ORGANIZATIONAL COMMUNICATION CHALLENGES
ARIZONA STATE UNIVERSITY
COM 450 - ORGANIZATIONAL COMMUNICATION
WEEK 1
Learning Objectives:
After studying this chapter the reader is expected to be able to:
1.
Understand the basic understanding of communication, organization, and management.
2.
Read through the challenges.
A.
Definition of Organizational and Management Communication Theory
1.
Definition of Communication:
Communication is a fundamental thing that we do in our daily activities. Even since a
baby is in the womb he has done very simple communication activities, in the form of small
movements in his mother's stomach. A mother will feel These movements then try to
understand what meaning the fetus in her stomach wants to convey. The delivery of the
message and the understanding of the meaning is the essence of communication.
However, it is not that easy to give the meaning of communication. It is not easy to give a
definition that can be accepted by many parties. Some literatures provide their own
definitions and opinions regarding the meaning of communication. Reading communication
books compiled by different authors gives us different definitions and understandings of
communication. Deddy Mulyana notes that in 1976 alone, Fank Dance and a communication
researcher named Carl Larson collected 126 definitions of communication. Now the number
of definitions proposed by experts is certainly much more.1
Here are some definitions of communication:
a.
Hoveland, Janis and Kelly stated that the definition of communication refers to the delivery
of stimulus from someone as a communicator to someone else with the aim of changing
behavior or perception.2
b.
Everett M. Rogers and Lawrence Kincaid revealed that communication is a process in which
two or more people exchange information.3
c.
Wilbur Scramm defines communication as a sharing process in which this process creates an
understanding between the two people involved in the communication.
d.
Meanwhile, according to the Big Indonesian Dictionary, communication is the sending and
receiving of messages or news between two or more people so that the intended message can
be understood.
e.
Raymond Ross argues that communication is the process of sorting and sending information
from one person to another.
From some of the understandings and definitions of communication above, it can be
concluded that the definition of communication is an action or process that involves the giver
and receiver where there is an understanding between the two.
2.
Definition of Organization:
An organization is a group that is formed consciously, coordinated and governed by a
mutually agreed system and has a mutually agreed goal. The system in this case refers to
written or unwritten rules that are mutually agreed upon. This mutual agreement was formed
by communicating during the formation of the organization. Communication is a central
element in the organization.
According to (Stephen P. Robbins 3rd Edition 1994:54) People in organizations have
ongoing relationships. This sense of connection does not imply lifelong membership. On the
other hand, organizations face constant changes in membership, although they are members,
people from the organization participate regularly.4
In general, the definition of organization can be divided into two approaches, namely:
a.
Objective Approach
This approach states that an organization is something physical and tangible. Actions are
purposeful, thoughtful, goal-oriented, and rational. An organization is a structure.
b.
Subjective Approach
This approach views organizations as activities that people do as members of the
organization. Organizations consist of activities, interactions and transactions involving
people. In other words, organization means process. Activities that emerge from social
processes in human interaction. The focus is on the development of (emerging) behaviors that
depend on the social constructs created during the interaction process.
a.
Social Organization:
The work of Blau & Scott (1962) is the foundation for the classical structural theory of
social organization. This theory distinguishes between general structure and formal
organization.
Social Organization refers to:
•
Patterns of social interaction (frequency and duration of contact between people; tendency to
initiate contact; direction of influence between people; degree of cooperation; feelings of
interest; respect; and hostility; and status differences).
•
Regularity (pattern) in social interaction that implies that there are relationships between
people that transform them from a collection of individuals into a group of people or from a
number of groups into a larger social system.
Example:
•
A bus of people going to work in different places in a city is not really a social organization.
•
A bus of football supporters club members on their way to a football match is a social
organization.
b.
Culture Structure:
•
Is a group's network of relationships and shared beliefs.
•
Relationships serve to organize human behavior within an organization.
•
As people conform to the expectations of group members, this affects relationships with other
people, and then with their own social status; one's status then influences behavior so that it is
consistent with social norms and increases one's chances of achieving important goals.
•
Then there is socially organized interaction.
Communication relates to social organization in three ways (Berlo 1960):
•
First: Social systems are generated through communication. Uniformity of behavior and
pressure to conform to norms are generated through communication among group members.
•
Second: When a social system has developed, it determines the communication of its
members. The system influences how, to whom and from whom, and with what effect
communication occurs among the members of the system. A person's social status in the
system, for example, increases the likelihood of speaking to and to people of equal status and
decreases the likelihood of communication with people of much higher or much lower status.
•
Third: Knowledge of a social system can help us make accurate predictions about people
without knowing much more than the roles they occupy in the system.
3.
Organizational Communication:
As mentioned in the previous sub-chapter, communication plays a central role in every
organization. Both social organizations, business organizations, political and government
organizations. Communication is one of the determining factors in achieving organizational
goals.
Effective communication will lead to an effective organization. All functions in the
organization including planning, controlling and decision-making will run effectively. In
addition, communication also connects all elements in the organization.
Most of the problems that arise in an organization are caused by ineffective
communication. Misunderstandings and gaps that arise will ultimately hamper efforts to
achieve organizational goals.
As a discipline, organizational communication is relatively young. However, it is
developing very rapidly along with the awareness that communication is the heart of an
organization. Jerry Wofford stated that the study of organizational communication has
developed and accepted in universities, especially business majors. This science is adopted as
a compulsory course for almost all universities.
W. Charles Redding is one of the figures known in the maturation of organizational
communication science, especially in the development of Purdue University's organizational
communication doctoral program, a research institution that produces doctors in the field of
organizational communication. These doctors spread to various universities and develop and
teach communication science so that it reaches the stage of maturity as it is today.5
Two forms of organizational communication:
a.
Internal communication
Internal organizational communication shows the interaction between members of the
organization, including the level of supervisors, collaborators and sub ordinates (dealing with
interactions between people within the company, across positions and across levels.
•
According to Scott Cutlip: "internal organizational communication is a process of identifying,
creating and maintaining mutual relationships between an organization and its staff."
•
According to Bevan and Bailey: "a process by which organizations share information, build
commitment, and manage change. (Lynn Kalani Terumi Hayase): the exchange of
information, both informal and formal, between management and employees in the
organization."
b.
External Communication
Often realized in the form of public relations and marketing work. Success is largely
determined by the communication strategy.
Five levels of organizational communication
•
between individuals (interpersonal);
•
over groups;
•
above the organization;
•
between organizations;
•
Mass communication.
In the context of business, external communication aims to build connections with customers,
stakeholders, institutions, government and other organizations. Its function (from the business
side):
•
public relations;
•
information gathering;
•
contract with the customer;
•
relationships with suppliers;
•
relationships with financial institutions;
•
relationship with the government;
•
relationship with shareholders and others.
If there is a question which is more important in an organization internal or external
communication? The answer is that both are equally important and interconnected.
Organizational External Communication Ecosystem:
a.
Public Relations
According to Larry F. Lamb and Kathy Brittain McKee: "communication and action within
the organization that supports the development and maintenance of mutually beneficial
relationships between organizations and interdependent groups. According to Cutlip, Center
and Broom:; management functions that are identifying, building and maintaining mutually
beneficial relationships between the organization and various public entities."
b.
Marketing Communication
Or marketing communication is a communication process carried out to support the
marketing and promotion of goods and services of an organization, consisting of forms of
communication that support the sale of products, services and brands.
c.
Corporate Communications
According to Phillip Kotler, it arose because of the need for the development of a new
paradigm, in which the two subcultures (Public Realtion and Marketing Communications)
work very effectively in the best interests of the organization and the public in general.
B.
Some Challenges in Organizational Communication:
As we know in various literatures that humans are individual beings as well as social
beings. As individuals, humans have egos and personal interests. Meanwhile, as social
creatures, humans need interaction with other creatures. In an organization which is an
association of a group of humans, frictions will arise as a result of the dualism of human
nature.
As a member of an organization, a person is required to comply with the rules that have
been set in an organization. But as an individual he also has an ego and personal interests to
fight for. This is where various challenges arise in the organization. The bigger an
organization, the bigger the challenges. Both internal and external challenges.
Internal challenges are challenges that arise and are caused by members within an
organization. External challenges, on the other hand, are caused by parties outside the
organization, where parties These externals are directly or indirectly related to the
organization.
1.
Internal Challenges:
a.
Character of Members in the Organization
An organization consists of several members from various family and educational
backgrounds. In carrying out daily activities and operations, often each member is different in
interpreting information or communication, both from superiors and fellow members.
Miscommunication and differences of opinion occur. The way of conveying or
communicating is also different from each member of the organization. Someone who comes
from a family that is used to speaking softly, for example, is certainly different from someone
who comes from a family that tends to speak as it is. This sometimes causes conflict between
members of the organization because someone feels treated rudely, even though he or she did
not mean it.
Likewise, someone with a higher educational background will be different in responding to a
problem or problem in the organization compared to other members of the organization with
lower education.
b.
Leader Character in Organization
The leader plays a central role in an organization. He must be able to abandon his individual
nature. He must put aside his ego and personal interests for the sake of the organization. In
some cases, both in business organizations and other organizations, there are often problems
caused by incompetent leaders, selfish leaders, leaders who only care about their personal
interests, and some other characters.
Other individualists. As a result, the organizational order becomes chaotic. The leader will
lose authority, there will be intrigue and dissatisfaction from his subordinates. Organizational
goals are also difficult to realize.
2.
External Challenges:
a.
Globalization
Globalization has led to outsourcing in the sense that companies are moving production and
service centers to countries where labor is cheap. Globalization has also created many
multinational or international companies, where employees from one organization work in
several countries and companies. This is a new challenge for organizations/companies where
companies now have to compete to reduce production costs but generate revenue for large
companies.
b.
Climate Change
As we all know, humans play a role in climate change, therefore governments, economic
actors and individuals must address it. Scientists now believe that our recent climate change
may be linked to the actions of individuals and organizations.
Climate change is not only related to natural conditions, but the significance of climate
change can be broader, such as: the market situation (wants and demands), as well as the
situation of the company itself when we face the challenge of the natural needs of the market
and corporate responsibility and realization of rights that actually affect the real conditions of
climate change.
In this case, the role of organizational communication in climate change is to learn from past
events and learn to evaluate the development of other organizations or other countries, as
well as other environmental impacts. Communication researchers The organization has a duty
to promote environmental responsibility in companies and countries.
c.
Changing Demographics:
Demographics in Kathrine Miller's book refers to the statistical description of the
characteristics of a population. Demographic changes present challenges for organizational
communication. This can lead to multicultural workplaces, employees with increased
responsibilities towards aging family members and others. The challenge here is that
organizational communication can be understood as a tool to deal with the challenges of
today's world. The type of need is related to, among other things, the concept that successful
organizations and groups need to work hard to overcome the problems faced by them. So
easy problems require easy groups and difficult problems require difficult groups. Kathrine
Miller's book also mentions things that complicate our thoughts on organizations. One of
them is the lime critical features that we often face, namely, the existence of social
collectivity, organizational and individual goals, coordinating activities, organizational
structures, and organizational insertions that complicate the organization. Complexify our
thinking about communication in organizations that make us feel uncomfortable in the scope
of the organization. Communication in the organization is not just a source, message, media,
as well as the recipient of the message, because basically it fails to cover and implement
communication in the organization.
Craig argues that we should see the constitutive model as a metamodel, a general way of
thinking about communication. He also sees certain weaknesses in this model, so a meta-
model of communication can help us face the practical challenges of today's organizational
world.
Practice Questions
1.
Explain the definition of communication.
2.
Explain what an organization is.
3.
Explain the role of communication in organizations.
4.
Describe the challenges in organizational communication.
5.
Discuss with your peers a business organization/company and its challenges.
CLASSICAL APPROACHES
Learning Objectives:
After studying this chapter the reader is expected to be able to:
1.
Apply the theories of the classical approach
2.
Analyze organizational communication issues
A.
Henri Fayol, Weber, Taylor
1.
Henri Fayol's Theory
Henri Fayol was born in Istanbul, Turkey, 1841. He was a French mining engineer, mine
manager, and management expert. With his originality, he was able to create scientific
theories about management known as general business management, which was later dubbed
Fayolism. He is one of the authors of most important of the management theories developed
later. The name "Henri Fayol" is known from the history of management thought. There are
references to his name in management texts, and he said that management theory and
techniques are the basis for managing complex organizations.6
Henri Fayol's Principles of Management:
a.
Planning
In carrying out its activities, an organization needs good and mature planning, both short-
term, medium-term and long-term planning. Without good planning, it is difficult to expect
organizational goals to be achieved. Good planning must consider several aspects of the
organization, including resources, organizational culture, past experience, policies, internal
and external conditions, and several other important aspects. The preparation of a plan that is
usually carried out by the leaders of an organization or company should also be considered.
accommodate input from personnel working at the implementing level.
b.
Organizing:
After determining planning, organizing is needed. One form of organizing can be
outlined in a job description or duties and responsibilities at the managerial level.
c.
Command:
After receiving tasks and responsibilities from the leader, a manager must be able to
instruct the ranks below so that the planning that has been set can be implemented or carried
out. In order for the command function to run effectively, employees should receive tasks or
orders from only one leader or supervisor.
d.
Coordination:
Coordination in an organization includes activities to unite all resources, set priorities,
cooperate with other departments, communicate effectively with leaders and subordinates,
and unite activities that have the same goal under one supervisor.
e.
Central:
According to Henri Fayol, organizations will be more effective if central management
controls decision-making and employee activities. Organizations should set the hierarchy
vertically, so that communication can be more extensive both up and down.
2.
Max Weber's Theory:
Max Weber (1947:333) is a German sociologist and political economist. According to
Max Weber, there are three sources of legitimacy in power, namely:
a.
Traditional authority
It is power based on old beliefs and customs, for example the power possessed by a King or a
Tribal Chief.
b.
Charismatic authority
In charismatic power, a person will be respected by his followers because of his extraordinary
qualities. The loyalty and respect of the followers of these charismatic leaders is usually
established as an emotional relationship. Examples of charismatic power are clerics, or
community leaders.
c.
Rational-legal authority
Rational-Legal power is obtained by someone because of an official rule from the
organization. This official rule is in the form of internal organizational rules or legal products
that apply generally. For example, a Director in a company gets power from the decision
letter (SK) of the General Meeting of Shareholders (GMS), besides that he also gets
legitimacy from the Manpower Law.
3.
Frederick Taylor's Theory:
Frederick Taylor was an American mechanic who, over the years, developed a theory of
efficiency in management that is recognized and used today. Taylor's theory focused more on
the relationship between leaders and employees and individual control in the workplace,
rather than on the structure of an organization. There are 4 main points that are the focus of
his terror:
a.
That for every job must be done in the best way to get the best results by evaluating the
prevailing habits. This means that old habits that are considered inefficient must be replaced
with more efficient ones.
b.
The right workers must be selected among other workers to do a job. There is also a need for
training to develop their skills,
c.
Ensure that every work process carried out by employees follows established methods and
rules.
d.
There is an inherent difference between leaders and employees. Both leaders and employees
perform their respective functions and duties.
B.
Communication Models in the Classical Approach:
Elton Mayo conducted a study known as The Hawthorne Studies (HS) which states that
changes in the organizational environment can have a strong impact on worker productivity.
His research technique is outlined as follows:
1.
Lighting Study: 2 groups divided into 2 rooms with different lighting conditions (bright lights
& less bright lights). Worker productivity increased in rooms with bright lighting. However,
in rooms with less bright lighting, it was found that worker productivity also increased. Mayo
concluded that the productivity of workers does not lie in the lighting factor, but the feeling
that workers feel involved (in this case involved in the research subjects) is the factor that
causes the increase in productivity.
2.
Reliable assembly test room study: to find out how changing conditions will affect worker
productivity.
3.
Interview program: Interviews conducted in a relaxed manner and with attention to workers'
attitudes and feelings, make workers interested in expressing what they feel and this makes
them feel valued. Worker productivity also goes up.
4.
Study of cable bank splicing room: Slow workers are pressured to work fast & fast workers
are pressured to work slow. This illustrates that working in a group will affect productivity.
The research conducted by Elton Mayo became the beginning of the assumption that the
importance of the role of communication, especially informal and group communication in
organizational functions. Elton Mayo emphasizes the tasks performed by the group rather
than individually. Rewarding is also aimed at the group and the participation of the entire
support team.
Personal involvement in the form of open and regular communication between managers
and workers, according to Mayo's theory, will be more effective than other things that are
more formal in nature.
Practice Questions:
1.
Explain the principles in Henri Fayol's theory.
2.
Explain the principles in Max Weber's theory.
3.
Explain the principles in Frederick Taylor's theory.
4.
Explain the differences between the three theories.
5.
Discuss with your peers whether it is possible for someone to have power based on three
legitimacies at once, namely traditional, charismatic and rational power?
HUMAN RELATIONS AND HUMAN RESOURCES APPROACHES
Learning Objectives:
After studying this chapter the reader is expected to be able to:
1.
Apply theories of human relations and HR approaches
2.
Analyze organizational communication issues
3.
Solve organizational communication problems with human relations and HR approaches
A.
Management Theories in Approach
Human Relations and HR:
1.
Abraham Maslow
Abraham Maslow argues that humans have basic needs. These needs generate
motivation. Humans have a strong drive to fulfill all their needs. According to Dr. Maslow,
human needs can be divided into five levels, from the lowest level to the highest level,
namely the level of basic needs. To fulfill higher-level needs, one must first be able to fulfill
lower-level needs.
Here is Maslow's theory of individual needs, from basic to higher levels, namely:
a.
Physiological needs
Is the most basic need. It is the need to sustain life. A person must fulfill this basic need
before thinking of other needs at a higher level. He will put aside these other needs until these
basic needs can be met. Physiological needs include: eating, drinking, shelter, health,
clothing, and other physical needs.
b.
The need for security
The next level after physiological needs is the need for security. This need includes a sense of
security against physical disturbances including crime, natural disasters, riots, disease and so
on. In addition to a sense of security against physical disturbances, there is also a sense of
security against psychological disturbances, for example, avoiding stress, bullies, being
humiliated, ridiculed, and so on.
c.
Social needs
After physiological needs and the need for security are met, individuals need the need for
recognition from their social environment including the need to make friends, socialize, to be
recognized, a sense of belonging, and so on.
d.
The need for esteem
At a higher level after the three needs above are met, individuals need the need for
appreciation. In this case what is meant by appreciation is not limited to material rewards.
Awards can be in the form of respect from the surrounding environment, recognition, gaining
trust that will foster self-confidence. Every individual deserves their self-esteem. Self-esteem
can come from oneself or others. When needs at this level can be met, it will automatically
lead to the need to feel respect, a sense of being trusted by others, and stabilize oneself.
In relation to organization, this need is about position, position, rank, title, and profession.
After an individual manages to fulfill it, the individual's self-confidence will automatically
increase. A high level of confidence will certainly affect the social role of the individual.
Conversely, if this need is not met, it will have a serious impact such as disappointment,
depression, anxiety, stress, feeling insecure, inferior, feeling useless, and so on.
e.
The need for self-actualization
The highest level of need according to Maslow's theory is the need for self-actualization.
Individuals will try to fulfill this need, if the four needs that are at the level below have been
met or achieved. Self-actualization is a true form to reflect an individual's hopes and desires
for himself. This need for self-actualization concerns the need to develop and maximize
himself in accordance with his potential, which is different from one individual to another.
2.
Frederick Herzberg:
The two-factor theory (also known as Herzberg's motivation-hygiene theory), i.e.
motivation factors (workers are satisfied) and hygiene factors (workers are dissatisfied)
argues that job satisfaction and dissatisfaction are two different things and are not the same
interdependent: motivation factors (workers are satisfied) and hygiene factors (workers are
dissatisfied) place some characteristics on what makes workers satisfied and dissatisfied,
including:
a.
Career advancement
b.
Achievements
c.
Responsibility
d.
Workload
e.
Recognition
f.
Salary
g.
Company policies, etc.
3.
Douglas Mc Gregor:
Mc Gregor put forward a management theory known as Theory X and Theory Y. These
two theories are the perspective of a leader towards his subordinates. The perspective will
determine how the leader treats his subordinates.
According to Theory X, workers essentially do not like their work, do not have sufficient
motivation to advance the organization/company. He does his job because he has to fulfill his
needs. To be able to work optimally, it must be strictly controlled, management must be
authoritarian so that the organization can run well. Theory X leaders communicate to
subordinates limited to tasks and work. Mc Gregor calls this type a traditional leader type.
While the Y theory looks the other way around, in essence a person will like his job.
Management must be able to provide the widest possible opportunity for workers to work
optimally and develop themselves. Leader type This theory will treat subordinates as work
'partners', rather than subordinates.
Here are the differences between the two leader models in communication:
a.
Type X Leader: I want you to finish this job within 2 days. If it's done before two days, I'll
give you a bonus, but if it's not done, I'll move you to another department.
b.
Type Y Leader: I believe you are capable of carrying out this task, and you are the only
person fit to do so. In two days you will be able to complete this task.
The difference is clear that traditional leaders, namely Type X leaders, give tasks in the
form of orders with the lure of rewards and threats of punishment. While type Y leaders in
giving tasks, packaged in such a way that it becomes a challenge for subordinates to
immediately complete the task on time. Type X leaders tend to rely on power while Type Y
leaders prioritize credibility.
B.
Communication Model in Approach:
Human Relations and HR
Leaders, in this case managers, in carrying out their daily duties must be able to work
effectively. The effectiveness of a leader's work includes all areas of his work including
communicating with subordinates. Communication competence, in addition to following the
rules that have been determined, must also be able to determine a model that is suitable or in
accordance with existing situations and conditions. There are several models of
communication.
In contrast to the classical approach that views the organization, including employees as a
structure, the human relations approach introduces that individuals in the organization should
consider that workers are important to achieve organizational goals.
1.
Social tasks and content
In establishing communication with workers, a leader does not only convey the tasks that
must be completed. However, he also tries to influence the character of the workers to be
better, personal self-development and other positive things.
2.
Horizontal direction
Horizontal communication patterns allow people at the same level in an organization to have
conversations and exchange information. Horizontal communication is needed to expedite
organizational activities. In addition, it has the function of accelerating the process of
coordination, planning and implementation of tasks that must be completed, solving problems
faced together, facilitating the achievement of mutual understanding of differences that arise.
3.
Interpersonal channel
Conduct personal communication between a leader and subordinates in different ways for
different workers. The delivery of communication to a female worker from the administration
department who is gentle, for example, will be different from a male worker from the field
division.
4.
Informal tone
As individual beings, organizational members or workers have their own ego and character.
In an organization, it is often found, how the worker becomes motivated by the tone of
communication that tends to be able to appreciate and put his ego in its proper position,
especially in the use of tone in conducting Communication. An informal tone of
communication that places workers not as subordinates and conveys information not as
orders.
Models of Organizational Communication:
1.
Intrapersonal Communication
It is communication with oneself (thinking). Intrapersonal experiences are largely based
on self-concept, and are heavily influenced by various personal experiences in the past,
including various group affiliations. As the basis of various other forms of communication,
namely interpersonal communication, small group communication, group communication,
organizational communication, public communication, mass communication.
Because before humans/individuals communicate with other humans, there is first a
process of thinking. Intrapersonal communication consists of:
a.
Sensation
It is an immediate, elementary experience, which does not require verbal, symbolic, or
conceptual decoding, and is primarily related to the sensory organs. Sensory organs: hearing;
taste; touch; sight; smell.
b.
Perception
It is giving meaning to sensory stimuli. Rudolf F. Verderber: Perception is the process of
interpreting.
c.
Memory: Recall (thought process)
2.
Interpersonal Communication:
Many people say that interpersonal communication involves fewer people, often just two.
Some argue that the intimate context defines communication interpersonal. Interpersonal
communication is the quality, or character, of certain interactions. It emphasizes what
happens between them, not where they are or how many are present.
For starters, we can say that interpersonal communication is a distinct interaction
between people. Interpersonal Communication as a selective, systemic, unique, and ongoing
process of transactions between people that reflect and build on each other's personal
knowledge and create shared meaning. Characteristics of interpersonal communication:
•
Selective
•
Systemic: occurs in multiple systems.
•
Unique
•
On going process: an ongoing process.
•
Transactions
•
Individuals
a.
Linear Model:
The first communication model is the linear, or one-way model (Laswell, 1948).
Laswell's model: Who - said what - in what channel - to whom - with what effect.
b.
Interactive Model:
Describes communication as a process in which the listener sends messages back to the
speaker. A key feature of the interactive model is feedback, which is a response to a message
(weiner, 1967). Feedback may be verbal, nonverbal, and may be intentional or unintentional.
c.
Transactional Model:
A model that emphasizes the dynamics of interpersonal communication. And the many roles
that people take on during the process. The model recognizes that noise is present through
interpersonal communication. The model includes a time feature to remind us that the way
people communicate varies over time. The model emphasizes that communication occurs in
systems that influence what and how people communicate and what meanings are created.
The system or context includes the communicators' shared system (campus, city, workplace,
and shared culture) and each person's personal system (family, religious association, friends).
Relationships may become more informal and intimate.
Johari Window Concept:
The concept of Johari window theory is used to create intrapersonal and interpersonal
relationships, or relationships with oneself and relationships between oneself and others. The
concept of Johari window theory has four perspectives, each of which has different terms and
meanings. Each meaning contains understandings that affect a person's outlook.
Whether the behavior, feelings, and consciousness can only be understood by oneself,
only understood by others, or both can understand it.
The four parts of the Johari window theory concept are as follows:
1.
Open self
Open self or Open space is a situation where a person is open to himself and others. In this
open space, a person is open to feelings, characteristics, awareness, behavior and motivation.
People in open areas find it easier to communicate with everyone. This affects the interaction
between individuals or groups to create effective communication. Someone who is in the
realm of simple examples is more likely to flash a smile, say hello early, shake hands, and
talk more about themselves.
Communication depends on your level of openness towards others and yourself. If you don't
tell others about yourself, communication between you and others becomes difficult.
2.
Blind self:
Blind self is a condition where others can understand a person's character, feelings, thoughts
and motives, but the person does not understand themselves. There are often blind spots in
interactions that can lead to misunderstandings or other problems. There are areas within you
called blind spots. Self is everything about you that others know but not yourself.
A person who is in a blind self tends to be usually unable to create effective communication,
resulting in various problems. For example, someone who is anxious about meeting new
people, even though he himself is a calm person. He cannot judge himself from his character,
behavior and thoughts, but others can judge him.
3.
Hidden self:
Hidden self is a state where a person has the ability to hide or keep secret things that are
considered unnecessary to communicate to others. It can be traits, behaviors, motivations, or
thoughts. For example, someone who has been friends for a long time may not be able to
fully open up when telling their life stories such as traumatic problems, family and love
problems, because some people are afraid to share these things.
This concept is divided into two, namely:
Over disclosed: A person discloses too much of their secrets, making the hidden self less
likely. This leaves one in open territory.
Under disclosed: One discloses the secret a little, but only to certain parts, so one tends to be
in secret territory.
4.
Unknown Self:
Unknown self is the state of a person who does not understand himself or cannot be
recognized by others. This area is an area that cannot create effective interaction and
communication because both feel there is no understanding.
There is an unknown territory within us. The unknown self is the aspect of yourself that is
unknown to both yourself and others. You may come to know this aspect of the unknown self
through certain conditions, for example through hypnosis.
Practice Questions
1.
Briefly explain Abraham Maslow's theory.
2.
Briefly explain Frederick Herzberg's theory.
3.
Briefly explain Douglas Mc Gregor.
4.
Discuss with your peers the differences between Theory X and Theory Y.
5.
Simulate an example of a communication between managers
