STRUKTUR KOMUNIKASI ORGANISASI

STRUKTUR KOMUNIKASI ORGANISASI

Terdapat 3 konsep mengenai struktur komunikasi organisasi, yaitu:
1. Perspektif Channels (Goldhaber, 1993; Koehler, Anatol, & Applbaum, 1981)
2. Perspektif Jaringan Pengamatan (Stohl, 1995),
3. Perspektif Jaringan yang Dirasakan (Stephen Corman and Craig Scott)

PENDAHULUAN
Pace dan Faules: proses arus informasi disebutkan sebagai suatu proses yang rumit walaupun berlangsung secara terus menerus sepanjang waktu. Penyebabnya adalah karena di dalam suatu organisasi, proses ini bersifat dinamik, dimana pesan-pesan secara tetap dan berkesinambungan diciptakan, ditampilkan, serta diinterpretasikan.

3 Pola penyebaran pesan :
1. Simultaneous message dissemination/ secara serentak
2. Serial message dissemination/ secara berurutan
3. Secara serentak dan berurutan (kombinasi)

Communication Network Roles
Setiap individu dalam suatu organisasi memiliki peran yang berbeda peranan tersebut :
1. Clique Member atau anggota klik
2. Isolate atau penyendiri
3. Bridge atau jembatan
4. Liaison atau penghubung
5. Gatekeeper atau penjaga gawang
6. Opinion Leader atau pemimpin pendapat
7. Cosmopolite

Arah Arus Komunikasi Organisasi
1. Downward communication
2. Upward communication
3. komunikasi horisontal
4. Cross-Channel Communication

The Grapevine Communication
”The Jason Company” karakteristik grapevine : Keith Davis

• Kecepatan transmisi.
• Tingkat selektifitas : grapevine acts
• Menyebabkan berbagai hal, kapan saja dan dimana saja.
• Terjadi di tempat kerja,
• Sistem komunikasi formal dan informal cenderung untuk aktif atau in-aktif bersamaan.

The Grapevine Communication 
(Stein, 1967; Pace & Faules, 1994, hlm. 137):

”metode penyampaian laporan rahasia dari orang ke orang yang tidak dapat diperoleh melalui saluran biasa”.

Dikendalikan dengan menjaga dan membiarkan saluran komunikasi formal tetap dibuka, sehingga memberi kesempatan dari berbagai arus untuk saling menerima dan mengirim informasi.

Struktur Komunikasi sebagai Network

Menurut Noel Tichy (1981): network atau jaringan dapat dipahami dengan cara menelaah empat unsur, yaitu roles (peran), karakteristik hubungan (link), karakteristik struktural, dan isi atau kandungannya.

Hubungan-hubungan dapat diuji dengan :

• Reciprocity: timbal balik atau dua arah.
• Intensity: komitmen dari tiap anggota yang saling berhubungan.
• Multiplexity: beberapa cara yang dapat menghubungkan para anggota

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Fundamentals of Organization Structure

Fundamentals of Organization Structure

Organization Contextual Variables that Influence Structure

Sources: Adapted from Jay R. Galbraith,
Competing with Flexible Lateral Organizations, 2nd ed.
(Reading, Mass.: Addison-Wesley, 1994), Ch.1;
Jay R. Galbraith, Organization Design (Reading, Mass.: Addison-Wesley, 1977), Ch. 1.

STRUCTURE
Process by which an organization allocates people and resources to tasks “How things are divided up.” Process by which the divided tasks are recombined and coordinated “How pieces are reconnected”

Principles of Structure
• Prevent overload of members
• Load changes with time

Ladder of Mechanisms for Horizontal Linkage and Coordination

Project Manager Location in the Structure

 
Teams Used for Horizontal Coordination

 
Options for Grouping tasks

 
Structural Design Options for Grouping Employees into Departments

FUNCTIONAL STRUCTURE
A functional structure is the bedrock of horizontal differentiation. It is the first “structure” that organizations adapt as they grow.

Strengths and Weaknesses of Functional Organization Structure
• STRENGTHS:
– Allows economies of scale within functional departments
– Enables in-depth knowledge and skill development
– Enables organization to accomplish functional goals
– Is best with only one or few products

• WEAKNESSES:
– Slow response time to environmental changes
– May cause decisions to pile on top, hierarchy overload
– Leads to poor horizontal coordination among departments
– Results in less innovation
– Involves restricted view of organizational goals

Source: Adapted from Robert Duncan, “What Is the Right Organization Structure? Decision Tree Analysis Provides the Answer,” Organizational Dynamics (Winter 1979): 429.


Reorganization from Functional Structure to Divisional Structure

Strengths and Weaknesses of Divisional Organization Structure
• STRENGTHS:
– Suited to fast change in unstable environment
– Leads to client satisfaction because product responsibility and contact points are clear
– Involves high coordination across functions
– Allows units to adapt to differences in products, regions, clients
– Best in large organizations with several products
– Decentralizes decision-making


• WEAKNESSES:
– Eliminates economies of scale in functional departments
– Leads to poor coordination across product lines
– Eliminates in-depth competence and technical specialization
– Makes integration and standardization across product lines difficult


Source: Adapted from Robert Duncan, “What Is the Right Organization Structure? Decision Tree Analysis
Provides the Answer,” Organizational Dynamics
(Winter 1979): 431.

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The Challenge Of Organizational Communication

THE CHALLENGE OF ORGANIZATIONAL COMMUNICATION

Prepared by Z. Hidayat, MM, M.Si.

• The Communication Era
• Communication: The Key to Organizational Excellence
• Basic of Human Communication
• Concepts Organization
• Definitions of Org. Communication

The Challenge

1. We are in one of the most turbulent periods in history.
2. Creativity is more important than ever.
3. The contemporary organization facing:

• Increased economic pressures
• Globalization
• Rapidly diversifying employee and customer bases
• Changing technology
• Increasing awareness or org relationships to society
• New organization types
• New relationship between org and employees
• More be complexity

The Communication Era

• We live, work, and play in complex communication environments.
• Sophisticated comm tech have changed the way we do everything.
• Information Society: Environment in which more jobs create, process, or distribute information than directly produce goods. The environment is characterized by mass production of information, which requires the constant learning of new activities and processes.

Technological environment challenge

• The rise of digital communication in the late 20th century has made it possible for media organizations (or individuals) to deliver text, audio, and video material over the same wired, wireless, or fiber-optic connections. At the same time, it inspired some media organizations to explore multimedia delivery of information. 
• This digital convergence of news media, in particular, was called "Mediamorphosis" by Roger Fidler (1997). 
• Today, we are surrounded by a multi-level convergent media world where all modes of communication and information are continually reforming to adapt to the enduring demands of technologies, "changing the way we create, consume, learn and interact with each other".
• Convergence in this instance is defined as the interlinking of computing and other information technologies, media content, and communication networks that has arisen as the result of the evolution and popularization of the Internet as well as the activities, products and services that have emerged in the digital media space.
• Many experts view this as simply being the tip of the iceberg, as all facets of institutional activity and social life such as business, government, art, journalism, health, and education are increasingly being carried out in these digital media spaces across a growing network of information and communication technology devices.

COMMUNICATION: THE KEY TO ORG EXCELLENCE

• Organizational Excellence: Ability of people to work together and utilize technology for the creative solving of increasingly complex problems.
• With this emphasis on the complex, fast-faced information society and the importance of human communication, questions arise concerning what skills and abilities organizations need from their future employees.
• How should individuals prepare themselves for the information responsibilities and opportunities that almost inevitably will be a part of the future? What does it take to contribute to organizational communication excellence?

COMMUNICATION COMPETENCY

• Communication Competency: Composed of knowledge, sensitivity skills, and values. Competence arises from interaction of theory, practice, and analysis. 
• Fred Jablin & Patricia Sias (2001) suggest that the concept of communication competency is best understood by an ecological model that revolves around four systems:

1. The microsystem, which contains the developing organizational member and other persons in the immediate work environment (e.g. supervisors, coworkers, and clients);
2. The mesosystem, which represents the interrelations among various microsystems (e.g., what individuals learn in their project teams may affect their competence in the functional work groups in which they are members);
3. The macrosystem, which does not represent the immediate context in which an individual works, but does impinge him/her (i.e., major divisions of the organization and the organization itself as a whole); and
   4.The ecosystem, which represents the overcoming cultural belief system, forms of knowledge, social, technological, and political ideologies.

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Pengumuman PMW 2009

Pengumuman PMW 2009

Selasa, 28 Juli 2009

PENGUMUMAN
Daftar Nama-Nama Peserta Yang Lolos  “PMW 2009″
Universitas Indonusa Esa Unggul

NO     NAMA     JENIS USAHA     IPK
1     Rizky Aji Prayogo     Photograpy & Video shooting     12,5
2     Wahyu S. Syahputra     Web Design     16,5
3     Nurdini Amalia      Dok. Dalam Bentuk Video Art “Mini Studio”     15
4     Aditya Panji Pradana     Home Industri Krupuk Ikan Tenggiri     17.5
5     Bagus Dias J.W     Budidaya kan Lele     12
6     Sigit Saputro     Budidaya Pembesaran Ikan Lele     17,5
7     Nadia Intan Permata Sari     Poci-poci Café     16,6
8     Muhammad Dhafi Iskandar     Snack     18.5
9     Sulastri Ningrum     Chico Coklat      15
10     Achmad Novriandi     Snack     13,5
11     Mulyanto     Pembuatan Usaha Warnet     17.5
12     Christian Pasaribu     Website Personal, Business and Education     16
13     Moh. Fazrin Wahyuna     Multi Online Digital Warnet     15
14     Reza Arief Setiawan     Multi Online Digital Warnet     16.5
15     Harun Septianto     Kedai Wedhang “serba jahe”     14
16     Ibnu Hartanto     Rumah Makan     15
17     Ahmad Barik     Tanaman Hias     16.5
18     Riyan Firki     Cucian Motor Snow “Kinclonk”     19

NB : Untuk mahasiswa yang lolos menjadi peserta PMW 2009
dari UMB, diumumkan secara internal oleh pihak UMB.

Jadwal Pematangan & Pemantapan Proposal Usaha

I.   Pengumpulan Proposal Usaha Dari Tiap Kelompok
Hari / Tanggal        :  Senin / 3 Agustus 2009
Jam                             :  09.00 s/d 15 .00 WIB
Tempat                     :  Ruang Inkubator Bisnis (UIEU)

II.  Jadwal Pemantapan Proposal Usaha (UIEU & UMB)
Hari / Tanggal       :  Selasa – Rabu / 4 – 5 Agustus 2009
Tempat                     :  Hotel Lembah Pinus, Puncak – Jawa Barat

III. Ketentuan Pelaksanaan (Peserta UIEU & UMB) :
1     Peserta harus berkumpul di Lobi Utama Kampus UIEU pada hari Senin (4 Agustus 2009), jam : 08.30 WIB tepat (berangkat dengan bus).
2     Peserta wajib membawa jaket almamater kampus (UIEU dan UMB).
3      Tiap kelompok usaha (Kel. 1 s/d 7) wajib membawa 1 buah laptop, kalkulator dan 1 buah kamera.
4     Tata tertib peserta dalam pelaksanaan kegiatan :
>  Peserta wajib hadir di Ruang Kelas 10 menit sebelum acara dimulai.
>  Berpakaian rapih : – Pria menggunakan kemeja.
- Wanita berpakaian rapih & sopan.
> Peserta tidak diperkenankan meninggalkan ruangan tanpa ijin.
>  Kehadiran peserta merupakan syarat dalam Penilaian Prestasi.
> Akomodasi yang disediakan panitia dalam bentuk paket (Prasmanan). Dan untuk pemesanan dan pemakaian pribadi dari fasilitas hotel  (diluar dari yang telah disediakan oleh Tim pelaksana) akan dikenakan biaya sendiri.
>  Wajib mengikuti acara yang telah ditentukan oleh Tim Pelaksana.
> Membawa pakaian, sepatu Olah Raga dan baju hangat.
> Peserta tidak menaruh atau meninggalkan barang berharga didalam Kamar Hotel.  Apabila terjadi kehilangan / kerusakan kami tidak                 bertanggung jawab.

Jakarta, 31 Juli 2009

Tim Pelaksana PMW

Pengumuman
Calon Peserta Yang Lolos Ke Tahap Diklat
Program Mahasiswa Wirausaha (PMW) 2009
29 – 30 Juli 2009

No.     Nama     Program Studi
1     Achmad Nofriandi     FE
2     Aditya Panji Pradana     Fasilkom
3     Ahmad Barik     Fasilkom
4     Andhika Rizky Triyono     Fikom / Adv.
5     Bagus Dias J.W     FIKOM
6     Christian Pasaribu     Teknik Industri
7     Freddy Gunawan     FE
8     Harun Septianto     Fikom / Humas
9     Ibnu Hartanto     Fasilkom
10     Moh. Fazrin Wahyuna     Ilmu Komp. / TI
11     Muhammad Dhafi Iskandar     FE
12     Mulyanto     Fasilkom / Ti
13     Nadia Intan Permata Sari     FIKOM
14     Nurdini Amalia     FIKOM
15     Reza Arief Setiawan     Teknik Informatika
16     Riyan Firki     FIKOM
17     Rizky Aji Prayogo     Fikom / Broadcast
18     Sigit Saputro     FIKOM
19     Sulastri Ningrum     FE
20     Wahyu S. Syahputra     Fikom / Broadcast

Selamat, Anda masuk ke tahap berikutnya sebagai calon peserta PMW 2009.

Selanjutnya Anda wajib mengikuti:

Acara                     :  Diklat Kewirausahaan
Hari/Tanggal      :  Rabu – Kamis / 29 – 30 Juli 2009
Jam                         :  09.00 – 16.00 Wib
Ruang                     :  414 (Gedung Utama / Ruang Kuliah)

* Harap membawa alat tulis dan kalkulator, disarankan untuk membawa laptop (jika ada).
* Pakaian bebas rapi

Ttd

Ketua Tim PMW 2009

Drs. Mudjiarto, M.Si

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