KOMUNIKASI WIDI 2B

 WIDI ASTUTI
A01001361

RESUME ORGANIZATIONAL COMMUNICATION

Although organization communication is complex,the following strategies can increase the likelihood of clear and complete communication :
a. Managers must assess organizational communication.Who communicates with whom in the organization? Is the communication timely?Does communication within the formal organization concur with formal lines of authority?Are there conflicts or disagreements about communication?What modes of communication are used?
b. Managers must understand the organization’s structure and recognize who will be affected by decisions.Both formal and informal communication networks need to be considered.Formal communication networks follow the formal line of authority in the organization’s hierarchy.Informal communication networks occur among people at the same or different levels of the organizational hierarchy but do not represent formal lines of authority or responsibility.For example,an informal communication network might occur between a hospital’s CEO and her daughter,who is a clerk on a medical wing.Although there may be a significant exchange of information about unit or organizational functioning,this communication network would not be apparent on the organization chart.It is imperative,then,that managers be very careful about what they say and to whom until they have a good understanding of the formal and informal communication networks.
c. Communication is not a one-way channel.If other departments or disciplines will be affected by a message,the manager must consult with those areas for feedback before the communication occurs.
d. Communication must be clear,simple and precise.This requires the sender to adjust their language as necessary to the target audience.
e. Senders should seek feedback regarding whether their communication was accurately received.One way to do this is to ask the receiver to repeat the communication or instructions.In addition,the sender should continue follow-up communication in an effort to determine if the communication is being acted upon.

The sender is responsible for ensuring but the message is understood.
a. Multiple communication methods should be used, when possible, if a message is important. Using a variety of communication methods in combination increases the likelihood that everyone in the organization who needs to hear the message actually will hear it.
b. Managers should not overwhelm subordinates with unnecessary information. Information is formal,inpersonal and unaffected by emotions,values,expectation, and perceptions.Communication,on the hand,involves perception and feeling.It does not depend on information and may represent shared experiences.In contrast to information sharing,superiors must continually communicate with subordinates.

Communication Modes
A Message’s clarity is greatly affected by the mode of communication used.In general,the more direct the communication,the greater the probability that it will be clear. The more people involved in filtering the communication,the greater the chance of distortion.The manager must evaluate each circumstance individually to determine mode or combination of modes is optimal for each situation.The manager uses the following modes of communication most frequently :
a. Written communication.Written messages (including e-mail which will be discussed later in this chapter) allow for documentation.They may,however,be open to various interpretations and generally consume more managerial time.Most managers are required to do a considerable amount of this type of communication and therefore need to be able to write clearly.
b. Face-to-face communication.Oral communication is rapid but may result in fewer people receiving the information than necessary.Managers communicate verbally upward and downward and formally and informally.They also communicate verbally informal meetings,with people in peer work groups and when making formal presentations.
c. Telephone communication.A telephone call is rapid and allows the receiver to clarify the message at the time it is given.It does not,however,allow the receipt of nonverbal messages for either the sender or receiver of the message.Accents may be dificult to understand asa well in a multicultural workforce.Because mangers today use the telephone so much,it has become and inportant communication tool, but it does have limits as an effective communication device.
d. Nonverbal communication. Nonverbal communication includes facial expression, body movements, and is commonly referred to as body language. Nonverbal communicatoin is considered more reliable because it conveys the emotional part of the message. There is signifikan denger, however, in misinterpreting nonverbal message if they are not assessed in context with the verbal message. Nonverbal communication occurs any time managers are seen (e.g., messages are transmitted to subordinates every time the manager communicates verbally or just walks down a hallway)

WRITTEN COMMUNICATION WITHIN THE ORGANIZATION
Although communication may take many forms, written communication is used most often in large organizations. The written communication issued by the manager reflects greatly on both the manager and the organization. Thus, the manager must be able to write clearly and professionally and to use understandable language. Many types of written communication are used in organizations. Organizational policy, prosedures, events, and change may be announced in writting. Job descriptions, performance appraisals, and letters of reference are also forms of written communication.

Often, though, the written communication used most by managers in their daily worklife is the memo. Perkins and Brizee (2010)suggest that business memos have twofold purpose: They bring attention to problems, and they solve problems. Thus, it is important to choose the audience of a memo wisely and to ensure that everyone the distribution list of the memo actually needs to read it. Typically, memos should be sent to only a small to moderate number of people. In addition, memos should not be used for highly sensitive message, which are better communicated face-to-face or by telephone (Perkins and Brizee).

Because writing is a learned skill that improves with pratice, Writting Help Central (n.d.)suggests the following in writting profesional correspondence:
a. Keep your message short and concise. Less than one page is always preferred
b. Focus on the recipint’s needs. Make sure that your communication addresses the recipient’s expectations and what he or she needs to know.
c. Use simple language so that the message is clear. Keep paragraphs to less than three or four sentence.
d. Review the message and revice as needed. Almost all important communication requires sereval drafts. Allways reread the written communication before sending it. Look for areas that might be misunderstood. Pay attention to tone. Have all of the key pionts been made?
e. Use spelling and grammar checks to be sure that the communication looks profesional. Remember that your document is a direct reflection of you, and even the most important message will likely be ignored if the communication is perceiced as unprofessional.

Thompson (2007) adds the following additional suggestions for writing effective memos in business communication:
a. Make sure that you have addressed the reader(s) by his or her correct name. Add a job title along with the name if the memo is more formal.
b. Include a subject line, when appropriate, to summarize the purpose of the memo.
c. Keep the memo concise, clear, and to the point and include bullets or headings to emphasize key points.
d. Do not include salutation or complimentary closings in memos.
e. Use the first paragraph to express the context or purpose of the memo and to introduce the problem. In next paragraphs, address what has been done or needs to be done to address the problem at hand. In the closing, clarify what the reader is expected to do.
f. Add a conclusion to summarize the memo and to address any attachmaents that are a part of the memo.


Perkins and Brizee (2010) suggest that these segments should be allocated in following manner:
a. Header (includes the to,from,date,and subject lines):1/8 of the memo.
b. Opening,context and task (includes the purpose of the memo,the context and problem and the speciffic assignment or task):1/4 of the memo.
c. Summary,discusion segment (the details that support your ideas or plan):1/2 of the memo.
d. Clossing segment necessary attacments (the action that you want your reader to take and a notation about what attacments are included):1/8 of the memo.

ELEMENTS OF NONVERBALCOMMUNICATION
A. Space
The study of hoe space and territory affect communication is called proxemics (Loo, n. d.). All of us have an invisible zone of psychological comfort that actsas a buffer against unwanted touching and attacks. The degree of space we require depends pn who we are talking to as well as the situation we are in (Loo). It also varies according to cultural norms. Some cultures require greater space between sender and receiver then other. In the United States, between 0 and 18 inches of space is typically condisidered appropriateonly for intimate relationship; between 18 inches and4 feet is appropriate for personal interactions; between 4 and 12 feet is common for social exchanges; and more then 12 feet is a public distance (Loo).most Americans claima territorial personal space of about 4 feet.
Proxcemoics, then may contribute to the massage being sent. Distance may imply a lack of trust or warmth; whereas inadequate space, as defined by cultural norms, may make people feel threatened or intimidated. Likewise, the manager who sits beside employeesduring performance appraisals sends a different massage then the manager who speaks to the employee from the opposite side of large and formal desk. In this case, distance increases power and status on the part of the manager; however, the receptivity to distance and the massage that it implies varies with the culture of the receiver.

B. Envoronment
The are where communication takes place is an important part of the communication process. Communication that takes place in a superior’s office is generally taken more seriously than that which occurs in the cafeteria.

C. Appearance
Much is communicated by our clothing, hairstyle, use of cosmetics, and attractiveness. Care should be exercised, however, to be sure that organizational policies regarding desired appearance are about culturally and gender sensitive.

D. Eye Contact
This nonverbal clue is often associated whit sincerity. Eye contact intives interaction. Likewise, breaking eye contact suggests that the interaction is about to cease. Blinking, starting, or looking away when speaking makes it difficult to connect with other emotionally. However, must be aware that like space, the presence or absence of eye contact is strongly influenced by cultural standards.

E. Posture
Posture and the way that you control the other parts of your body are extremely important. Slouching may be inferred as indifference, and crossing arms acroos one’s chest may suggest defenciveness or aggressivenes. Moreover, the weight of a message is increased if the sednder, faces the receiver; stabds or sits, appropriately close; and, whit head erect, leans toward the receiver.

F. Gastures
A massage accented with appropriate gestures takes on added emphasis. Too much gesturing can, however, be distracting. For example, hand movemnt can emphasize or detract from the massage. Gestures also have a cultural meaning. Some cultures are more tactile than orther. Indeed, the use of touch is one gesture that often send massage that are misinterpreted by receivere from different cultures.

G. Acial Expression and Timin
Affective communication requeres a facial expression that agrees whit yuor massage. Staff perceive managers who present and open expression as approachable.likewise, nurse’s facial expression can greatly affect how and what clients are willing to relate. One the other hand, hesitation often diminshes the affect of your statement or implies untruthfulness.
H. Vocal Expression
Vocal clues such as tone, volume, and inflection add to the massage being trasmitted. Tentative stetements sound more like questions than statements, leading listeners to think that you are unsure of yuorself, and speaking quickly may be interpreted as being nervous. The goal, then, should always be to convey confidence and clarity.
All nurse must be sensitive to nonverbal clues and their importance in communication. This is espesially true for nursing leaders.make sure that both verbal and nonverbal communication agree.



DAFTAR PUSTAKA
Marquis.L.Bessie and Huston.J.Carol.2012.Leadership Roles and Management Functions in Nursing.Seven Edition.Australia.Wolters Kluwer.
Gillies Dee Ann.1994.Nursing Management A Systems Approach.Third Edition.London.W.B.Saunders Company.