Kelompok 6: Leadership Communication

Communication in the Digital Age

Ahmad Luthfi Khairurrahman - 510079
Muhammad Zinedine Kaffie - 510333
Reza Fauzi Baskara - 509987

Dosen Pengampu: Dr. Ardimas

Chapter Objectives:

● Decide when a meeting is the best forum.

● Complete essential meeting planning.
● Conduct a productive meeting.
● Manage meeting problems and conflict.
● Ensure that meetings lead to action.
Deciding When a Meeting Is the Best Forum

Apakah kita perlu mengadakan meeting?

- Consider Purpose
Hal yang diperhatikan sebelum
- Consider Audience
meeting!
Completing the Essential Planning

- Clarifying purpose and extended outcomes:

Objective End Product

● Review past efforts at ● Brief description of each with high-

launching products in South
America
● Identify any problems or
obstacles to product
introduction
● Determine possible
approaches to overcoming
problems
lights of what worked and what didn’t
● List of potential problems or road-
blocks in current proposed launch
● Matching list of problem-resolving
approaches for each roadblock
 - Determining topics for the agenda
- Selecting Attendees

8:30–8:40 ● Introductions and review of agenda Beth Shapiro Mario

8:40–9:00 ● Review of past launches in So. America Cisneros
(presentation)
9:00–9:45 ● Potential problems and solutions Alice Chang Beth Shapiro
9:45–10:00 (brainstorming)
● Assignment of action items

- Considering the setting: Type of meeting,

Seating arrangements, Virtual meeting
- Determining when to meet
- Establishing needed meeting information
Conducting a Productive Meeting

❖ Deciding on the Decision-Making Approach

❖ Clarifying Leader and Attendee Roles and Responsibilities
❖ Establishing Meeting Ground Rules
❖ Using Common Problem-Solving Approaches:
➢ Brainstorming.
➢ Ranking or rating.
➢ Sorting by category (logical grouping).
➢ Edward de Bono’s Six Thinking Hats.
➢ Opposition analysis.
➢ Decision trees.
➢ From/to analysis.
➢ Force-field analysis.
➢ The matrix.
➢ Frameworks.
Managing Meeting Problems and Conflict

Pemimpin dan Fasilitator harus mampu:

(1) Handle some of the most common meeting problems
(2) Manage meeting conflict
(3) Deal with issues arising from cultural differences.
Handling Specific Meeting Problems
Managing Meeting Conflict
Dealing with Cultural and Personality
Differences
Ensuring That Meetings Lead to Action

salah satu kesalah dalam meeting adalah tidak terjadinya apa apa setelah meeting selesai. untuk
mengatasi hal ini, ada beberapa cara yang dapat dilakukan:

● memberi tugas yang spesifik untuk setiap orang

● mengulas kembali tugas dan tanggung jawab di akhir meeting
● sediakan ringkasa dari hasil meeting
● follow up tindakan di waktu yang masuk akal
Chapter 12

Leadership Communication in an
Organizational Context
Understanding the History and the Classical
Approaches to

First, what is an organization? Business Dictionary.com (2013) provides one very complete and
helpful definition:

Fayol and Weber and

Taylor and Scientific
Administrative Bureaucratic
Management
Approach Approach
Appreciating the Human Relations Approach
in Today’s Organizations

Seperti yang sering terjadi dengan teori, teori tandingan segera muncul sebagai reaksi terhadap
pendekatan ilmiah dan birokratis dan para peneliti berusaha untuk membuktikan dan menyanggah
teori-teori sebelumnya. Salah satu yang paling upaya penelitian terkenal adalah Studi Hawthorne
dilakukan oleh Western Electric dari tahun 1924 hingga 1933. Keenam studi ini, berjalan dari
beberapa bulan hingga beberapa tahun, melibatkan sejumlah percobaan dirancang untuk menguji
cara-cara untuk meningkatkan produktivitas. Yang pertama dirancang untuk mengukur
pencahayaan di tempat kerja untuk menentukan apakah kecerahan akan terjadi mempengaruhi
para pekerja. Temuan itu tidak seperti yang diharapkan. Ternyata bahwa bukan perubahan
pencahayaan yang mempengaruhi para pekerja, tapi faktor lain, seperti perhatian pribadi yang
mereka terima dengan berpartisipasi dalam eksperimen dan “gaya pengawasan yang lebih
partisipatif”. dan kebebasan dari kuota yang ketat dan disiplin yang keras.”
Appreciating the Human Relations Approach in Today’s
Organizations - The Breaking Away From classical Approaches

perbedaan yang kontras antara teori classical dan hubungan antara manusia membuat Douglas
McGregor menulis buku “The Human Side of Enterprise” yang mana dia mengembangkan teori X
dan Y. X berhubungan dengan teori classical yang mana pekerja adalah bagian dari mesin yang
perlu diperintah dan dinilai dengan materi, sedangkan Y berkaitan dengan karakteristik dari
hubungan manusia dalam bekerja seperti lingkungan kerja, partisipasi dalam diskusi pengambilan
keputusan, rasa berkontribusi akan kesuksesan organisasi. McGregor membuat daftarr inovasi dari
teori Y sebagai berikut:
● Desentralization and delegation
● Job enlargement
● Partisipation
● Performance appraisal
Appreciating the Human Relations Approach in Today’s
Organizations - Changes in Organizational Structure

Pendekatan hubungan manusia telah mengilhami berbagai konfigurasi organisasi, operasi, dan
manajemen yang kita lihat sekarang. Dia membawa perubahan dalam struktur organisasi dan dalam
hubungan antara pekerja dan rekan-rekan mereka dan supervisor. Bagan organisasi bertingkat, hierarkis
dengan otoritas terpusat, yang begitu dominan di masa lalu, telah berevolusi menjadi desentralisasi dan
bagan yang lebih datar dengan unit bisnis, area fungsional, departemen, tim, dan pekerja individu yang
memiliki otonomi lebih besar dan kekuatan pengambilan keputusan
Appreciating the Human Relations Approach in Today’s
Organizations - Leaders or Managers at the Top

Hari ini, kita tidak mengambil

untuk diberikan bahwa seorang
manajer adalah seorang
pemimpin hanya karena dia
duduk di level tertinggi organisasi.
Manajer di puncak dan di seluruh
organisasi mungkin adalah
pemimpin, dan kami berharap
dalam kemampuan mereka untuk
menginspirasi dan memotivasi
orang lain, mereka. Di sisi lain,
pemimpin mungkin adalah
manajer
The Role of Communication in Today’s Organizations

Charles Redding’s “message-centered” approach to organizational

communication

1. Meanings are not transferred (meaning in the receiver not the sender).
2. Anything is a potential message (verbal and nonverbal).
3. Input (especially listening) is an integral part of the communication process.
4. The message received is the only one that counts since that will determine the receiver’s actions.
5. Feedback is not only essential in the operation of an organization but messages have both beneficial and harmful consequences.
6. The cost factor is ever present (senders and receivers pay with money, energy, and emotions, for every act of important communication).
7. Redundancy is critical but it costs, so the need to repeat messages must be balanced against the cost.
8. Communication overload will occur since receivers only have a limited channel capacity and ability to process messages.
9. Serial transmission changes the message; the more people through whom the message must pass, the more likely distortion will occur.
10. Organizational climate [culture] of an organization is more crucial than communication skills or techniques in creating an effective
organization.
The Role of Communication in Today’s Organizations

Motivating Today’s Worker

● Provides direct help, adequate resources, time.

● Reacts to success and failures with a learning orientation versus a purely evaluative one.
● Sets clear goals and clarifies where the work is heading and why it matters.
● Recognizes “real work progress” and praises subordinates for it.
● Works collaboratively as a peer.
● Makes things more fun and relaxing.
● Provides emotional support.
Managing Superior-Subordinate Relationships

POWER

● Legitimate
● Expertise
● Reward
● Coercive
● Referent
● Information
● Connection
Managing Superior-Subordinate Relationships

TRUST

POSITIVE ETHOS

SUBORDINATE:

SUPERVISOR:
● Make appointments to deal with problems..
● Specify level of initiative.
● Agree on a status update and provide feedback.
● Examine your own motives.
● Know and develop employees’ skills.
● Focus on results not process.
● Delegate to the lowest level.
● Explain assignments clearly and provide needed
resources.
● Foster trust.
● Showing up on time, using their time wisely, not taking off for too
long or too early.
● Appearing well prepared for the work they have to do, not only in
knowledge but in creating professional documents, presentations,
and the like, and having them ready on time.
● Asking the right questions at the right time, but not asking
unnecessary ones or being intrusive or needy.
● Demonstrating interpersonal skills in interactions with superiors,
peers, and others.
● Communicating effectively, knowing how, when, and what to
communicate and doing so appropriately and correctly.
● Showing energy and enthusiasm for their work and their
organization.
● Not adding to their supervisors’ workload.
Managing Superior-Subordinate Relationships

COMMUNICATION

● Establishing a formal communication

protocol.
● Communicate the instructions for the
job, expectations on deliverables,
information on company policies and
procedures.
● Performance reviews.
● Feedback.
Managing Superior-Subordinate Relationships

CULTURE

The organizational culture will greatly impact the

relationship of the superior and the subordinate,
setting the tone for much of the communication
and interaction between them.
Managing Superior-Subordinate Relationships

VALUES & ETHICS

To create an ethical work environment, leaders should take the following steps:

1. Set high ethical standards and communicate them often in public and private.
2. Establish an environment of open, receptive communication within and outside of the immediate group, unit, or division.
3. Be consistent and transparent in all interactions and communication.
4. Act swiftly and consistently when standards are violated.
5. Encourage candor with direct reports; be honest with them and
expect honesty back.
6. Listen to any complaints or issues raised without judging or being critical of the one bringing them.
7. Get out and interact with employees at all levels.
8. In a crisis, be open, honest, and accessible.

The laws and an organization’s code of ethics and guiding principles or values are designed to protect all individuals in the
organization at whatever level they may be and are particularly important in the supervisor-subordinate relationship,
where many of the ethical issues can arise.
Managing Superior-Subordinate Relationships
Managing Superior-Subordinate Relationships

MENTORING AND BEING MENTORED

Managing Superior-Subordinate Relationships

DELIVERING AND RECEIVING FEEDBACK

1. Be well prepared for the feedback session.

2. Create a receptive environment.
3. Assume a comfortable demeanor.
4. Start by setting the context for the meeting.
5. Move quickly into your main objectives, which should
not be so numerous they overwhelm.
6. Ensure throughout that the receiver understands your
points.
7. Finally, close with next steps, being very specific about
the actions you expect the receiver to undertake as a
result of this feedback session and the timing for
completing them.
Managing Superior-Subordinate Relationships

DELIVERING AND RECEIVING FEEDBACK

Networking to Improve Internal and External Connections

Networking is a way of extending and connecting to communities of practice

inside and outside of our organizations.
Terima kasih