relations approach in management/ Era pengurusan perhubungan manusia
a.
History/ Sejarah
b.
Maslow’s Hierarchy Theory/ Teori Hierarki Maslow
c.
Herzberg’s Motivation-Hygiene Theory/ Teori Motivasi-Hygiene Herzberg
d.
McGregor’s Theory X and Theory Y/ Teori X dan Teori Y McGregor
e.
Communication in the human relations approach/ Komunikasi dalam era perhubungan manusia
1.3. Human resources approach in management/ Era pengurusan sumber manusia
a.
History/ Sejarah
b.
Blake and Mouton’s Managerial Grid/ Blake dan Mouton pengurusan bergrid
c.
Likert’s system IV/ Sistem IV Likert
d.
Ouchi’s Theory Z/ Teori Z Ouchi
e.
Communication in human resources approach/ Komunikasi dalam era sumber manusia
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What is a theory?
An explanation of HOW or WHY something occurs.
Satu penjelasan untuk memahami Bagaimana atau Mengapa sesuatu
fenomena atau benda berlaku
Roles of Communication Theory in Organisation
To describe how communication occurs/
Untuk menggambarkan bagaimana komunikasi berlaku
To explain why communication occurs/
Untuk menjelaskan mengapa komunikasi berlaku
To predict what can or may happen/ Untuk meramalkan apa yang boleh
atau mungkin berlaku:
a.Especially when misunderstanding occurs/ Terutama apabila salah faham berlaku
b.To make sure you get the job done! / Bagi memastikan kerja dilakukan!
To control a situation or problem in communication/ Untuk mengawal
keadaan atau masalah dalam komunikasi
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What is Organisation Theory?
As an overview, an organisation as a theory is:
1.A study of structure and design of an organisation
2.Organisation is also a ‘life’ with complexities
3.Organisation can develop its own personality depending on who is in the
organisation – we call that an organisation’s culture
4.Organisation is NOT static, it is adaptive – according to the environment or
culture:
e.g: New employees come into an organisation, you adapt or the new employee
adapts to you;
technology changes, your organisation adapts;
A public is not happy with your organisation, you adapt and make
changes; Foreign companies adapt to the society they are operating in –
e.g. KFC or McDonalds – Halal food in Malaysia, McDonalds in Japan – serves
sushi, Halal McDonalds mushrooming in Australia- growth of Muslim population in
most cities in Australia.
*A theory in organisation will be based on these four factors above.
33
1.1. Classical approach in management/ Era pengurusan klasik
a.
•
History
Classical approach began in the 19th century in America &
Europe (abad ke-19) – (beginning from 1801-1900)
•
This century is known as the ‘industrial revolution’ era – (era
revolusi perindustrian)
•
The industrial revolution era is a time when there is a mass
production (pengeluaran produk adalah secara besar-besaran)
•
The economic development of American and European
businesses in this century is focused on focused on industrial
production. (Perkembangan dari segi ekonomi di Amerika
Syarikat & juga di negara2 Eropah pada abad ini tertumpu
kepada perindustrian.)
34
1.1. Classical management approach (cont..)
Humans are the machine & technology wasn’t as efficient
35
1.1. Classical management approach (cont..)
• Classical approach is similar to the function of a machine/ Fungsi Era
Pengurusan Klasik adalah serupa seperti fungsi sebuah mesin
Cth: Bayangkan fungsi engine kereta atau motherboard sebuah
komputer
•Every part (employee and role) in the organisation has:
Specialisation (pengkhususan) – Every part of an organisation has its
function; similar to a machine.
Standardisation (setiap bahagian adalah standard) – Every part of an
organisation is similar which means it is replaceable; similar to a
machine.
Predictable (boleh diramal) – Always the same outcome; similar to a
machine.
36
1.1. Classical management approach (cont..)
b. Henri Fayol Theory
• Father of modern operational-management theory
•He is a French industrialist (seorang usahawan dari Perancis)
•There are two aspects of management in his theory :
i.Elements of management (unsur-unsur pengurusan):
-Planning – Tumpuan di sini adalah untuk menentukan cara terbaik untuk
mencapai matlamat & masa depan organisasi
-Organising – Tumpuan adalah dari segi susunan sumber manusia dan
penilaian pekerja-pekerja
-Command - Menetapkan tugasan pekerja bagi memenuhi matlamat
organisasi
-Coordination – Setiap tugas perlu memenuhi matlamat organisasi
supaya ada harmoni yang boleh menyatukan organisasi
-Control – Matlamat organisasi & aktiviti pekerja perlu berfungsi selari
dengan perancangan organisasi
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1.1. Classical management approach (cont..)
1. There are four (4) major principles of management in this era:
1. Principles of organisational structure (there are 6):
1.1
Scalar chain: struktur hierarki menegak & komunikasi
bergerak dari atas ke bawah atau bawah ke atas.
1.2
Unity of command: pekerja hanya menerima arahan tertentu
daripada hanya satu penyelia/pengurus
1.3
Unity of direction: arahan dari atas adalah sehala sahaja
1.4
Division of labour: pekerja memegang tugas yang khusus
1.5
Order: setiap pekerja mempunyai jawatan dan tugas masingmasing dan tidak akan berubah.
1.6
Span of control: Kuasa pengurus adalah terhad kepada
pekerja di bawahnya.
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1.1. Classical management approach (cont..)
2. Principles of organisational power (there are 3):
2.1 Centralisation: Keputusan pengurusan adalah berpusat/central.
2.2 Authority and responsibility: Kuasa pengurus kepada pekerja
adalah berasal daripada jawatan yang dipegang di dalam
organisasi itu (seniority) & ciri-ciri peribadi pengurus (cth.
Pengurus yang berwibawa adalah pengurus yang pandai
memerintah & mengawal pekerjanya).
2.3 Discipline: Prinsip ini mencadangkan bahawa semua ahli
organisasi perlu taat kepada peraturan organisasi
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1.1. Classical management approach (cont..)
3. Principles of organisational reward (there are 3):
3.1 Remuneration of personnel: ganjaran diberikan kepada
pekerja berdasarkan gaji dan faedah (benefits).
3.2 Equity: ganjaran diberikan kepada pekerja secara adil (if you
do work, you’ll get paid, if you don’t do work, you won’t get paid)
3.3 Tenure stability: pekerja diberi masa yang cukup untuk
mempelajari pekerjaannya bagi mencapai kestabilan tempoh
bekerja.
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1.1. Classical management approach (cont..)
4. Principles of organisational attitude (there are 3):
4.1 Subordination of individual interest to general interest: Prinsip
ini mengutamakan matlamat organisasi lebih daripada matlamat
pekerja.
4.2 Initiative: Pekerja perlu dinilai dari segi sejauh mana pekerja
sanggup bekerja demi organisasinya.
4.3 Esprit de Corps: “all for one, one for all” – the 3 musketeers –
setiap pekerjaan yang dibuat adalah demi organisasi sahaja/
berat sama dipikul, ringan sama dijinjing.
41
1.1. Classical management approach (cont..)
•What is bureaucracy/ birokrasi?
a. Bureucracy is a very technical way of managing an
organisation/ satu cara pengurusan yang sangat teknikal
b. Bureucracy is a very systematic way of management/ satu cara
pengurusan yang mengutamakan pengurusan yang sangat
sistematik
c. Bureaucracy is to control, to promote authority in an
organisation/ cara pengurusan ini sangat menggalakkan
pemegangan kuasa dari peringkat atasan.
42
1.1. Classical management approach (cont..)
c. Max Weber’s Theory of Bureaucracy
•He is known as the ‘Father of Bureucracy’/ Beliau dikenali sebagai
‘Bapa Birokrasi’
•His idea of management was introduced the same time as Henri
Fayol – in the same century – ideanya mula berkembang pada abad
ke-19
•It is also known (at that time) as an ‘ideal type’ theory – pada masa
itu, jenis pengurusan ini dianggap sebagai pengurusan yang perlu
dicontohi
43
1.1. Classical management approach (cont..)
•According to Weber, bureaucracy involves:
i.Clearly defined hierarchy – pengutamaan hirarki/piramid
structure/ tall structure
ii.Division of labour – pembahagian tenaga pekerja yang ketat.
Setiap jawatan dan tugas perlu disiapkan oleh pekerja seorang.
No team work.
iii.Centralisation – keputusan & kuasa adalah berpusat. – look at a
pyramid from above. It’s central in which everyone focuses to do
work to achieve only one goal – profit!
iv.Closed systems – Sistem-sistem dalam sebuah organisasi
bersifat tertutup.
v.Importance of rules – Mengutamakan peraturan organisasi
vi.Functioning of authority – Mengutamakan fungsi kuasa dari
peringkat atasan samada traditional authority, charismatic
authority & rational-legal authority.
44
1.1. Classical management approach (cont..)
•Weber gives full attention to the ‘Functioniong Authority’ aspect
(there are 3 aspects):
i. Traditional authority – hanya seorang yang memeluk kuasa
organisasi itu, semua hanya perlu menerima arahan daripadanya.
ii. Charismatic authority – Pekerja mengikut arahan daripada
seorang pemimpin organisasi yang berwibawa. Pengurus
disanjung tinggi sebagai pengurus kerana personalitinya.
iii. Rational-legal authority – Kuasa bergantung kepada kepakaran
dan rasional yang membentuk peraturan dan norma organisasi.
45
1.1. Classical management approach (cont..)
c. Frederick Taylor’s Theory of Scientific Management
•Taylor’s idea of classical management approach is focused on
‘micro’ level of organisational functioning/ Dalam era klasik
pengurusan, Taylor mengutamakan fungsi ‘micro’ organisasi.
• This means, unlike Fayol & Weber, Taylor does not care about
the organisational structure/ Idea klasik Taylor tidak serupa
dengan idea Fayol & Weber, di mana, beliau tidak mengutamakan
struktur organisasi.
•He cares about the relationships between manager and
employees/ lebih mengutamakan perhubungan di antara
pengurus & pekerja secara sistematik.
46
1.1. Classical management approach (cont..)
• Taylor found that Fayol’s and Weber’s theories in management created
problems because:
i.Uneven quality of work - Most of the workers in this time were hired as
newcomers and will learn from their seniors. The seniors will be more
efficient and the newcomers will be slower in their jobs.
i.Systematic soldiering – In this century, organisations focus on
productivity. This means, if employees can achieve more productivity, the
manager will lower the pay per item of production.
Resulted in employees trying not work harder so that productivity
level will remain the same so that they will keep a high pay!
Cth: RM1/ brick = employees have to target for 100 bricks
IF one employee can produce 200 bricks, the pay will be
lowered
50 cents/brick = all employees will have to target 200
47
bricks!
1.1. Classical management approach (cont..)
•According to Taylor, in order to solve these problems, he created the idea
of scientific management/ Sebagai jalan penyelesaian, Taylor mencipta
idea pengurusan saintifik:
i.Time and motion studies – Hanya satu cara untuk mengendalikan
pekerjaan yang telah ditetapkan oleh pengurusan secara saintifik
Cth: Pekerja harus mengikut garis panduan bagaimana
pekerjaan itu dibuat dan tidak boleh melebihi garis panduan atau kurang
dari panduan tersebut. Pekerja dianggap seperti robot.
ii.
Proper selection of workers – pekerjaan harus bersesuaian
dengan kebolehan pekerja.
iii.
Importance of training workers – Latihan perlu mengikut garis
panduan yang telah disediakan.
iv.Basic difference between management and workers jawatan pengurus = berfikir, merancang, mentadbir
jawatan pekerja = tenaga buruh, bertukang, pekerja tidak boleh
memberi pendapat
48
1.1. Classical management approach (cont..)
e. Communication in the classical approach
Content of communication
Task-oriented/ tertumpu pada tugas
masing-masing
Direction of communication flow
Vertical (downward)/ Menurun
Mode/ Channel of communication
Usually written/ Kebiasaannya
ditulis
Style of Communication
Formal
49
1.1. Classical management approach (cont..)
Taylor’s idea of management is focused on NO social interaction
among employees.
Employees have to only WORK, WORK, WORK.
So, what happened to the employees????
Employees began to strike back.
They were not happy with his way of management in an organisation.
50
1.1. Classical management approach (cont..)
Beaurocrocy still exists today!
In what way?
Can you think of a place or organisation anywhere in the world
that is following the classical management approach, in today’s
society???
CHINA
INDIA
VIETNAM
THIRD WORLD COUNTRIES
MILITARY ORGANISATIONS
GOVERNMENT ORGANISATIONS?
51
1.2
a.
•
Human Relations Approaches
History
Due to the many problems with the classical approaches in the 19th –
the early 20th century, workers were very unhappy which resulted in
public outcry for fair treatment in the workplace/Pendekatan klasik dalam
abad ke-19 hingga awal abad ke-20, telah menimbulkan rasa tidak puas
hati di kalangan pekerja.
•
What workers want is to be able to have a VOICE/ Pekerja ingin
menyuarakan pendapat.
•
Not treated like a robot/ pekerja tidak mahu di anggap sebagai robot
•
In 1924-1933, the Hawthorne studies began, whereby, many
researchers began to find ways to improve efficiency in the workplace
and keep workers happy/ kajian Hawthorne muncul, di mana, ramai
penyelidik mula mencari jalan untuk meningkatkan kecekapan di tempat
kerja sambil memastikan pekerja berpuas hati.
52
1.2
Human Relations Approaches
b. Maslow’s Hierarchy of Needs Theory
•Created by Abraham Maslow
•He suggested that humans are motivated by five (5) basic needs:
Need level
Example of Need Satisfaction in
Organisation
Level 5: Self-actualisation
Work allowing the exercise of
creativity
Level 4: Esteem
Internal: Rewarding work
External: Bonus pay
Level 3: Affiliation
Social relationships with co-workers
Level 2: Safety
Physically safe working conditions
Level 1: Physiological
“living wage” to allow purchase of
food, clothing
53
1.2
Human Relations Approaches
c. Herzberg’s Motivation-Hygiene Theory
•Developed by Frederick Herzberg in the late 1950s/ dicipta oleh
Frederick Herzberg pada tahun 1950-an
•Expanded in the 1960s and early 1970s/ Berkembang pada tahun 1960an dan awal tahun 1970-an.
•It based on two factors:
i.Hygiene factors – clean working environment, good salary, good boss
Faktor kebersihan - persekitaran kerja yang bersih, gaji yang
baik, bos baik.
ii. Motivation factors – challenging work, responsibility, chance for
promotion, benefits.
Faktor motivasi - kerja yang mencabar, tanggungjawab,
peluang untuk kenaikan pangkat, faedah.
54
1.2
Human Relations Approaches
•Typology of Satisfaction and Dissatisfaction from Herzberg’s
Motivation-Hygiene Theory:
Motivation Factors
Present/ Terdapat faktorfaktor motivasi
Motivation Factors
Absent/ Tiada faktorfaktor motivasi
Hygiene Factors Present/
Terdapat factor-faktor
kebersihan
Situation 1:
HAPPY!
Situation 2:
Not happy BUT NOT
unhappy
Hygiene Factors Absent/
Tiada faktor-faktor
kebersihan
Situation 3:
Happy YET unhappy
Situation 4:
NOT happy & unhappy
55
1.2
Human Relations Approaches
d. McGregor’s Theory X & Theory Y
Two theories of manager’s behaviours – Theory X & Theory Y
i.Theory X – Managers are influenced by the classical
management approaches
Money, materials, mass productivity, interaction with
workers are only about work and to meet the organisation’s goals
i.Theory Y – Managers prefer the human relations approaches
Physical and mental efforts of workers are natural, like
play and rest
interaction with workers is to understand whether they
can do the job well on that day, how they are feeling during the
time, emotions and intellectual capacity.
56
1.2
Human Relations Approaches
e. Communication in the human relations approaches
Classical Approach
Human Relations
Approach
Communication content
Task-oriented
Task and social
Communication
direction
Vertical (downward)
Vertical & horizontal
(menurun & mendatar)
Communication channel
Usually written
Often face-to-face
(bersemuka)
Communication style
Formal
Informal
57
1.3 Human Resources Approaches
a.
History
•
By the 50s, 60s and 70s, there were a growing feeling among researchers that feel human relations
approaches were not efficient for organisational communication/ Dalam linkungan tahun 50-an, 60-an
dan 70-an, timbul perasaan tidak puas hati di kalangan penyelidik, yang berpendapat, era hubungan
pendekatan manusia tidak begitu berkesan bagi pengurusan komunikasi
•
Focus is given to the people in the organisation/ Setiap individu dalam sebuah organisasi diberi
keutamaan.
•
Workers in an organisation have feelings/ Pekerja dalam organisasi mempunyai perasaan.
•
Every worker is an important ingredient for achieving organisation’s goals/ Setiap individu merupakan
ramuan penting bagi mencapai matlamat organisasi.
•
Human resources approaches differ from human relations approaches because in human resources
approaches, workers are assets to an organisation/ Era sumber manusia berbeza dari era hubungan
manusia, era sumber manusia melihat pekerja sebagai aset organisasi.
58
1.3
Human Resources Approaches
Likert’s system IV
• Four system types in Likert’s system:
i.Likert’s system I: Exploitive authoritative organisation – pengurusan
tertumpu pada menakutkan pekerja
aliran komunikasi – menurun & tidak tepat
Hanya pegawai atasan sahaja akan membuat keputusan &
arahan kepada pekerja
Likert’s system II: Benevolent authoritative organisation –
pengurusan tertumpu pada ganjaran ekonomi & ego
aliran komunikasi – terhad
keputusan di buat oleh pegawai atasan
pekerja boleh berkembang di dalam organisasi sekiranya
bekerja keras dan secara efektif
ii.
59
1.3
Human Resources Approaches (cont..)
iii.
Likert’s system III: The consultative organisation –
Keputusan akan dibuat oleh pegawai atasan, tetapi pegawai
akan terlebih dahulu berunding dengan pekerja sebelum
membuat keputusan.
Aliran komunikasi - menurun
iii.
Likert’s system IV: A participative organisation –
Keputusan dibuat bersama dengan setiap pekerja di dalam
organisasi bagi mencapai matlamat pekerjaan masingmasing.
Aliran komunikasi – menurun, menegak, mendatar
60
1.3
Human Resources Approaches (cont..)
Ouchi’s Theory Z:
• RECALL/ INGAT BALIK – What is McGregor’s Theory X & Theory Y?
• Ouchi’s theory Z – created by William Ouchi in 1981 and he focused
on the Japanese style of management/ Dicipta oleh William Ouchi pada
1981 yang mengutamakan pendekatan pengurusan dari Japan
•Ouchi was different – He looked to the East/ Beliau mengutamakan
pengurusan ketimuran
•Which means – in Ouchi Theory Z, the central focus is instilling the
employees with a sense of belonging in the organisation.
61
1.3
Human Resources Approaches (cont..)
Comparison between Japanese organisations & U.S.
organisations
Japanese Organisations
vs
U.S. Organisations
Lifetime employment
Short-term employment
Slow evaluation and promotion
Rapid evaluation and promotion
Nonspecialised career paths
Specialised career paths
Implicit control mechanisms
Explicit control mechanisms
Collective decision making
Individual decision making
Collective responsibility
Individual responsibility
Wholistic concern
Segmented concern
62
1.2
Human Resources Approaches (cont..)
e. Communication in the human relations approaches
Classical
Approach
Human Relations
Approach
Human Resources
Approach
Communication
content
Task-oriented
Task and social
Task, social, and
innovation
Communication
direction
Vertical
(downward)
Vertical &
horizontal
(menurun &
mendatar)
All directions,
team-based
Communication
channel
Usually written
Often face-to-face
(bersemuka)
All channels
Communication
style
Formal
Informal
Both, but especially
informal
63
Styles of communication management
Four major styles of decision making and communication for managers:
1.Tell Style – Gaya Memerintah
Very boss-centred (berpusatkan kepada arahan daripada
pegawai atasan)
a.Decision making/ keputusan: Manager makes his or her own decision
or receives jobs from CEO, and they tell employees below what to do
and expect employees to perform without any problems.
a.Communication flow/ aliran komunikasi:
i. downward (menurun)
ii. Non-interactive
64
Styles of communication management
(cont..)
2.
Sell Style – Gaya Menjual
a.
Decision making/ keputusan:
Manager makes his or her own decision or receives jobs from
top management (CEO), BUT, the manager will try to persuade
employees to do the job well.
e.g. “if you do this job, our department can get more money”; “if
we do this job well, we will get bigger annual bonus”.
a.
Communication flow/ Aliran komunikasi:
i. mostly downward (menurun)
ii. interactive
65
Styles of communication management
(cont..)
3.
Consult Style – Gaya Berunding
a.
Decision making/ Keputusan:
Manager will, firstly, consult and discuss with employees about
the jobs before the manager makes the decision.
a.
Communication flow/ Aliran komunikasi:
i. Mostly upward (menaik)
ii. interactive
66
Styles of communication
management
(cont..)
4.
Join Style – Gaya Penyertaan
a.
Decision making/ Keputusan:
Decisions are made together with the employees OR without
the manager. Manager trusts the employees to make decisions
on their own.
a.
Communication flow/ Aliran komunikasi:
i. Horizontal (mendatar)
ii. Highly interactive
67
Styles of communication management
(cont)…
 The Tell, Sell, Consult & Join (TSCJ) styles of communication management are
styles that most or some managers will have in an organisation.
It depends on the situation or the organisation’s structure/work culture.
A manager may use ‘Tell’ style to solve an issue, and another day, he may use
‘Sell’ or ‘Consult’ style to persuade an employee.
Other days, a manager will use ‘Join’ style if he thinks it’s necessary.
A manager can be flexible, all depends on the situation.
 According to Richmond, McCroskey & McCroskey (2005), most employees
prefer the ‘Consult’ style because, they can give ideas about decisions but are not
responsible for the final decisions.
68
Question.
Most employees do not like ‘Tell’ style.
BUT when is ‘Tell’ style of communication
management required?
69
Styles of communication management
(cont)…
Why managers choose a style of communication management?
1.The organisational structure and the communication flow of the
organisation
e.g. CEO is using a ‘Tell’ style of communication management, a manager
may follow the same style.
•If it’s a traditional structure, most likely the communication will be Tell or Sell.
•If it’s a modern structure, it is usually Consult or Join Styles.
70
2. Managers own personality and preference
3. Time constraint (kekangan masa)Decisions have to made now not later
71
Styles of communication management
(cont)…
4. New managers – they either make all the decisions OR they let
the senior employees make decisions for the new manager.
5. Tell style is used when managers can not trust their employees
with the decisions.
6. Expectations: Employees expect to be told, so managers will use
the Tell style.
72
7. Convenience (kemudahan) – What seems easiest to do to get
the job done.
8. Situational (Mengikut situasi).
e.g. Resolving employees’ complaints – use either styles suitable
bila pekerja membuat aduan, manager akan menggunakan,
samada, gaya memerintah atau menjual. Ada masanya,
manager perlu menggunakan gaya berunding.
73
Factors that will make employees accept or like your
style of management in communication
1.Source credibility:
Sumber kredibiliti:
• Competence - Kecekapan
• Trustworthiness – Amanah
• Caring - sikap sayang kepada
pekerja
Interpersonal
attractiveness:
Tarikan
interpersonal:
• Physical attractiveness Tarikan fizikal
• Social attractiveness Tarikan sosial (friendly)
• Task attractiveness Tarikan tugas (you like
your job)
Homophilly: Coming
from the same
category
• Demographic homophilly Persamaan dari segi
fizikal atau sosial/culture.
• Background homophilly Persamaan dari segi
pengalaman
• Attitude homophilly persepsi yang kita serupa
74
Week 5
Formal communication
Komunikasi formal dalam organisasi:
Formal communication is communication using official channels of message
flow between organisational positions – komunikasi yang melibatkan saluran
rasmi diantara pekerja-pekerja di dalam sesebuah organisasi.
Contoh:
i.Komunikasi formal akan melibat penulisan rasmi seperti minit mesyuarat,
ii.Surat menyurat daripada CEO,
iii.Melibatkan penggunaan ‘letterhead’ rasmi, dll.
75
Formal communication in
tall vs. flat structure organisations
Every organisation uses formal communication
In tall structure (A) – Formal communication is seen in
organisation’s policies.
In flat structure (B)– Formal communication is ‘implicit’ (tersirat), in
its culture and norms of the daily activities within the organisation.
76
Formal communication (cont…)
There are three types of communication flow in formal communication:
1.Downward communication (menurun) – one-way communication (sehala)
Involves the transmission of messages from upper levels to lower levels of
the organisation hierarchy
According to Chase (1970), the practice of downward communication is
ineffective (tidak berkesan).
This type of communication creates overload of information that may not
reach the right people. WORSE CASE, THE LETTER GETS LOST!!!
Contoh: Sekiranya pegawai atasan hanya berkomunikasi dengan
pekerja bawahan dengan cara surat menyurat, ia menimbulkan masalah
lebihan bahan-bahan bacaan yang kemungkinan besar tidak sampai kepada
pekerja berkenaan.
77
Formal communication (cont..)
2.
Upward communication (menaik) is the flow of communication from
bottom to up in an organisation.
A.
In classical communication management,
only to report about
your tasks to
your manager/boss.
B. In human relations communication management, the use of upward
communication is to focus on two-way communication
A.
In human resources communication management, the use of upward
communication is to emphasise integration, togetherness, to getalong.
78
Formal communication (cont..)
3.
Horizontal communication (mendatar) is a flow of messages from
left to right to communicate with employees of the same level.
A.
In classical communication management, horizontal
communication is used in cases of emergencies only.
B.
In human relations communication management, horizontal
communication is used to interact with members of the same level
in the organisation
B.
In human resources, it is for togetherness and getting jobs done as
a team.
79
Week 6
Informal Communication
Komunikasi tidak formal dalam organisasi
Informal communication is a communication that does not use official channels
of communication to send messages in an organisation.
It is often used when formal communication is not effective in communicating
messages.
Informal communication is also known as – grapevine communication
The function of grapevine is:
1.Usually verbally communicated (oral) – secara lisan
2.Occurs in cluster – berlaku secara berkelompok
Grapevine communication is often used for:
1. convenience
2. Social and personal interests of employees
80
Informal communication (cont..)
GRAPEVINE COMMUNICATION MODEL/ MODEL KOMUNIKASI
GRAPEVINE
Senario: Selepas menghantar surat arahan mengenai sesuatu projek
sebanyak 3 kali kepada pekerja A, pengurus bertanya kepada
setiausaha, mengapa pekerja A tidak menjawab mesej, dan
setiausaha pergi bertanya kepada pekerja B dan pekerja B
memberitahu kepada pekerja C, pekerja C memberitahu kepada
pekerja D, dan akhirnya, pekerja A menerima berita daripada pekerja
C – bahawa, pekerja A akan dipecatkan kerana tidak ber
tanggungjawab menjawab mesej.
81
Informal communication (cont..)
The effects of informal communication (kesan komunikasi tidak formal)
Informal communication is good because
1.It is a faster way to communicate information
2.It is convenient
3.It brings people in the organisation together
BUT, informal communication is a problem because
1.It is communicated in a social channel - komunikasi secara bebas
2.It can also be treated as rumours – khabar angin yang didengar daripada
mulut orang lain, informasi yang tidak boleh dipercayai
3.It may not be accurate – kemungkinan besar, informasi yang diterima adalah
kurang tepat.
82
Week 7
Barriers to communication in organisation
Halangan komunikasi dalam organisasi
There are a few barriers to effective communication in organisation (akan melibatkan
bebanan kepada kedua belah pihak)
1.Encoding barriers:
i.Lack of sensitivity to receiver: Penerima tidak rasa informasi itu penting atau memenuhi
keperluan penerima
ii. Lack of basic communication skills: Pemberi maklumat tidak pandai berkomunikasi
iii.Not enough knowledge of the subject: Tidak mengetahui subjek tersebut
iv.Information overload: Terlebih informasi
v.Emotional interference: Emosi penerima tidak stabil
2.Transmitting barriers:
i.Physical distractions: Talian sambungan tidak baik, bad connection
ii.Conflicting messages: Penulisan yang susah difahami/ perbezaan budaya
iii.Channel Barriers: Fakta yang susah diingati, diberikan kepada penerima melalui
telefon.
83
Sekian.
84