Nama : Sri Mulyani
Nim : A01001407
Kelas : 2c D3
Keperawatan
RESUME ORGANIZATIONAL
COMMUNICATION
Although
organization communication is complex,the following strategies can increase the
likelihood of clear and complete communication :
• Managers must assess organizational
communication.Who communicates with whom in the organization? Is the
communication timely?Does communication within the formal organization concur
with formal lines of authority?Are there conflicts or disagreements about
communication?What modes of communication are used?
• Managers must understand the
organization’s structure and recognize who will be affected by decisions.Both
formal and informal communication networks need to be considered.Formal
communication networks follow the formal line of authority in the organization’s
hierarchy.Informal communication networks occur among people at the same or
different levels of the organizational hierarchy but do not represent formal
lines of authority or responsibility.For example,an informal communication
network might occur between a hospital’s CEO and her daughter,who is a clerk on
a medical wing.Although there may be a significant exchange of information
about unit or organizational functioning,this communication network would not
be apparent on the organization chart.It is imperative,then,that managers be
very careful about what they say and to whom until they have a good
understanding of the formal and informal communication networks.
• Communication is not a one-way channel.If
other departments or disciplines will be affected by a message,the manager must
consult with those areas for feedback before the communication occurs.
• Communication must be clear,simple
and precise.This requires the sender to adjust their language as necessary to
the target audience.
• Senders should seek feedback
regarding whether their communication was accurately received.One way to do
this is to ask the receiver to repeat the communication or instructions.In
addition,the sender should continue follow-up communication in an effort to
determine if the communication is being acted upon.
The sender is responsible for ensuring
but the message is understood.
• Multiple communication methods should
be used, when possible, if a message is important. Using a variety of
communication methods in combination increases the likelihood that everyone in
the organization who needs to hear the message actually will hear it.
• Managers should not overwhelm
subordinates with unnecessary information. Information is formal,inpersonal and
unaffected by emotions,values,expectation, and perceptions.Communication,on the
hand,involves perception and feeling.It does not depend on information and may
represent shared experiences.In contrast to information sharing,superiors must
continually communicate with subordinates.
Communication Modes
A
Message’s clarity is greatly affected by the mode of communication used.In
general,the more direct the communication,the greater the probability that it
will be clear. The more people involved in filtering the communication,the
greater the chance of distortion.The manager must evaluate each circumstance
individually to determine mode or combination of modes is optimal for each
situation.The manager uses the following modes of communication most frequently
:
• Written communication.Written
messages (including e-mail which will be discussed later in this chapter) allow
for documentation.They may,however,be open to various interpretations and
generally consume more managerial time.Most managers are required to do a
considerable amount of this type of
communication and therefore need to be able to write clearly.
• Face-to-face communication.Oral
communication is rapid but may result in fewer people receiving the information
than necessary.Managers communicate verbally upward and downward and formally
and informally.They also communicate verbally informal meetings,with people in
peer work groups and when making formal presentations.
• Telephone communication.A telephone
call is rapid and allows the receiver to clarify the message at the time it is
given.It does not,however,allow the receipt of nonverbal messages for either
the sender or receiver of the message.Accents may be dificult to understand asa
well in a multicultural workforce.Because mangers today use the telephone so
much,it has become and inportant communication tool, but it does have limits as
an effective communication device.
• Nonverbal communication. Nonverbal
communication includes facial expression, body movements, and is commonly
referred to as body language. Nonverbal communicatoin is considered more
reliable because it conveys the emotional part of the message. There is
signifikan denger, however, in misinterpreting nonverbal message if they are
not assessed in context with the verbal message. Nonverbal communication occurs
any time managers are seen (e.g., messages are transmitted to subordinates
every time the manager communicates verbally or just walks down a hallway)
WRITTEN COMMUNICATION WITHIN THE ORGANIZATION
Although communication may take many forms, written
communication is used most often in large organizations. The written
communication issued by the manager reflects greatly on both the manager and
the organization. Thus, the manager must be able to write clearly and
professionally and to use understandable language. Many types of written
communication are used in organizations. Organizational policy, prosedures,
events, and change may be announced in writting. Job descriptions, performance
appraisals, and letters of reference are also forms of written communication.
Often, though, the written communication used most by
managers in their daily worklife is the memo. Perkins and Brizee (2010)suggest
that business memos have twofold purpose: They bring attention to problems, and
they solve problems. Thus, it is important to choose the audience of a memo
wisely and to ensure that everyone the distribution list of the memo actually
needs to read it. Typically, memos should be sent to only a small to moderate
number of people. In addition, memos should not be used for highly sensitive
message, which are better communicated face-to-face or by telephone (Perkins
and Brizee).
Because writing is a learned skill that improves with
pratice, Writting Help Central (n.d.)suggests the following in writting profesional
correspondence:
• Keep your message short and concise.
Less than one page is always preferred
• Focus on the recipint’s needs. Make
sure that your communication addresses the recipient’s expectations and what he
or she needs to know.
• Use simple language so that the message
is clear. Keep paragraphs to less than three or four sentence.
• Review the message and revice as
needed. Almost all important communication requires sereval drafts. Allways
reread the written communication before sending it. Look for areas that might
be misunderstood. Pay attention to tone. Have all of the key pionts been made?
• Use spelling and grammar checks to be
sure that the communication looks profesional. Remember that your document is a
direct reflection of you, and even the most important message will likely be
ignored if the communication is perceiced as unprofessional.
Thompson (2007) adds the following additional suggestions
for writing effective memos in business communication:
• Make sure that you have addressed the
reader(s) by his or her correct name. Add a job title along with the name if
the memo is more formal.
• Include a subject line, when
appropriate, to summarize the purpose of the memo.
• Keep the memo concise, clear, and to
the point and include bullets or headings to emphasize key points.
• Do not include salutation or
complimentary closings in memos.
• Use the first paragraph to express
the context or purpose of the memo and to introduce the problem. In next
paragraphs, address what has been done or needs to be done to address the
problem at hand. In the closing, clarify what the reader is expected to do.
• Add a conclusion to summarize the
memo and to address any attachmaents that are a part of the memo.
Perkins and Brizee (2010) suggest that these segments should
be allocated in following manner:
• Header (includes the to,from,date,and
subject lines):1/8 of the memo.
• Opening,context and task (includes
the purpose of the memo,the context and problem and the speciffic assignment or
task):1/4 of the memo.
• Summary,discusion segment (the
details that support your ideas or plan):1/2 of the memo.
• Clossing segment necessary attacments
(the action that you want your reader to take and a notation about what
attacments are included):1/8 of the memo.
ELEMENTS OF NONVERBALCOMMUNICATION
• Space
The study of hoe space and territory
affect communication is called proxemics (Loo, n. d.). All of us have an
invisible zone of psychological comfort that actsas a buffer against unwanted
touching and attacks. The degree of space we require depends pn who we are
talking to as well as the situation we are in (Loo). It also varies according
to cultural norms. Some cultures require greater space between sender and
receiver then other. In the United States, between 0 and 18 inches of space is
typically condisidered appropriateonly for intimate relationship; between 18
inches and4 feet is appropriate for personal interactions; between 4 and 12
feet is common for social exchanges; and more then 12 feet is a public distance
(Loo).most Americans claima territorial personal space of about 4 feet.
Proxcemoics,
then may contribute to the massage being sent. Distance may imply a lack of
trust or warmth; whereas inadequate space, as defined by cultural norms, may
make people feel threatened or intimidated. Likewise, the manager who sits
beside employeesduring performance appraisals sends a different massage then
the manager who speaks to the employee from the opposite side of large and
formal desk. In this case, distance increases power and status on the part of
the manager; however, the receptivity to distance and the massage that it
implies varies with the culture of the receiver.
• Envoronment
The are where communication takes place
is an important part of the communication process. Communication that takes
place in a superior’s office is generally taken more seriously than that which
occurs in the cafeteria.
• Appearance
Much is communicated by our clothing,
hairstyle, use of cosmetics, and attractiveness. Care should be exercised,
however, to be sure that organizational policies regarding desired appearance
are about culturally and gender sensitive.
• Eye Contact
This nonverbal clue is often associated
whit sincerity. Eye contact intives interaction. Likewise, breaking eye contact
suggests that the interaction is about to cease. Blinking, starting, or looking
away when speaking makes it difficult to connect with other emotionally.
However, must be aware that like space, the presence or absence of eye contact
is strongly influenced by cultural standards.
• Posture
Posture and the way that you control
the other parts of your body are extremely important. Slouching may be inferred
as indifference, and crossing arms acroos one’s chest may suggest defenciveness
or aggressivenes. Moreover, the weight of a message is increased if the
sednder, faces the receiver; stabds or sits, appropriately close; and, whit
head erect, leans toward the receiver.
• Gastures
A massage accented with appropriate
gestures takes on added emphasis. Too much gesturing can, however, be
distracting. For example, hand movemnt can emphasize or detract from the
massage. Gestures also have a cultural meaning. Some cultures are more tactile
than orther. Indeed, the use of touch is one gesture that often send massage
that are misinterpreted by receivere from different cultures.
• Acial Expression and Timin
Affective communication requeres a
facial expression that agrees whit yuor massage. Staff perceive managers who present and open
expression as approachable.likewise, nurse’s facial expression can greatly
affect how and what clients are willing to relate. One the other hand,
hesitation often diminshes the affect of your statement or implies
untruthfulness.
• Vocal Expression
Vocal clues such as tone, volume, and
inflection add to the massage being trasmitted. Tentative stetements sound more
like questions than statements, leading listeners to think that you are unsure
of yuorself, and speaking quickly may be interpreted as being nervous. The
goal, then, should always be to convey confidence and clarity.
All nurse must be sensitive to
nonverbal clues and their importance in communication. This is espesially true
for nursing leaders.make sure that both verbal and nonverbal communication
agree.
DAFTAR PUSTAKA
Marquis.L.Bessie and
Huston.J.Carol.2012.Leadership Roles and Management Functions in Nursing.Seven
Edition.Australia.Wolters Kluwer.
Gillies Dee Ann.1994.Nursing Management
A Systems Approach.Third Edition.London.W.B.Saunders Company.
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