Transcript Pengelolaan Organisasi Entrepreneurial

Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Komunikasi Antar Pribadi
Chapter 20
Learning Objectives
– Compare the different types of interpersonal communication
– Identify the major barriers to effect
Interpersonal Communication
• Flows between individuals in face-to-face and
group situations
– A primary means of managerial communication
– Three-fourths of a manager’s communications
occur in face-to-face interactions
• Problems that arise when attempting to
communicate with other people are traced to
– Perceptual differences
– Interpersonal style differences
Interpersonal Communication Style
How an individual
prefers to relate to others
Interpersonal Communication Style
• The Johari Window: four combinations of
information known by self and others
– The arena: the communicator and receiver(s) know
the information necessary to have effective
communication
– The blind spot: relevant information is known to self,
but not to others
– The façade: superficial communication, used when
information is known to self but not others
– The unknown: relevant information known by neither
party
The Johari Window
Feedback
Less
Known
Exposure
Less
More
Known
Unknown
More
Unknown
Arena
Blind spot
Known
by others
Facade
Unknown
Unknown
by others
Known by self
Unknown by self
Interpersonal Strategies
• Interpersonal communication can be improved with…
– Exposure
– Feedback
Managerial Styles
• All managers
– Provide information
– Give commands and instructions
– Make efforts to persuade and influence
• How managers communicate, both as senders and
receivers, is crucial to effective performance
Managerial Styles
– Type A managers use neither exposure nor feedback; they
appear aloof and cold and are poor communicators
– Type B managers seek good relationships with their
subordinates, but are unable to express feelings
– Type C managers value their own ideas and opinions, but not
those of others
– Type D, the most effective style, balances exposure and
feedback. Managers can express their own feelings and have
others express theirs
Barriers to Effective Communication
Communication
Gap
Communicator’s Field
of Experience
Encoding
Communicator
The
Message
Receiver’s Field
of Experience
Decoding
Receiver
Barriers Created by Senders
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•
•
•
•
Semantic problems
Filtering
In-group language
Status differences
Time pressures
Barriers Created by Receivers
• Selective listening
• Value judgments
• Source credibility
Barriers Created by
Sender and/or Receiver
• Frame of reference
• Proxemic behavior
• Communication overload
Improving Organizational Communication
• Managers striving to become better communicators
must do two things
– Improve the messages they transmit
– Improve their understanding of what other people are trying
to communicate
Ways to Improve Communication
• To narrow the communication gap
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Follow up
Ensure an optimum flow of information
Utilize feedback
Employ empathy
Use repetition
Encourage mutual trust
Use effective timing
Use simple language
Listen closely