COMMUNICATION AND CONFLICT MANAGEMENT
ARIZONA STATE UNIVERSITY
COM 400 - COMMUNICATION IN PROFESSIONS
WEEK 5
A. INTRODUCTION:
Humans in their lives must communicate, meaning that they need other people and need
groups or communities to interact with each other. It is a fact that most of the human person
is formed from the results of social integration with others in groups and communities. In
groups or organizations, there is always a form of leadership which is an important issue for
the survival of the group, which consists of leaders and subordinates / employees.
Between the two parties there must be two-way-communications or two-way
communication or reciprocal communication, for this reason, cooperation is needed which is
expected to achieve goals, both personal and group goals, to achieve the goals of an
organization. This cooperation consists of various purposes which include social/cultural
relations. The relationship that occurs is a process of the desire of each individual, to obtain
a real result and can provide benefits for sustainable life. If the communication target can be
applied in an organization If the organization is a government organization, a community
organization, or a corporate organization, then the goals will vary, but the main goal is
certainly to unite the individuals who are members of the organization. In this material, the
author discusses the definition and characteristics of communication, communication
functions and processes, communication objectives, building communication in
organizations, effective communication, conflict management in organizations, conflict
views and conflict management methods in organizations.
B. DEFINITION AND CHARACTERISTICS COMMUNICATION:
From some of the definitions above, it can be described that communication is a form of
interaction between two or more people that has meaning and messages either directly or
indirectly such as using media and the like.
1. Communication Characteristics
Communication is a symbolic process, which describes the symbolic process because the
messages conveyed can be verbal-visual through posters, brochures, leaflets.
Communication is a social process, which describes a process that involves social relations
who act as recipients of information. Explaining and saying things that are directly related to
many people. Communication is a one or two-way process, namely providing information
and not giving the opportunity to the aundience / recipient of information to ask questions.
Two-way communication is a dialog between the giver and receiver of information.
Co-oriented communication ie: having the same goal in providing information.
Communication is purposive and persuasive, namely the activity of exchanging messages
with predetermined goals. Persuasive aims to influence changes in the attitude of message
recipients. Communication encourages individual interpretation, namely the recipient of the
message must interpret the message in accordance with the intention of the sender.
Communication is an activity of exchanging meanings, namely the existence of different
understandings when receiving information. It can have denotative meaning (meaning based
on the dictionary) and connotative meaning (based on a particular context). Communication
occurs in context, namely communication activities carried out by humans that are adjusted
to the context of space and time when communication is carried out.
Based on the nature of communication and the amount of communication according to
Onong Uchyana Effendi, in his book "Dimensions of Communication", communication can
be classified into three categories:
a. Interpersonal communication. This communication is applied between individuals in an
effort to convey information which is intended to achieve a common understanding, so that
mutual wishes can be achieved.
b. Group communication. In principle, in carrying out a communication that is emphasized is
the group factor, so that communication becomes broader. In an effort to convey
information, communication in groups is not like interpersonal communication.
c. Mass communication. Mass communication is carried out through tools, namely mass
media which include print and electronic.
C. COMMUNICATION FUNCTIONS AND PROCESSES:
1. Communication Function
Communication performs 4 main functions within a group or organization, namely
control, motivation, emotional expression and information (Stephen. P.Robbins, 2006).
None of these four functions should be viewed as less important than the others. In order to
perform effectively, the group needs to maintain some kind of control over its members,
stimulate members to perform, provide means for emotional disclosure and make decision
choices. Communication Functions include:
a. Control function, namely: communication serves to control the behavior of members in
various ways such as communicating complaints about work to leaders.
b. Motivational function, namely: communication can also maintain motivation and explain
what is done to improve work performance.
c. Functions of emotional expression, viz: provides a release of tension for emotional
expression and fulfillment of needs
d. Information function, viz: providing members with the information they need to make
decisions
2. Communication Process:
Before communication takes place, we need a goal, which is expressed as a message that
must be conveyed. The message is conveyed from the source (sender) to the receiver. The
message is encoded (converted into symbolic form) and passed on through some medium
(channel) to the receiver, who reinterprets (decodes) the message initiated by the sender. The
result is the transfer of meaning from one person to another. The following picture shows the
communication process. Model It consists of 7 parts, namely communication source,
encoding, message, channel, decoding, receiver, feedback.
Communication can flow vertically or horizontally. The vertical dimension can be
further divided into downward and upward directions (Stephen.P.Robbins).
a. Downward
Communication that flows from one level in a group or organization to a lower level is
called downward communication. When managers communicate with subordinates is
common to see. But downward communication does not have to be face-to-face or oral.
When management sends letters to employees' homes to inform them of the organization's
new sick leave policy, management is communicating downward. So is an email from a
team leader to his team members reminding them of a deadline.
b. Above
Upward communication flows to higher levels within a group or organization. It is used to
provide feedback to superiors, inform them of progress toward goals, and communicate
problems encountered. Upward communication makes managers aware of how employees
feel about their jobs, their co-workers, and the organization in general. Managers also rely
on upward communication for ideas on how to improve conditions.
c. Horizontal
When communication occurs among the same work group, among work group members at
the same level, among managers at the same level, or among any horizontally equivalent
personnel, we call it horizontal communication. Horizontal communication is often
necessary to save time and facilitate coordination. But horizontal communication can create
dysfunctional conflict when formal vertical channels are bypassed, when members bypass
their superiors to get things done, or when superiors discover that some action or decision
has been taken without their knowledge.
D. COMMUNICATION GOALS:
There are four communication goals or motives that need to be stated here. These
motives or goals do not need to be consciously stated, nor do those involved need to agree
on the goals of their communication. Goals can be conscious or unconscious, recognizable
or not. Furthermore, although communication technology changes rapidly and drastically
(we send electronic mail, work with computers, for example) the purpose of communication
remains essentially the same, no matter how great the electronic revolution and other
revolutions to come.
1. Find:
One of the main purposes of communication involves personal discovery. When you
communicate with others, you learn about yourself as well as about others. In fact, your self-
perception largely results from what you have learned about yourself from others during
communication, especially in interpersonal encounters. By talking about ourselves with
others we gain valuable feedback about our feelings, thoughts and behaviors. From such
encounters we realize, for example, that our feelings are not very different from those of
others. This positive reinforcement helps us feel "normal".
Another way in which we conduct self-discovery is through the process of social
comparison, through comparing our abilities, achievements, attitudes, opinions, values and
failures with those of others. That is, we evaluate ourselves largely by comparing ourselves
with others. By communicating we can better understand ourselves and the other person we
are talking to. But communication also allows us to discover the outside world - a world
filled with other objects, events and people. Today, we rely on a variety of communication
media to get information about entertainment, sports, war, economic development, health
and nutrition issues, and new products to buy. Much of what we get from these media
interacts with what we get from our interpersonal interactions. We get a lot of information
from the media, discuss it with others, and eventually learn or absorb the materials as a
result of the interaction of these two sources.
2. To get in touch:
One of our most powerful motivations is relating to others (building and maintaining
relationships with others). We want to feel loved and liked and then we also want to love
and like others. We spend a lot of our communication time and energy fostering and
maintaining social relationships. You communicate with close friends at school, at work,
and perhaps over the phone. You chat with your parents, children, and siblings. You interact
with work partners.
3. To convince:
Mass media exists largely to convince us to change our attitudes and behaviors. The
media is made possible by advertising dollars, which are directed at encouraging us to buy
products. Right now you may be acting more as a consumer than as a messenger through the
media, but soon it may be you who will be designing those messages working at a
newspaper, being the editor of a magazine, or working for an advertising agency, television
transmitter or any other related field with communication. But we also spend a lot of time
engaging in interpersonal persuasion, both as sources and as receivers. In everyday
interpersonal encounters we try to change the attitudes and behaviors of others. We try to get
them to do something, try a new diet, buy a certain product, watch a movie, read a book,
take a certain course, believe something is wrong or right, approve or condemn a certain
idea, and so on. The list can be very long. Indeed, very little of our interpersonal
communication does not seek to change attitudes or behaviors.
4. To play:
We use many of our communication behaviors to play and entertain ourselves. We listen
to comedians, talks, music and movies mostly for entertainment. Similarly, many of our
communication behaviors are designed to entertain others (telling jokes saying something
new and relating interesting stories). Sometimes this entertainment is the ultimate goal, but
sometimes it is a way to hold the attention of others so that we can achieve other goals.
Of course, these are not the only purposes of communication; there are many others. But
the four goals mentioned above seem to be the main ones. Furthermore, no act of
communication is driven by just one factor; a single cause does not seem to exist in this
world. Therefore, every communication may be driven by a combination of several goals
rather than just one.
E. BUILDING COMMUNICATION IN ORGANIZATIONS :
After understanding the obstacles that hinder two-way communication, it will be easier
for us to strategize to build two-way communication. Here are some strategies you can try.
1. Listen to
In two-way communication, there is talking, and there is listening. What often happens
is that each party waits for the opportunity to speak without taking the time to listen to what
the other party has to say (because he is busy preparing what to say). Often, many problems
can be resolved not because someone is a good speaker, but because he is willing to
understand others by listening carefully to what is conveyed (complaints, problems, desires,
hopes). The information heard can be used as the basis for determining the next step to solve
the problem.
2. Open
To encourage each party to be open to each other, a leader should not punish people who
express their opinions, problems, or feelings. Openness can also be created through bulletin
boards, suggestion boxes, or media between employees. Employees who convey opinions or
ideas that can be utilized by the company can be given gifts or awards. Likewise, employees
who can identify or anticipate problems and propose alternative solutions.
3. Equalize perception
Two-way communication is often hampered by differences in perception of a problem.
Thus, in communicating, it is better to convey the background of the ideas conveyed, so that
others can also have the same perception, depart from the same perception, or at least
understand the perception of the person who conveyed the information. If understanding has
been established, then two-way communication will flow more easily.
4. One-on-one communication
Many employees are also reluctant to express their opinions because they are reluctant to
speak in front of many people, even though the employee might have a brilliant idea. A
leader can try to have two-way communication with their subordinates on a regular basis to
understand their needs, expectations, and problems. With one-on-one communication,
subordinates may be more comfortable expressing their opinions or raising issues they
encounter in the field. So, one-on-one communication is important to be done more often,
not just during annual job evaluations.
F. EFFECTIVE COMMUNICATION:
Effective communication must be planned by taking into account the situation, time,
place and audience. The problem that is often faced is that we put people as if they are
objects that are easily collected and then easily explained so that they understand something.
To keep these problems from arising, it is necessary to pay attention to several things
such as:
1. Our publics are human, so they are never free from any kind of influence.
2. Humans tend to like to pay attention, read or listen to messages that are perceived to fit their
needs or attitudes.
3. The existence of various mass media has various effects on the public.
4. Mass media has a wide variety of effects on
public or individuals or groups.
With the advancement of technology, interactions between members in organizations
and communities are increasing and reaching out more widely. To help make our
communication effective, there are some provisions that make it easier, namely:
1. Ability to observe and analyze problems
2. Ability to attract attention.
3. Ability to influence opinions
4. Ability to establish rapport and an atmosphere of trust.
Communication in the organization becomes the central point in every process and
human relationship concerning personality, attitudes, and behavior. Mutual communication
has an important role in human relations, while interpersonal communication determines the
success of mutual communication. According to Nor's research (2013) there is a relationship
between organizational communication satisfaction and employee work motivation.
Job satisfaction is very important in organizational life with job satisfaction it is hoped
that an employee will bring out all his abilities in completing the work performed, so that
optimal results will be obtained from what the employee concerned should be able to
achieve. Company leaders must really pay attention to the satisfaction of organizational
communication in their organization, because with intensive attention to work motivation in
their organization, it is hoped that employees will work harder to realize their organizational
goals, so that the company's efforts for employee development will run easily and the
company will get maximum profit and company goals will be achieved soon if leaders and
employees have great motivation in the company.
G. CONFLICT MANAGEMENT IN ORGANIZATIONS :
Conflict can be a serious problem in organizations. It may not bring about the death of
an organization, but it can certainly hurt an organization's performance as well as encourage
the loss of many good employees. But not all conflict is bad. Conflict has both positive and
negative sides.
Conflict is an interaction process that occurs due to a mismatch between two points of
view of the parties involved and affects either positively or negatively (Robbins, 2006).
Conflict is opposition under certain conditions that can identify an environmental and
resource management process that is not running effectively, sharpen ideas and can even
explain misunderstandings.
Conflict is not always disruptive as a certain amount of conflict is necessary to form
groups and maintain work group life. Basically, conflict is always present in every
organization, whether the organization is small or large, conflict can have a positive or
negative impact on organizational performance depending on the nature of the conflict and
its management. Thus there is no reason to eliminate all forms of conflict except those that
hinder the achievement of organizational goals. The leader's job is to manage conflict so that
it can be useful to encourage change and innovation.
1. Leader Role
Hersey and Blanchard (1986) stated that the ability of organizational leaders in conflict
management can affect the work productivity of the organization. Fair and honest conflict
resolution by managers can reduce employee turnover and increase employee morale and
productivity. Thus, dynamic organizations always experience changes as a result of the
development of science and technology. Organizations are required to adjust to the situation
and try to anticipate changes that will occur in the future. Today's organizational leaders are
faced with the problems of competition, declining productivity and improving services to the
community. To overcome the problem, effective leaders are needed to manage conflict well
in order to increase work productivity.
The progress of the organization is determined by its managers, that the leader acts as a
driving force in organizational life (Siagian, 1992). No matter how high the level of skill and
performance possessed by the executors of operational activities, subordinates still need
direction, guidance and development. In addition to the responsibility for development,
organizational leaders today face the challenge of keeping pace with foreign competition,
increasing productivity and making decisions to serve the community. To face these
challenges, leaders can do various things, including: developing a long-term vision of the
organization, developing the ability of the subordinates, and developing the ability of the
organization's employees to develop their skills leadership, continuously improving core
quality and customer service.
According to Ichack Adizes quoted by Wahyudi (2008), leaders must carry out four
roles, namely:
a. The role of Production, individual productivity can not automatically be achieved without
the efforts and role of the leader, the leader must be able to direct, move and motivate it so
that it can work optimally to increase organizational productivity.
b. Implementation role, meaning leaders coordinate, schedule, control and discipline
employees.
c. The role of renewal, carried out by leaders because the organization is in an ever-changing
environment, leaders are required to have the ability to change the goals and systems
implemented in accordance with the demands of the development of the situation.
d. Blending Guidelines, is the process of individual strategies being incorporated into group
strategies, individual goals being aligned with group goals, individual risks becoming group
risks.
Thus, the challenges faced by organizational leaders are facing competition, declining
productivity, accuracy in making decisions and improving services to the community.
Effective leadership is when a person or group of employees carry out work in accordance
with the expectations of the leader and match the needs of the employees and are able to
empower themselves for the benefit of the organization. This means that one's leadership is
not only based on power but on the awareness of subordinates who consider that work is
part of their needs.
Leaders have a series of responsibilities to the organization they lead, one of which is the
creation of an atmosphere or sense of security for their subordinates. In order for the
atmosphere and sense of security can be implemented as well as possible, then if there is a
conflict either conflict between individuals, groups, or groups. As with any organization, it
is the leader's obligation to resolve the conflict in a way that is acceptable to those involved.
There are several ways to resolve conflicts, including: by pressure, in a subtle way,
avoiding responsibility for the conflict that arises, by compromise and finally by
confrontation. Among the five archetypes, the most effective way to resolve a conflict is the
fifth way, namely confrontation or confronting the conflicting parties with each other.
2. Role of the Organization:
The problems faced by organizations in general are also in profit-oriented social and
educational organizations. According to Tilaar (1994) concluded that the main problems in
the national education system are the quality of education, relevance, education management
and efficiency of educational resources. Of the various crises faced in the education system,
education management is one of the main problems that cause a crisis in the world of
education today because of the absence of professional education administrators.
Educational institutions that produce leaders to manage companies are also still faced with
various challenges. In the management of educational organizations, adequate personnel
quality is needed in the sense of placing people in accordance with the competencies needed
to perform effectively and efficiently (Sonhadji, 1996).
The scarcity of competent educational leaders, among other things, the deterioration in
the quality of student learning outcomes is not only due to a lack of student motivation or
unfulfilled parental attention and weaknesses on the part of teaching staff but can also be
caused by inappropriate and inappropriate leadership.
To realize the goals of education, management is an important factor, therefore
education must be managed by educational administrators who are professional in the sense
of empowering existing resources and can manage conflicts well so that the performance of
organizational members can be improved optimally. By Increasing the performance of
organizational members can in turn increase organizational productivity.
3. Causes and Processes of Conflict:
Some causes of conflict include: Difference of opinion, Misunderstanding, One or both
parties feel aggrieved, Feelings that are always sensitive, Conflict caused by internal factors.
A number of researchers have examined the relationship between role conflict and employee
performance and the results show inconsistencies. Some researchers found that work-family
conflict and family-work conflict have a significant negative effect on employee
performance (Indriyani, 2009; Lee and Hui, 1999; Karatepe and Sokmen, 2006; Nugroho,
2006), work-life conflict has an insignificant negative relationship with performance (Anwar
and Shahzad, 2011).
Furthermore, Bhuian, Menguc and Borsboom (2005), found a meaningless relationship
between work-family conflict and performance. Similar results have been documented by
Netemeyer, Boles and McMurrian (1996). Another study found a positive effect of work-
family conflict on performance (Christine, Oktorina and Mula, 2010).
Conflict does not occur suddenly without cause and process but through certain stages.
According to Hendricks (1992) there are three stages of conflict. The first stage: everyday
events, the second stage; the existence of challenges, the third stage: the emergence of
opposition.
Everyday events are characterized by individuals feeling dissatisfied and irritated with
the work environment. Feelings of dissatisfaction sometimes pass and reappear when
individuals feel a disturbance. In the second stage, when problems occur, individuals defend
their opinions and blame the other party. Each member considers the actions taken in
accordance with the standards and rules of the organization. Individual interests are more
prominent than organizational interests. Conflict is the process of the third stage. At this
stage each individual or group aims to win and defeat other groups. Small factions develops
and group cohesiveness is considered more important than organizational unity.
According to Hardjana (1994) the circle of conflict consists of the following: Conditions
that precede, Possible conflict that is seen, Conflict that is felt, Behavior that appears,
Conflict is suppressed or managed and Impact of conflict. If the conflict continues, it can
have an economic impact, this is in accordance with Mahjuddin's research (2012), saying
that conflict has an overall negative effect on economic performance and welfare.
Conflict generally follows a regular pattern and is characterized by the onset of a crisis
followed by misunderstandings between individuals or groups and confrontation takes
center stage, at a later stage the crisis is redirected and managed. At the onset of a crisis,
there is a conflict over limited organizational resources or an unfavorable work environment.
Furthermore, misunderstandings arise between individuals and groups as well as the goals of
the organization as a whole. Leaders responsible for problem solving (lower-level managers)
begin to take an interest in the organization attention and begin to make corrections. In the
next stage, a confrontation is brought to the attention of middle management to examine the
grievances of organizational members and talks are held to develop a tentative plan for a
comprehensive solution.
4. Conflict Process Model:
Conflict tends to move through certain stages, but does not always follow linear patterns.
Thus conflict is not static but dynamic and goes through several stages. According to Tosi et
al (1990) combined several conflict process models from Pondy, Fillley, Hickson et al and
Thomas, such as the following process:
a. 1st Process. Antecedents of conflict are conditions that cause or precede a conflict event. An
event that can initiate the emergence of conflict is frustration. Disappointment is not always
expressed openly and usually the symptoms of conflict cannot be seen. Each individual or
group tries to restrain themselves and not be reactive.
b. Process 2. both parties perceive conflict. The workplace creates an atmosphere of
competition, each group tends to outperform and even try to defeat other groups. Limited
organizational resources, funds, equipment, work facilities, information, manpower and
work time cause individuals and groups to compete with each other.
c. 3rd process. The manifest behavior, in the work situation, is already a conflict event.
Individuals and groups respond and take action, the form can be verbal, silence each other,
quarrel, argue. While real action in the form of competition, hostility or can even interfere
with other groups so as to threaten the continuity of the organization.
d. 4th process. Conflict management (conflict resolution), leaders (managers) are responsible
for managing conflicts within the organization. Reality shows that conflict is always present
in the organization every organization and the existence of conflict is unavoidable. The task
of leaders is to direct and manage conflict to remain productive, increase individual
creativity in order to maintain the continuity of the organization.
e. 5th process. Conflict effect/impact, conflict that cannot be managed properly causes both
parties involved in the conflict to become disharmonious in working relationships, less
motivated at work and results in decreased work productivity. If conflict can be managed
properly, the work atmosphere becomes dynamic, each member is more critical of the
development of the organization, each group tries to do the best work for the benefit of the
organization.
H. VIEW OF CONFLICT:
1. Traditional view of conflict
The traditional view regards conflict as a negative event and seeks to eliminate conflict.
The traditional view assumes any conflict negatively impacts organizational effectiveness
and it is the manager's job to prevent conflict from arising and if it does arise to eliminate it
immediately. An organization free of conflict organizations are static, apathetic and
unresponsive to the need for change. Leaders who have traditional views and want to
maintain power by suppressing subordinates consider dissent, disagreement will disrupt the
integrity of the organization and hinder the achievement of goals.
Disputes are considered an indication of errors in implementing the program outlined by
the organization. Conflict as a communication error and humans are basically good, right,
cooperative and like goodness. With conflict as a sign of manager weakness, errors in
organizational design and hindering the achievement of goals, it needs to be avoided and
eliminated. Conflict can have a negative impact, among others: psychological impact,
physical disturbance, behavioral disturbance and the emergence of stress. If uncontrolled, it
will reduce job satisfaction and loss of morale (Edelmenn, 1993).
2. Contemporary View of Conflict:
The contemporary view recognizes that not all conflict is functional and believes that
conflict has a negative effect on organizational survival. Positive managers play more of a
role in managing conflict. Conflict in organizations today is seen as unavoidable because
individuals and groups are interdependent in achieving goals. However, destructive conflict
can be detrimental to the organization. Effective conflict management when facing problems
seeks to solve them so as to improve organizational health.
I. CONFLICT MANAGEMENT METHODS:
There are three forms of conflict management, namely conflict stimulation in parts of the
organization where the implementation of activities is slow because the level of conflict is
too low, conflict reduction when it is too high or lowers productivity and conflict resolution.
1. Conflict Stimulation Method
In situations where conflict is too low, causing employees to fear initiative and become
passive, managers need to stimulate competition and conflict that can encourage increased
achievement. Conflict stimulation methods consist of: Placement of new people or outsiders
in the group. Reorganization of the organization. Offering bonuses, incentives and rewards
to encourage competition. Selection of appropriate managers. Treatment that is different
from the norm.
2. Conflict reduction method:
Aims to suppress the antagonism caused by conflict. There are two methods that can be
used to reduce conflict, namely: Replacing goals that cause competition with goals that are
more acceptable to both groups involved in the conflict. Bringing conflicting groups
together to face a common threat or enemy.
3. Conflict Resolution Methods:
a. Competition
Presents a win/lose struggle to the disputing parties. Usually if there is a conflict within a
formal organization, then the ruling party will try to resolve the conflict by utilizing the
power that is on his side. For example, by stating who agrees with the leader and who
disagrees should resign.
b. Avoidance
This method is applied when one of the disputants withdraws or tries to suppress the
conflict. In this method the disputants may decide to physically separate. However, if
physical separation is undesirable or impossible, the disputant will try to suppress the
conflict.
c. Accommodation
In this method one party tries to give in in the sense of meeting the demands of the
opposition. So in order to maintain the relationship one party is willing to make sacrifices.
d. Compromise
If both parties to the dispute are willing to make sacrifices, a compromise will be reached.
With this method it is not clear who wins and who loses. This method seeks to resolve the
conflict by finding a common ground between the two opposing parties. This method
minimizes the possibility of latent hostility.
e. Collaboration
This method seeks to provide benefits to each party involved. It seeks to turn conflict into a
joint problem-solving situation. So the conflicting parties together to try to solve the
problem rather than just trying to suppress the conflict or compromise.
J. SUMMARY MATERIAL
Communication is a form of interaction between two or more people that has meaning
and messages either directly or indirectly such as using media and the like. There are 4
functions of communication, among others: Control function, Motivation function, Emotion
expression function, and Information function, namely: providing information that members
need to make decisions. To build communication in the organization by listening, being
open, equalizing perceptions and one-on-one communication.
Effective communication must be planned with attention to the situation, time, place and
audience. To keep the problem from arising, it is necessary to pay attention to several things
such as: 1. That our public is human, so they are never free from various influences. 2.
Humans tend to like to pay attention, read or listen to messages that are felt to be in
accordance with their needs or attitudes. 3. The existence of various diverse mass media has
various effects on the public. 4. Mass media provides effects with a large variety to the
public or individuals or groups.
Conflict is a process of interaction that occurs due to a mismatch between two points of
view of the parties involved and affects either positively or negatively. Conflict is not always
disruptive because a certain amount of conflict is necessary to form groups and maintain
work group life. Thus there is no reason to eliminate all forms of conflict except those that
hinder the achievement of organizational goals. The leader's job is to manage conflict so that
it can be useful in promoting change and innovation.
TASKS AND EVALUATION:
Answer the following questions briefly and clearly
1. What do you think is the definition of communication applied in the world of work?
2. When is communication considered effective? Explain with examples!
3. Communication must be done in two directions. What do you think are the criteria or
requirements for two-way communication to work well? Give an example!
4. What do you understand about miss communication?
5. What kind of communication do subordinates want from their superiors? Explain with
examples!
6. Create a narrative about the importance of communication in the world of work?
7. According to your perception, what is conflict?
8. Describe the impact of conflict?
9. Explain the difference between traditional and contemporary views of conflict?
10. Describe the methods of conflict reduction in organizations?
COMMUNICATION AND PERFORMANCE
A. DEFINITION COMMUNICATION:
Based on the explanation of the definition of organizational communication above, the
author can conclude the definition of the concept of organizational communication, namely
the process of receiving and sending or exchanging messages between leaders and members
or between members of the organization with some effects and instant feedback; within a
certain period of time, which can serve to change the behavior (behavior) of an individual
(member of the organization) to match the expected performance standards in order to
achieve the effectiveness of achieving organizational goals.
The elements or elements of organizational communication that refer to the definition
according to Goldhaber (in Romli, 2011: 13) contain seven main elements or elements,
namely as follows:
1. Process
2. Order
3. Network
4. Interdependence
5. Relationship
6. Environment, and
7. Communication Uncertainty
One of the most influential ideas in organizational communication theory is Karl
Weick's thoughts on organizational information theory under the auspices of cybernetics
thinking. Contrary to Weber's thoughts on bureaucracy, theories in the cybernetics tradition
of thought view organizational structure as a result of the patterns of interaction that occur in
organizations (Morissan, 2009: 32). Organizational information theory has an important
position in communication science because it uses communication as a basis for how to
organize people and provides rational thinking in understanding how people organize.
According to this theory, organization is not a structure consisting of a number of positions
and roles, but is a communication activity so that a more appropriate designation is actually
organizing or organizing (which shows the process) rather than organization or organization,
because organization is something to be achieved through a continuous communication
process (Morissan, 2009: 32).
Organizational information theory explains how organizations make sense of confusing
and multi-interpreted information. This theory focuses its attention on the process of
organizing members of an organization to manage information rather than organizational
structure. There are several assumptions underlying this theory, namely that organizations
are in an information environment, the information received by an organization is different
in terms of its level of certainty, and organizations try to reduce information uncertainty
(Morissan, 2009: 35).
The first assumption states that organizations exist in an information environment, which
means that organizations depend on information to function effectively and to achieve their
goals. Every day, organizations and their members receive a lot of information (stimuli)
from their environment, but not all information can be processed further. Thus, the
organization is faced with the task of choosing which of the many information is meaningful
and important to the organization, and then the organization and its members will focus on
the information his attention to process the information. The availability of all stimuli in the
organization is called the information environment (Morissan, 2009: 35).
The second assumption put forward by Weick states that the information received by an
organization varies in terms of its level of certainty. In other words, information can have
more than one meaning, which can lead to multiple interpretations. Organizations are always
dependent on information and receive large amounts of information. The challenge lies in
the organization's ability to understand the information received. Messages have different
levels of understanding (Morissan, 2009: 36). In an effort to reduce information ambiguity,
Weick's third assumption suggests that organizations engage in information processes to
reduce information uncertainty. According to Weick, organizational activities serve to
reduce information uncertainty, and the process of reducing uncertainty is a joint activity
among organizational members (Morissan, 2009: 36-37).
B. COMMUNICATION PROCESS:
The communication process model can generally provide an overview to organizational
managers how to influence or change the attitudes of members/stakeholders through
communication design and implementation.
Description:
1. Sender
The sender or communicator is the one who takes the initiative and prepares the message to
be delivered. A communicator is required to have high credibility for his communication,
have communication skills, have extensive knowledge and have attractiveness in the sense
of having the ability to make changes in attitudes / thoughts in communicants.
2. Encoding
Encoding is the process of translating information into certain symbols that will be conveyed
to the recipient of the information. Encoding translates information into symbols that will be
mutually understood by the sender and receiver. If the sender and receiver have different
understandings of certain symbols, communication will not be effective.
3. Message
The message is the physical form of the encoding process. Messages are often also conveyed
by gestures, facial expressions or ways of speaking. Messages can be ideas, thoughts,
opinions and feelings can be beliefs, concerns, reactions, anger, indecision and other
emotional traits.
4. Communication Media
Communication media is a method of conveying information from one party to another. If it
is oral communication, then the air or the messenger is the communication medium and if it
is written communication, then paper and pencil is the communication medium of words.
5. Decoding
Decoding is the process in which the receiver translates or interprets the message received.
The receiver will understand and then interpret the message. The decoding process is
influenced by many things such as the background of the recipient, the expectations of the
recipient and the similarity of meaning with the sender in translating the symbols received.
If the decoding process is closer to what the sender intended, then communication is more
effective.
6. Receiver
The receiver is the party who receives and is expected to understand the message conveyed
by the sender. The recipient may consist of several people.
7. Feedback
Feedback is the receiver's reaction to the communication sent by the sender. Feedback is
thus the reverse of the communication process and can be viewed as a new communication
process in which the receiver turns into the sender and the sender turns into the receiver.
Feedback is a complement to the communication process.
In addition, Colquitt, LePine and Wesson (2011: 422) argue that the factors that affect
the effectiveness of the communication process are as follows:
1. Communicator Issues.
Communicators need to code, encode and interpret messages, and these activities can be a
source of communication problems - receivers' interpretations may be wrong, as they may
lack communication competence. The sender has chosen an alternative way of
communicating ideas that requires the team to work faster. Receivers who are not skilled at
listening, may misinterpret the message or get it all wrong.
2. Noise.
Noise can interfere with the delivery of messages from sender to receiver. Of course, this
depends on the work environment in which the communication takes place. The sender may
have to speak louder, while the receiver has to listen more carefully.
3. Information Richness.
Information richness or perfection, indicates the amount and depth of information
transmitted in the message. Messages sent through a face-to-face channel have the highest
level of information richness because the sender can convey meaning not only through
words, but also body language, expressions, and language face and tone of voice. Face-to-
face gives the sender and receiver the opportunity to receive feedback, which allows them to
verify and ensure their message was received and interpreted correctly.
4. Network Structure.
The network structure shows the pattern of communication that occurs regularly between
individual team members. Communication network patterns can be described in terms of
centralization or decentralization where communication in the network flows through
several other members. The more communication flows through fewer team members, the
higher the degree of centralization.
C. BARRIERS TO COMMUNICATION :
Barriers in communication are classified by Wright et al (in Hamali, 2016: 231-232) as
follows:
1. Disorders.
Interference can be mechanical and semantic. Mechanical interference is caused by physical
noise communication channels, while semantic interference is interference related to
communication messages so that their meaning becomes changed from what was originally
intended.
2. Interests.
A person will only pay attention to messages that have a relationship with their interests.
Interests not only affect attention, but also determine absorption, feelings and behavior.
3. Motivation.
A communication can take place well if the message conveyed is in accordance with the
motivation of the recipient
4. Prejudice.
A person who has prejudice against the sender of the message can cause the communication
process to take place ineffectively because in prejudice, emotions force a person to draw
conclusions without using rational thought.
D. PERFORMANCE:
According to Wexly and Yukl (in SInambela 2017: 484) performance is the
implementation of balance theory, which says that a person will show optimal performance
if he gets benefits (benefits) and there are stimuli (inducement).
Every organization, wherever it is, hopes to achieve its organizational goals effectively
and efficiently. One of the things that can be done to support the effectiveness in achieving
these organizational goals is through improving the performance of organizational members
in it, by considering the performance of members, the organization can easily increase
productivity (productivity) in order to achieve various goals that have been set before.
Individual performance is defined as the ability of individuals to do something with certain
skills. In line with this opinion, Stephen Robbins argues that performance is defined as the
result of an evaluation of the work done by individuals compared to criteria that have been
set together (Robbins, 1996: 439). Individual performance is the work of members both in
terms of quality and quantity based on predetermined work standards.
This individual performance can be achieved if it is supported by individual attributes,
work effort and organizational support (Mangkunegara, 2012: 15), Hersey, Blanchard, and
Johnson (in Wibowo, 2013: 102) suggest seven indicators that can affect individual
performance in an organization, namely as follows:
1. Goals
2. Standard
3. Feedback
4. Tools or Means
5. Competence
6. Motive
7. Opportunity
Good performance is influenced by three things, namely the level of local culture
philosophy, leadership and religiosity (Saleh and Aji et.all, 2020). A person's performance is
influenced by their ability to implement cultural philosophy values in their work. In line
with this, a person's leadership ability is influenced by his understanding of the type of work
and skills. Those who have leadership abilities by upholding local cultural values will have
religious values that can contribute to organizational development and have an impact on
employee performance.
The formula explains that the performance of a nurse is equal to the nurse's ability to
uphold the value of local cultural philosophy to perform the tasks assigned to him. With this
basis, nurses can become leaders for themselves and their colleagues in carrying out nursing
tasks. A good leader is one who has a high religiosity value.
Other research on nurse competence is significantly related to nurse performance at Dr.
Pirngadi Hospital Medan City (Parulian, 2014). The results of this study are in line with
research showing that there is a significant influence between competence (attitude and
skills) on nurse performance. Where the most dominant variable affecting nurse
performance is skill (Sitepu, 2014). Another study states that a committed employee allows
him to explore his abilities, such as having creativity and innovation as a basis for
organizational improvement. Training and organizational commitment have a positive and
significant influence on nurse performance (Taufiqurrahman et al., 2015).
In addition, research conducted by (Schwarz et al., 2016) states that leadership affects
nurse performance with the mediation of PSM. Similar research on leadership by Roussel
(2017) states that there is a positive relationship between leadership style and employee
performance. Leadership has a positive and significant effect on employee performance.
Work motivation has a positive and significant effect on employee performance. Work
motivation moderates the influence of leadership positively and significantly on employee
performance (I Komang Gede, 2018). Leadership and is to guide, guide, guide, build, tell
work motivation, direct the organization, establish a good communication network so that it
can provide good performance for employees (Yuni Fazira and Riska Mirani, 2019).
Meanwhile, the results of research on the performance model of nurses based on Public
Service Motivation (PSM) and ethno-religiosity of hospitals in NTB conducted by
(Syamsuriansyah, 2020) show good results that PSM and competence have a direct effect on
nurse performance even though ethnoreligiousity has no direct effect on nurse performance.
E. FACTORS AFFECTING PERFORMANCE:
The factors that affect performance according to Mathis and Jackson in Widodo (2015:
133) in the discussion of employee performance problems, it cannot be separated from the
various factors that accompany it, including:
1. Ability factor (abillity)
Psychologically, ability (abillity) consists of potential ability (IQ) above average (110-120)
with adequate education for his position and skilled in doing his daily work, it will be easier
to achieve the expected performance. Therefore, employees need to be placed in jobs that
are in accordance with their expertise.
2. Motivational Factors
Motivation is formed from the attitude of an employee in dealing with work situations.
Motivation is a condition that drives employees who are directed to achieve work goals.
According to Sedarmayanti (2007) in Widodo (2015: 134) performance measurement
instruments are tools used in measuring the individual performance of an employee which
include, namely: 1) Work performance, the results of employee work in carrying out tasks,
both in quality and quantity of work. 2) Expertise, the level of technical ability possessed by
employees in carrying out the tasks assigned to them. This expertise can be in the form of
cooperation, communication, incentives and others.
3. The behavior, attitudes and behavior of employees that are inherent in themselves and are
carried out in carrying out their duties. The definition of behavior here also includes honesty,
responsibility and discipline.
4. Leadership, is an aspect of managerial ability and the art of influencing others to coordinate
work appropriately and quickly, including decision making and prioritization. According to
Simanjuntak (2005) in Widodo (2015: 133) performance is influenced by:
a. Quality and ability of employees. These are matters relating to education/training, work
ethic, work motivation, mental attitude and physical condition of employees.
b. Supporting facilities, namely matters related to the work environment (occupational safety,
occupational health, production facilities, technology) and matters related to employee
welfare (wages/salaries, social security, job security),
c. Supra means, which are matters related to government policy and industrial relations
management.
F. PERFORMANCE GOALS AND OBJECTIVES :
1. Performance Objectives
According to Sheila J. Costello (in Sinambela, 2012) goals flow from top to bottom, while
responsibility moves from bottom to top. It starts with building the vision and mission of the
organization set by the top level leadership. The vision and mission are then derived to the
long-term goals of the organization. Furthermore, long-term goals are followed up with
annual goals that become the goals of divisions, sections, sections and all employees in
stages from top leaders to employees.
2. Performance Targets
According to Furtwengler (2000) in Sinambela (2017: 510) performance goals include
performance improvement, employee development, employee satisfaction, compensation
decisions and communication skills.
G. SUMMARY MATERIAL:
In an organization not only requires good communication so that the goals of the
organization can be achieved, but good working relationships are also needed between
superiors and subordinates. However, in organizations conflicts also often occur between
individuals, between groups, and between individuals and groups. Conflicts that occur in an
organization are very influential on the organization decrease in employee performance, so
that it can lead to not achieving organizational goals.
Seeing the importance of communication itself on the performance of an employee, the
effect of communication on employee performance is:
1. Communicating creates a good relationship between employees. With communication
between employees can create good relationships. If a good relationship has been created
between employees, these employees will feel at home and comfortable when working in the
company or organization so that these employees are able to bring the company to achieve
its goals.
2. Communicating can improve the quality of an employee. Being able to communicate is one
of the important soft skills that an employee must have in the company. With
communication, an employee can be seen whether he has quality or not in himself. If the
ability to communicate is good then the quality of self that he has is good too, and vice versa
if the ability to communicate is less then the quality of self that he has will be considered
less too. This will result in the performance of an employee in his company.
3. Communicating can prevent misunderstandings about the information at hand.
Often the information obtained between employees is sometimes different, therefore the
existence of communication is able to prevent differences in information obtained by these
employees. If the information obtained is the same and there is no misunderstanding, an
employee who is in a company is able to work well.
Thus, communication is one of the important aspects that must be owned by an
employee. Whether or not an employee's performance is seen from how he communicates
within the company.
TASKS AND EVALUATION:
1. Why should employees pay attention to good communication at work?
2. List 4 factors that affect the effectiveness of the communication process according to
Colquitt, LePine and Wesson!
3. What are the factors that hinder communication in organizations?
4. List the factors that affect employee performance at work?
5. Of all the performance models you read about in this chapter, what is the most recent
variable in performance research?
