ORGANIZATIONAL CULTURE AND CLIMATE
ARIZONA STATE UNIVERSITY
COM 100 - INTRODUCTION TO HUMAN COMMUNICATION
ASSIGNMENT 2024
A. Brief Overview of Course Content
This chapter discusses the meaning of organizational culture, its origins, and its functions as
well as the meaning, dimensions and factors that affect organizational climate.
B. Guidelines for Studying the Material
Clearly understand the content of the material on the origins of organizational culture and
organizational climate.
C. Learning Objectives
1. Students can understand organizational culture and organizational climate.
2. Students can explain the origins of organizational culture and organizational climate
conditions.
D. Course Content:
Organizational Culture:
Definition of Organizational Culture
As interactions take place through networks within an organization, patterns of
verbal and nonverbal behavior develop and become routine. Over time, they become an
important social reality for the organization. Organizational culture is the totality of
symbols, events, traditions, standardized verbal and nonverbal patterns of behavior, folklore,
rules, and rituals that give an organization its characteristics or personality.
Culture plays an important role in group or organizational dynamics. It gives group
members a sense of personal as well as collective identity, and contributes to the
development of order, structure, and cohesion in the operation of the whole system. 102
There are several definitions of organizational culture according to experts, namely:
1. Lathans (1998): Organizational culture according to Lathans (1998) is the norms and
values that direct the behavior of organizational members. Each member of the
organization will behave in accordance with the prevailing culture in order to be
accepted by their environment.
2. Sarpin (1995): The definition of organizational culture according to Sarpin is a system
of values, beliefs and habits in an organization that are interconnected interacts with the
structure of its formal system to produce norms of organizational behavior.
3. According to Schein, the definition of organizational culture is a pattern of basic
assumptions discovered, created or developed by a particular group, with the intention
that the organization learns to overcome and overcome problems arising from external
adaptation and internal integration that have gone well enough, so it needs to be taught
to new members as the right way to understand, think and feel related to these problems.
4. Mondy and Noe (1996): According to Mondy and Noe (1996), organizational culture is
a system of shared values, beliefs and habits within an organization that interacts with
its formal structure to create norms of behavior.
5. Hodge, Anthony and Gales (1996): According to them, organizational culture is a
construction of two levels of characteristics, namely observable and unobservable
organizational characteristics.
11.1.2 Origin of Organizational Culture:
Organizational culture comes from the founder because the founder of the
organization has a great influence on the initial culture of the organization either in terms of
habits or ideology. For example, the mission that he or she can impose on the rest of the
organization members of the organization. Where this is done by first recruiting and
retaining like-minded members. Second, indoctrinate and socialize ways of thinking and
behaving to employees. Then the last is the founder acts as a role model who encourages
members to identify themselves, and if the organization progresses then the organization
will achieve success, vision, and the founder will be seen as the main determinant of
success.104
Organizational culture also grows out of the activities of members. Although
organizational culture is a product of human communication, it can achieve an objective and
coercive quality to individuals within the organization.105
Cultures and groups, as well as organizations, often have heroic figures who embody
group values. Such people become role models for group members to follow. Heroes are
usually someone who started a highly successful organization or who is remembered for
overcoming a difficult period in the life of the group or organization.
Symbols are one of the important elements of organizational culture. Trademarks,
buildings, office furniture, and uniforms are examples of symbols that are often seen as facts
of organizational culture. Sometimes organizational symbols develop naturally, such as
informal uniforms among company employees. In other instances, symbols For example, a
trademark or slogan is deliberately developed and actively promoted.
Space is another important symbol for organizations. In many organizations, the rules
developed for use in allocating employee space, such as the size, location, and decoration of
an employee's office or workplace are reflective of his or her position. A larger office space,
more elaborately furnished and decorated, indicates a higher level in the organization.
Workers with lower positions may have smaller, simply decorated workspaces. People at
lower levels may not have a smaller, simply decorated workspace; people at lower levels
may not have a private workspace, or if they do, it may be separated by portable partitions or
bookshelves and filing cabinets. It makes sense to outsiders that carpets in empty office
spaces would be ripped up and removed, unless the space is refilled by a higher-ranking
person. These actions are considered necessary to preserve the culture. They also vary from
organization to organization.
Activities such as annual picnics, seasonal holiday parties or management reflection
events, also contribute to and reflect their organizational culture. These events do as much
for organizational culture as birthdays and reunions do for individual and family
relationships.
The language used in conversations within an organization is also a reflection of and
influences the culture of the organization. An organization that talking about promotion
using the military language of "fight your way to the top" is likely to have a very different
organizational culture from another organization that uses the phrase "family members work
together to help each other succeed". We can distinguish between companies based on their
culture, such as in academic values, clubs, forts, baseball teams, depending on the language
used by the workers.
Folklore, or stories that belong to the organization, is another important facet of
organizational culture. Many organizations have a collection of favorite stories about bad
workers past and present, stories of organizational failures and achievements, and stories of
significant events along the way. Implicitly, these are statements about the values, ethics,
management practices, and other facets of life in the organization. Through stories and tales,
organizational culture is transmitted from one generation of workers to the next.
Rituals are the daily routines of life in a group or organization. They can consist of
actions no more significant than shaking hands and introducing oneself at the start of a
rehearsal, or they can be elaborate formal ceremonies such as initiation rituals.
11.1.3 Functions of Organizational Culture
Organizational cultures play a central and pervasive role in all organizational
dynamics, and they serve many important communication functions for those who create
and participate in the organization. These functions include:
1. Giving people in the organization a sense of individual identity and collective identity.
2. Contribute to the development of structures and controls
3. Help members get acquainted with the customs and traditions of the organization
4. Foster cohesion among organizations.
11.2 Organizational Climate:
11.2.1 Definition of Organizational Climate:
Climate is another aspect of the organization in which communication plays a direct
role and is closely related to culture. Organizational climate is the atmosphere or tone of
voice members experience of the organization as they go about their daily routines.
Organizational climate is created through communication. In turn, climate influences
organizational members and is reinforced through the organizational communication
process. As consumers, we can understand that not all organizations will feel the same to us,
even though their products or services may be similar. An example is the difference in how
we feel about a shopping mall, a hospital, or a school. Often, the differences among the
feelings we have are a reflection of differences in organizational climate, where it is created
and maintained through communication.
Experts give various definitions of organizational climate. According to Newstrom &
Davis, organizational climate is the human environment in which employees of an
organization do their work. From this understanding, it appears that the organizational
climate concerns all environments that exist or are faced by employees in an organization
that affect employees in carrying out their organizational tasks.108
Meanwhile, Lunenburg & Ornstein suggest that Organization climate is the total
environmental quality within an organization It refers to the environment within a school
department, a school building, or a school district. Organizational climate can be expressed
by such adjectives as open, bustling, warm, easy going, informal, cold, impersonal, hostile,
rigid, and closed. So, organizational climate is a quality of the total environment in an
organization that is indicated by various characteristics including: open, busy, warm,
relaxed, informal, cold, impersonal, hostile, rigid, and closed.
Tagiuri and Litwin define organizational climate as "...a relatively enduring quality of
the internal environment of an organization that is experienced by its members, influences
their behavior, and can be described in terms of the values of a particular set of
characteristics (or attributes) of the organization." According to Tagiuri and Litwin,
organizational climate is a relatively enduring quality of the internal environment of an
organization that is experienced by its members, influences their behavior, and can be
described in terms of the values of a particular set of characteristics (or attributes) of the
organization their behavior and can be described in terms of a set of organizational
characteristics or traits.
For Litwin and Stringer in Wirawan, organizational climate is "...a concept describing
the subjective nature or quality of the organizational environment. Its properties can be
perceived or experienced by members of the organization and reported by them in an
appropriate questionnaire." Organizational climate is a concept that describes the subjective
nature or quality of the organizational environment. Its elements can be perceived and
understood by members of the organization and reported by them in an appropriate
questionnaire.
Meanwhile, according to Owen, organizational climate is "...the study of perceptions
that individuals have of various aspects of the environment in the organization" (study of
individual perceptions regarding various aspects of their organizational environment).
Listening to the understanding or definition above is not enough to know
comprehensively about the organizational climate, so it is also necessary to understand the
problem of the organizational environment, because the organizational environment both
directly and indirectly will affect the condition of the organizational climate. In addition, as
a system, the organization will interact with its environment.
In general terms, we can talk about climate in positive or negative terms. A positive,
supportive climate as described has the following characteristics:
1. Communication that support between supervisor-supervisee
2. Perceived quality and accuracy of downward flow communication.
3. Feeling it openness relationship superior-subordinate relationship.
4. Opportunity and degree of influence from upward flow communication.
5. Perceived reliability of information from subordinates and coworkers.
Research shows that when a supportive climate develops, there is high job satisfaction
and productivity also increases. Generally, a positive climate and high levels of satisfaction
will be reflected in positive ways of dealing with customers and clients as well as when
dealing with colleagues.
Organizational climate, whether positive or negative, is self-reinforcing. Individual
members tend to be attracted and choose to participate in organizations where members
share values, needs, attitudes, and expectations. Individuals with different orientations are
less likely to survive or be retained, if they do not incorporate themselves from the start.
11.2.2 Dimensions of Organizational Climate
Toulson and Smith explained in their journal that the concept of organizational climate
was first proposed by Litwin and Stringer in 1968. Organizational climate by Litwin and
Stringer is described or measured through five dimensions, namely:
a.
Responsibility
b.
Identity
c.
Warmth
d.
Support
e.
Conflict 111
The definition of each dimension is as follows:
a. Responsibility
Responsibility is the feeling of being a leader for oneself, not always having to double-
check all decisions made, when an employee gets a job, the employee knows that it is his
job.
Responsibility is a person's obligation to carry out assigned functions as well as possible
in accordance with the direction received (Flippo, 1996: 103) or the degree to which
members of the organization are responsible for the work assigned.
b. Identity
Identity is the sense of belonging to the company and being accepted in the group.
c. Warmth
Warmth is the feeling of a friendly work atmosphere and emphasizes the condition of
friendliness or friendship in the workplace informal groups, as well as good relationships
among coworkers, emphasizing the influence of friendships and informal social groups.
d. Support
Support is matters related to support and relationships among coworkers, namely feelings
of mutual help between managers and employees, emphasizing more on mutual support
between superiors and subordinates.
e. Conflict
Conflict is a situation of disagreement or difference of opinion between subordinates and
leaders and subordinates and subordinates. Emphasized on conditions where managers
and workers are willing to listen to different opinions. Both parties are willing to put the
problem openly and find a solution rather than avoid it.
11.2.3 Factors Affecting Organizational Climate
According to Higgins, there are four principles of factors that affect climate, namely:
a. Manager/leader
Basically, every action taken by leaders or managers affects the climate in some way,
such as rules, policies, and procedures of the organization, especially issues related to
the problem personnel, distribution of rewards, communication styles, means used to
motivate, disciplinary techniques and measures, management-group interactions, inter-
group interactions, attention to problems that employees have from time to time, and the
need for employee satisfaction and well-being.
b. Employee behavior
Employee behavior affects the climate through their personalities, especially their needs
and the actions they take to satisfy those needs. Employee communication plays an
important part in shaping the climate. The way a person communicates determines the
level of success or failure of human relationships.
Based on one's normal style of living or organizing things, it can either increase it to a
positive climate or reduce it to a negative one.
c. Work group behavior
There is a particular need in most people for companionship, a need that is often
satisfied by groups in organizations. Groups develop in organizations in two ways:
formally, primarily in work groups; and informally, as friendship or common interest
groups.
d. Factors external to the organization
A number of factors external to the organization affect the climate of the organization.
The state of the economy is a major factor that affects the climate.
For example, in an economy with high inflation, organizations are under pressure to deliver
increased profits at least equal to the rate of inflation. If the government has set rules on
wages and prices that limit the increase in profits, employees may become unhappy and
leave for jobs with other companies. On the other hand, an economic boom can boost sales
and allow everyone to get a job and a large increase in profits, resulting in a more positive
climate.
Conflict Resolution and Decision-Making Process:
12.1 Conflict Resolution:
Conflict is a mismatch between expectations and reality. At various stages in group
development, conflict is inevitable. It may relate to disagreements over group goals, member
roles or responsibilities, decision-making, resource allocation, group dynamics, relationships
between specific individuals, or other factors.
There are several definitions of conflict resolution according to experts. Among them,
Schenkel states that conflict resolution is a process that allows a person to solve conflicts in a
method, style, manner, and attitude that is good and constructive. 114
Meanwhile, Mindes defines conflict resolution as the ability to resolve differences that
require skills in negotiation, compromise and justice.
Conflict is not inherently a problem. In fact, while experiencing conflict as unpleasant,
we know that without conflict, quality, diversity, growth, and excellence may suffer for
individuals, relationships or groups. Therefore, there is no need to aim to eliminate conflict.
Rather, the goal is to understand conflict better in all situations, to be able to identify its
origins, to determine its potential to make a positive contribution and to be able to resolve or
manage it productively.
In every conflict, a resolution is always sought. Conflicts can sometimes be resolved
by the two conflicting parties directly. But not infrequently it must also involve a third party
to mediate and find a solution either by the state or as a Regional Organization or even an
International Organization.
A number of approaches have evolved to analyze and resolve conflict within groups.
One interesting approach classifies conflict along two dimensions, namely:
1. Assertiveness. Behavior aimed at fulfilling self-interest
2. Willingness to cooperate. Behavior intended to meet the concerns of others.
When combined, these two dimensions result in five different styles of conflict,
namely:
1. Competitive style. High in assertiveness, low in cooperation. Example: a tough
competitor who wants to beat others, a "fight" orientation.
2. Accommodative style. Low in assertiveness, high in cooperation. Example: relaxed,
undemanding and supportive followers.
3. Avoidance style. Low in assertiveness, low in cooperation. Examples: low-profile people,
indifferent, isolated from the group, a "running orientation".
4. Collaborative style. High in assertiveness, low in cooperation. Example: active,
integrative problem solving.
5. A compromise style. Moderate in assertiveness, moderate in cooperation. Examples: the
"meet your halfway" or "give up one thing and keep another" approach.
In resolving conflicts, certain skills are needed, such as orientation skills, perception
skills, emotional skills, communication skills, and creative and critical thinking skills.
To achieve conflict resolution, one must first have the ability to review and understand
the conflict that is happening, and also be supported by positive attitudes such as fairness,
honesty, tolerance, non-violence, etc. In addition, it also requires the ability to view conflict
from various sides so that we have a broader understanding of the conflict that occurs and
not easily or quickly blame one party.
Conflicts usually involve high levels of anger, so in order to achieve conflict
resolution, good emotional control skills are needed. In addition, good communication skills
are also needed, such as the ability to listen to others, understand them, and convey thoughts
or opinions as communicatively as possible so that the point is well conveyed.
Another necessary skill is the ability to think critically and creatively. By thinking
critically, we can analyze the problem more logically so that we can solve it understand the
problem better. Meanwhile, with creative thinking skills, we can find the best conflict
resolution alternatives for all parties.
12.2 Decision Making
One of the main activities of almost any task-oriented group or organization is
decision-making. The types of decisions that must be made range from simple questions
such as who should coordinate a meeting, to more complex decisions involving more
questions about policies and activities.
In small informal groups, the rules that guide decision-making emerge naturally as
members begin to spend time with each other. In larger, more structured groups, group
decision-making is generally carried out through invitations to meetings and named as
meetings. Throughout the meeting, individual behavior follows a number of well-defined
rules that make sense. Some of these arise spontaneously, and others are rooted in group
traditions that are formalized legally, or through representative procedures.
There are a number of methods by which groups or organizations can make decisions.
Among them, consensus, compromise, majority vote, decision by the leader, and arbitration.
116 The methods are:
a. Konsesnsus
Consensus refers to the process by which the group arrives at a common decision
that all members actually agree on. For example, through discussion, it becomes clear that
every member of the club likes the idea of doing a senior citizen service program, and
eventually the group comes to a consensus to handle this program.
The following rules have been developed to help groups or organizations reach
consensus.
1. Members should avoid arguing for their favored proposals.
2. Groups should avoid "us versus them" statements just as they should avoid "winning"
and "losing" in dispute resolution.
3. Members do not have to join the majority of the group if only to avoid conflict.
4. Groups should not use many rules for decision-making so that they can avoid conflicts
such as the "majority wins" rule.
5. The group should see differences of opinion among members as natural and beneficial.
6. Members should have the forethought that agreements reached too quickly should be
doubted and considered premature.
b. Compromise
Compromise is a process of negotiation or bargaining and give-and-take to arrive at
a position that is considered, but not necessarily fully consistent with the preferences of each
group member. For example, some club members want to work on a service program for the
elderly, while others favor a program for the homeless. Through discussion, the group
decides to tackle the program for the homeless elderly.
c. Majority Vote
Majority vote is a method to arrive at group decisions mathematically. Decisions are
made when supported by a majority of members. In very formal groups, there may be a
specific definition for majority (e.g. 50 percent plus 1 or two-thirds). For example, four
members want to do a program for the elderly, six want to do something for the homeless.
the decision is six to four, which means supporting the homeless project.
d. Decision by Leader
Leader decision-making involves the setting of a resolution by the leader of the
group or organization. In this case, the decision is by proclamation. For example, the group
is unable to hold a meeting due to bad weather, so the decision is made by the club
president, that this year the group will conduct a service program for the elderly.
e. Arbitration
Agreement through a formal negotiation process between parties who are unable to
reach a decision, involving another party called arbitration. For example, two sub-groups
exist within one club. One of them is committed to homelessness. Each member of the sub-
group has very strong personal beliefs about this issue. The discussion and voting is
balanced 5:5, and neither party is prepared to change its position. A forced decision would
risk permanently alienating the members. The head of the local community organization
coordinating body, a third-party mediator, was invited to the next meeting to help the group
reach a decision.
It is more common than not to use arbitration or third parties for inter-group rather
than intra-group conflicts, for example in labor-management impasses over employment
contracts. For arbitration, it may be that each conflicting group has very specific rules.
Interpersonal Communication Management in Social and Personal Life that Occurs in
Era 4.0:
Along with the times, the pattern of communication also changes because of its
nature that adjusts and is directly proportional to the development of the times. Judging from
its history, interpersonal communication used to use writing media on cave walls, then
developed using smoke and palm leaves, developed again to the use of telegraph, until the
use of cell phones and internet access that occurs in the current era.
The management of interpersonal communication may not be as complicated as the
current era because in the past the media used was limited and access to information was
little so that people used more direct communication interactions with word of mouth
communication modes with a limited scope of territory but nowadays communication
management is expanding widely due to the use of many communication media starting
from cell phones, free social media access to the internet and interpersoanl communication
that can be done anytime, anywhere, with whoever you want without knowing the limits of
space and time with video call mode that can display our communication opponents exactly
like the original.
In the context of personal and social life, of course, the way individuals manage their
relationships is different and logically managing interpersonal relationships with individuals
is easier than managing interpersonal relationships with the community or society group.
Interpersonal relationships with individuals are easier to understand and live with because
they will only identify one form of personality while with society or groups it must
understand and carry out interpersonal relationships with many people, so here the role of
interpersonal communication management is to manage relationships with individuals or
communities by regulating the level of ego, regulating speech and actions and exploring the
psychology of individuals or communities so that the relationships created can be lived well
and last long and if there are setbacks or problems that arise in this interpersonal relationship
can be overcome and repaired.
A. Discussion
Communication management is defined as a way, activity, or effort to manage and
organize the communication process in the context of dealing with other people.
Communication management is needed to avoid all the worst possibilities that will occur in
a relationship because as we know every relationship must have its own setback points, this
is where communication management works to form a systematic and non-overlapping flow
of communication sequences and is effective in dealing with problems.
Interpersonal communication is where individuals with other individuals
communicate feelings, ideas, emotions, and whatever they feel directly or face-to-face.
Interpersonal communication is also not as superficial as that discussion but also looks at
how the interpersonal communication process runs, It starts from the way the words are
spoken, the facial expressions used, and the gestures displayed when communicating with
others. In interpersonal communication, it is not only about verbal communication but also
nonverbal communication which of course has the aim of achieving mutual understanding.
It appears that interpersonal communication between two or more people has seven
main underlying elements, namely: (1) Sharing of intentions, ideas, feelings, or information
that exist in the communicator along with the form of behavior he chooses. (2) The process
of codifying the message by the sender. (3) The process of sending messages from
communicators to communicants (4) The existence of channels or channels can also be
called media, through which messages are sent. (5) The process of decoding the message by
the communicator. (6) Inner response by the communicant to the results of his meaning or
interpretation of the meaning of the message received. (7) The possibility of certain
obstacles (noise).
In interpersonal communication there are factors that influence it, namely: (1) Trust
in interpersonal communication is considered a form of belief in others to achieve common
goals that have great risks. (2) This sportsmanship is an attitude to reduce defensive attitudes
or survive by their own will in communication. (3) An open attitude has a tremendous
influence regarding effectiveness in interpersonal communication because it can provide an
objective assessment in receiving messages, is not rigid, and more easily assesses the
attitudes and behavior of others.
There are other functions of interpersonal communication, namely: (1) know more about
yourself and others. (2) knowing character of the surrounding environment. (3) changing
attitudes and behaviors. (4) to help others solve problems. (5) as a means of entertainment.
To initiate interpersonal relationships, develop and maintain friendly, familiar, warm,
and productive communication with others, of course, a person needs basic communication
skills. So that it can manage interpersonal communication that will be built with others.
According to Johnson (1981) in Edi and Syarwani (2014) the basic skills that must be
possessed are:
First, a person or individual is able to understand each other. In addition, of course, to
skillfully communicate an individual is also required to be able to listen to what is said by
others.
Second, it is required to be able to communicate thoughts and feelings simply,
effectively, precisely and clearly. This ability must also be accompanied by how to be able
to understand the interlocutor by showing attitude and pleasure and showing that he
understands the interlocutor.
Third, in interpersonal relationships must be able to understand, accept, and provide
mutual support or support accompanied by mutual assistance.
Fourth, one must be equipped with the ability to resolve conflicts and forms of
personal problems that may arise in interpersonal communication through constructive or
constructive ways.
Conflict never disappears in human life either personally or individually or in society
or groups. Conflicts do exist that are building but often the conflicts that arise are conflicts
that have a negative impact and cause division. Conflict can also change the behavior of a
person who is initially patient but after the conflict becomes depressed, stressed, and
becomes temperamental. Conflict can also reduce the level of harmony of personal and
community interpersonal relationships. Interpersonal communication management is able to
provide a way out of this problem, with effective communication being able to provide a
person's calmness in thinking so that emotions can be controlled properly.
Conflict management is a method, stage, model, or strategy used to direct the conflict
that occurred earlier towards a resolution or solution that raises positive attitudes such as
providing calm and peace. Here are some things that can help conflict management, namely:
(1) responsibility for thoughts and feelings The main thing that triggers conflict is
differences in thoughts or perceptions. This relates to if the opinion issued is not accepted by
others then the person who issued the opinion must be able to take responsibility in other
words to keep his thoughts and feelings so as not to impose his will. (2) direct and specific if
there is a conflict then what must be done is to find the root of the problem so that the
conflict is not long and protracted. (3) active fighting means here that if we are involved in a
conflict then face the conflict and resolve it properly, don't fight.
Avoidance will only complicate the problem. (4) Diffuse conflict with humor This
conflict is directly proportional to the increase in emotional levels which if left unchecked
can lead to physical fights, here humor is placed as a tool to reduce tension in conflict.
With the development of the times, of course, interpersonal communication is slowly
trying to adjust to the changing circumstances. Over time, the notion of interpersonal
communication is not just two individuals who meet face to face in providing information.
But more than that it can be through media or channels with the help of qualified technology
which even through holograms communicating can be done like interactions with real
people with three-dimensional models.
Technological advances have made the discussion of communication broader and
there are many meanings that are repeated to learn so that the meaning can be in accordance
or synchronized with the current time. The understanding that used to be in conventional
interpersonal communication began to shift, it used to be to meet face to face, understand the
gesture, attitude and nature of the interlocutor directly but now the discussion is starting to
enter the realm of digitalization where not all meanings can be studied as firmly and
definitively as in conventional interpersonal communication. It can be taken as an example
in the use of stickers and emoticons which do not necessarily describe the state of our
communication opponents so it is difficult to guess the actual conditions.
The development of technology today is increasingly diverse, including in the
development of communication.
Based on Harold D. Laswell's Elements of Communication theory. Laswell,
communication is supported by channels or channels and media, namely the tools used by
the communicator or message sender to convey messages to communicants. By means of
Interface / face to face or face to face directly, as well as through communication with the
media as a means.
The following will explain some of the developments in information communication
technology in the realm of Interpersonal Communication.
B. Internet
Before the Internet appeared, the flow of information for the general public was limited,
making it difficult to get information quickly. The majority of people at that time only
believed the news that had been published in the newspaper without looking and re-
examining the information from various points of view. The Internet was born in 1972 with
the emergence of Arpa. Net owned by the United States military using the TOP/IP addres
protocol network used to send messages.
With the development of the times, the hyper text transfer protocol hyper text
transfer protocol appeared, which is used today to go to an address on the internet. And at
this time, with the development of information technology, everyone can speculate and
express their opinions in a balanced manner without blaming one party by paying attention
to problems or events from various aspects. With the internet, communication can still run
smoothly.
Including in interpersonal communication, long distance is no longer a problem
because the limitations of space and time do not apply with the emergence of the internet.
That is from the positive side of the internet that is able to contribute to social interaction,
but on the negative side direct social interaction is replaced, people are more focused on
their respective gadgets and do not care about their surroundings.
C. Social networking features (social media)
Social media initially emerged with the launch of Facebook by Mark Zuckerberg a
few years ago. This triggered various other people to create various similar applications to
make it easier for humans to communicate even with long distances. Then the features in the
application that provide communication activities in cyberspace that make it easier for all to
exchange thoughts, opinions, and also socialize with new friends from outside and within
the country with the existence of comment columns and like buttons of various forms.
The emergence of social media provides instant convenience for people to
communicate personally via the internet, but on the other hand, it also needs to be
considered that with the existence of social media, hoaxes, hate speech, or explicit content
are also widely and massively disseminated. So here it takes the ability to choose and sort
out the information we get from this social media. So that the convenience we get does not
provide harm to others.
D. Letters and E-mails
Letters are intermediaries in Interpersonal Communication, where by using letters
the communicator or sender of the message is free to send messages and express the
contents of the heart and feelings that are in him to the communicator. Letters used to be
sent through intermediaries, such as couriers or postmen. If the letter is sent by the
communicator to the communicant the shipping cost is worth the stamp, the stamp is the
nominal cost incurred in sending the letter then the letter will reach the communicant days or
even a week later.
In line with the development of information technology, letters that used to use
intermediaries that took a long time were replaced by E-mail or Electronic Mail (electronic
mail). E- mail is a means of sending letters through a computer network with an internet
connection. The long time needed in the past when sending letters through couriers or
postmen is replaced because humans want access to speed that can save energy and time so
that the letters sent can be replied to instantly.
E-mail generally costs relatively less, which is only to pay for the internet connection
used to send e-mail. Of course this makes it easier for a communicant who wants to
immediately receive the contents of a letter sent via electronic mail and immediately get a
reply to what he sent.
E. Telephone and Cellphone
Telephone is one of the means of Interpersonal Communication, which is useful for
conveying audio or voice messages. Telephone operates by using the transmission of
electrical signals within the telephone network.
Due to the usefulness of the telephone, along with the development of information
technology, the means of information is increasingly sophisticated, the telephone which was
once difficult to carry anywhere, has a cable, is now replaced by a cellphone. Telephone,
which does not use cables or antennas at all. Handphones are only enough to charge the
battery and can be carried anywhere without the need to struggle.
Without having to dial or dial a number, the cellphone already has a pre-saved
contact list so if we need to contact someone we can call them directly without having to
remember the number or even record the number in a heavy notebook.
Cellphones make it easier for us to do activities because they are easy to carry
anywhere. The development of cellphones is also very rapid, in the past cellphones had a
large, heavy shape, and had an antenna but now there are Smartphones that have a thinner
and lighter shape and are used with touchscreen mode which has more features that help
someone send messages or communicate remotely.
Now, cellphones are not only used to convey voice messages, but cellphones have
been widely used to open Social Media with the help of the Internet so that an innovation
about cellphones is now dubbed 'smart phones' or often referred to as Smartphones. Besides
used to communicate via voice, smartphones can also be used for Social Media and video
calls.
