KOMUNIKASI ORGANISASI

Nama : Subhan Triwibowo

Kelas : 2 C

NIM : A01001384

KOMUNIKASI ORGANISASI

A.    PENGERTIAN

Komunikasi Organisasi juga dapat didefinisikan sebagai pertunjukkan dan penafsiran pesan di antara unit-unit komunikasi yang merupakan bagian suatu organisasi tertentu. Suatu organisasi terdiri dari dari unit-unit komunikasi dalam hubungan hierarkis antara yang satu dengan lainnya dan berfungsi dalam suatu lingkungan.

Komunikasi organisasi adalah pengiriman dan penerimaan berbagai pesan organisasi di dalam kelompok formal maupun informal dari suatu organisasi (Wiryanto, 2005). Komunikasi formal adalah komunikasi yang disetujui oleh organisasi itu sendiri dan sifatnya berorientasi kepentingan organisasi. Isinya berupa cara kerja di dalam organisasi, produktivitas, dan berbagai pekerjaan yang harus dilakukan dalam organisasi. Misalnya: memo, kebijakan, pernyataan, jumpa pers, dan surat-surat resmi. Adapun komunikasi informal adalah komunikasi yang disetujui secara sosial. Orientasinya bukan pada organisasi, tetapi lebih kepada anggotanya secara individual.

Komunikasi Organisasi dapat didefinisikan sebagai pertunjukkan dan penafsiran pesan di antara unit-unit komunikasi yang merupakan bagian suatu organisasi tertentu.

Suatu organisasi terdiri dari dari unit-unit komunikasi dalam hubungan hierarkis antara yang satu dengan lainnya dan berfungsi dalam suatu lingkungan

B.     GAYA KOMUNIKASI ORGANISASI

Enam gaya komunikasi menurut Steward L.Tubbs dan Sylvia Moss

1.    Gaya komunikasi mengendalikan

Gaya komunikasi mengendalikan (dalam bahasa Inggris: The Controlling Style) ditandai dengan adanya satu kehendak atau maksud untuk membatasi, memaksa dan mengatur perilaku, pikiran dan tanggapan orang lain. Orang-orang yang menggunakan gaya komunikasi ini dikenal dengan nama komunikator satu arah atau one-way communications.

Pihak - pihak yang memakai controlling style of communication ini, lebih memusatkan perhatian kepada pengiriman pesan dibanding upaya mereka untuk berharap pesan. Mereka tidak mempunyai rasa ketertarikan dan perhatian untuk berbagi pesan. Mereka tidak mempunyai rasa ketertarikan dan perhatian pada umpan balik, kecuali jika umpan balik atau feedback tersebut digunakan untuk kepentingan pribadi mereka. Para komunikator satu arah tersebut tidak khawatir dengan pandangan negatif orang lain, tetapi justru berusaha menggunakan kewenangan dan kekuasaan untuk memaksa orang lain mematuhi pandangan-pandangannya.

Pesan-pesan yag berasal dari komunikator satu arah ini, tidak berusaha ‘menjual’ gagasan agar dibicarakan bersama namun lebih pada usaha menjelaskan kepada orang lain apa yang dilakukannya. The controlling style of communication ini sering dipakai untuk mempersuasi orang lain supaya bekerja dan bertindak secara efektif, dan pada umumnya dalam bentuk kritik. Namun demkian, gaya komunikasi yang bersifat mengendalikan ini, tidak jarang bernada negatif sehingga menyebabkan orang lain memberi respons atau tanggapan yang negatif pula.

2.    Gaya komunikasi dua arah

Dalam gaya komunikasi ini, tindak komunikasi dilakukan secara terbuka. Artinya, setiap anggota organnisasi The Equalitarian Style dapat mengungkapkan gagasan ataupun pendapat dalam suasana yang rileks, santai dan informal. Dalam suasana yang demikian, memungkinkan setiap anggota organisasi mencapai kesepakatan dan pengertian bersama. Aspek penting gaya komunikasi ini ialah adanya landasan kesamaan. The equalitarian style of communication ini ditandai dengan berlakunya arus penyebaran pesan-pesan verbal secara lisan maupun tertulis yang bersifat dua arah (two-way communication).

Orang-orang yang menggunakan gaya komunikasi yang bermakna kesamaan ini, adalah orang-orang yang memiliki sikap kepedulian yang tinggi serta kemampuan membina hubungan yang baik dengan orang lain baik dalam konteks pribadi maupun dalam lingkup hubungan kerja. The equalitarian style ini akan memudahkan tindak komunikasi dalam organisasi, sebab gaya ini efektif dalam memelihara empati dan kerja sama, khususnya dalam situasi untuk mengambil keputusan terhadap suatu permasalahan yang kompleks. Gaya komunikasi ini pula yang menjamin berlangsungnya tindak berbagi informasi di antara para anggota dalam suatu organisasi.

3.     The Structuring Style

Gaya komunikasi yang berstruktur ini, memanfaatkan pesan-pesan verbal secara tertulis maupun lisan guna memantapkan perintah yang harus dilaksanakan, penjadwalan tugas dan pekerjaan serta struktur organisasi. Pengirim pesan (sender) lebih memberi perhatian kepada keinginan untuk memengaruhi orang lain dengan jalan berbagi informasi tentang tujuan organisasi, jadwal kerja, aturan dan prosedur yang berlaku dalam organisasi tersebut.

Stogdill dan Coons dari The Bureau of Business Research of Ohio State University, menemukan dimensi dari kepemimpinan yang efektif, yang mereka beri nama Struktur Inisiasi atau Initiating Structure. Stogdill dan Coons menjelaskan mereka bahwa pemrakarsa (initiator) struktur yang efisien adalah orang-orang yang mampu merencanakan pesan-pesan verbal guna lebih memantapkan tujuan organisasi, kerangka penugasan dan memberikan jawaban atas pertanyaan-pertanyaan yang muncul.

4.     The Dynamic style

Gaya komunikasi yang dinamis ini memiliki kecenderungan agresif, karena pengirim pesan atau sender memahami bahwa lingkungan pekerjaannya berorientasi pada tindakan (action-oriented). The dynamic style of communication ini sering dipakai oleh para juru kampanye ataupun supervisor yang membawa para wiraniaga (salesmen atau saleswomen).

Tujuan utama gaya komunikasi yang agresif ini adalah mestimulasi atau merangsang pekerja/karyawan untuk bekerja dengan lebih cepat dan lebih baik. Gaya komunikasi ini cukup efektif digunakan dalam mengatasi persoalan-persoalan yang bersifat kritis, namun dengan persyaratan bahwa karyawan atau bawahan mempunyai kemampuan yang cukup untuk mengatasi masalah yang kritis tersebut.

5.    The Relinguishing Style

 Gaya komunikasi ini lebih mencerminkan kesediaan untuk menerima saran, pendapat ataupun gagasan orang lain, daripada keinginan untuk memberi perintah, meskipun pengirim pesan (sender) mempunyai hak untuk memberi perintah dan mengontrol orang lain.

Pesan-pesan dalam gaya komunikasi ini akan efektif ketika pengirim pesan atau sender sedang bekerja sama dengan orang-orang yang berpengetahuan luas, berpengalaman, teliti serta bersedia untuk bertanggung jawab atas semua tugas atau pekerjaan yang dibebankannya.

6.    The Withdrawal Style

Akibat yang muncul jika gaya ini digunakan adalah melemahnya tindak komunikasi, artinya tidak ada keinginan dari orang-orang yang memakai gaya ini untuk berkomunikasi dengan orang lain, karena ada beberapa persoalan ataupun kesulitan antarpribadi yang dihadapi oleh orang-orang tersebut.

Dalam deskripsi yang kongkrit adalah ketika seseorang mengatakan: “Saya tidak ingin dilibatkan dalam persoalan ini”. Pernyataan ini bermakna bahwa ia mencoba melepaskan diri dari tanggung jawab, tetapi juga mengindikasikan suatu keinginan untuk menghindari berkomunikasi dengan orang lain. Oleh karena itu, gaya ini tidak layak dipakai dalam konteks komunikasi organisasi. Berikut ini adalah tabel mengenai gaya komunikasi.

C.      UNIT KOMUNIKASI ORGANISASI

Unit mendasar komunikasi organisasi adalah seseorang dalam suatu jabatan. Orang bisa disosialisasikan oleh jabatan, menciptakan suatu lingkaran yang lebih sesuai dengan keadaan jabatan, pada saat yang sama jabatan tsb dipersonalisasikan, menghasilkan suatu figur atau gambar yang sesuai dengan keadaan orang tsb.

D.     PROSES KOMUNIKASI ORGANISASI

1.    Komunikasi Internal

a.    Komunikasi vertical

Komunikasi dari pimpinan ke staff, dan dari  staf ke pimpinan dengan cara timbal balik [two way traffic communication].

1)      " Downward Communication ! komunikasi atas ke bawah. Contoh pimpinan memberikan instruksi, petunjuk, informasi, penjelasan, perintah, pengumuman, rapat, majalah intern

2)      " Upward communication ! dari bawah ke atas. Contoh staf memberikan laporan, saran-saran, pengaduan, kritikan, kotak saran, dsb kepada pimpinan

b.    Komunikasi horizontal

omunikasi mendatar, antara anggota staf dengan anggota staf. Berlangsung tidak formal, lain dengan komunikasi vertikal yang formal. Komunikasi terjadi tidak dalam suasana kerja ! Employee relation dan sering timbul rumours, grapevine, gossip

c.    Komunikasi diagonal

Komunikasi antara pimpinan seksi/bagian dengan pegawai seksi/bagian lain.

2.    Komunikasi Eksternal

a.    Komunikasi dari organisasi kepada khalayak

b.    Komunikasi dari khalayak kepada organisasi

c.    Komunikasi Kolaboratif dalam Organisasi Bisnis

E.     FACTOR-FAKTOR YANG MEMPENGARUHI EFEKTIFITAS KOMUNIKASI ORGANISASI

1.    Saluran komunikasi formal (SKF)

SKF mempengaruhi efektifitas komunikasi dg 2 cara :

Liputan sal. Formal makin melebar sesuai dg tumbang organisasi

Contoh : Komunikasi  efektif sulit dicapai dlm organisasi yg besar dan cabang2nya menyebar

SKF dapat menghambat aliran informasi antar tingkat organisasi

Contoh : Penyampaian informasi dari tingkat bawah dapat disampaikan pada petugas diatasnya, tdk selalu langsung pada manager/direktur

2.    Struktur wewenang organisasi

Perbedaan kekuasaan dan kedudukan (status) dlm organisasi akan menentukan pihak2 yang berkomunikasi dg seseorang serta isi & ketepatan komunikasi

3.    Spesialisasi jabatan

Para anggota suatu kelompok kerja yang sama akan cenderung berkomunikasi dg istilah, tujuan, waktu dan gaya yang sama

Komunikasi antar kelompok yang berbeda cenderung terhambat

4.    Pemilikan informasi

Individu yang mempunyai informasi khusus dan pengetahuan ttg pekerjaan mereka, contoh : Kepala bidang perawatan, kepala tata usaha

F.      Aspek Komunikasi Dalam Organisasi

5.    Aktivitas itu sendiri

a.   Siapa saja yang perlu di ikutkan?

b.   Setiap berapa periode dilaksanakan?

c.   Apa saja yang perlu dipersiapkan untuk pelaksanaanmeeting?

d.   Kondisi apa yang menentukan diadakannya meeting?

6.    Perilaku peserta komunikasi

a.   Kata-kata yang digunakan para peserta?

b.   Siapa yang paling banyak bertanya?

c.   Bagaimana mereka menggunakan isyarat non verbal?

7.    Sistem aktivitas keseluruhan

a.  Metode komunikasi apa yang digunakan pada kondisi apa?

b.   Metode komunikasi apa yang paling sering digunakan?

c.   Siapa saja yang terlibat?

DAFTAR PUSTAKA

http://www.scribd.com/doc/3322974/EFEKTIFITAS-KOMUNIKASI-ORGANISASI

http://jurnalit.info/pdf/jurnal-peran-komunikasi-dalam-organisasi.html

ORGANIZATIONAL COMMUNICATION

Nama   : Destalia wahyuningsih

 ORGANIZATIONAL COMMUNICATION

            Although organization communication is complex,the following strategies can increase the likelihood of clear and complete communication :

a.       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?

b.      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.

c.       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.

d.      Communication must be clear,simple and precise.This requires the sender to adjust their language as necessary to the target audience.

e.       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.

a.       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.

b.      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 :

a.       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.

b.      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.

c.       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.

d.      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)

ELEMENTS OF NONVERBAL COMMUNICATION

Space

The study of how space and territory affect communication is called proxemics (Loo, n.d.).All of us have an invisible zone of psychological comfort that acts as a buffer against unwanted touching and attacks. The degree of space we

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:

a.       Keep your message short and concise. Less than one page is always preferred

b.      Focus on the recipint’s needs. Make sure that your communication addresses the recipient’s expectations and what he or she needs to know.

c.       Use simple language so that the message is clear. Keep paragraphs to less than three or four sentence.

d.      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?

e.       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:

a.       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.

b.      Include a subject line, when appropriate, to summarize the purpose of the memo.

c.       Keep the memo concise, clear, and to the point and include bullets or headings to emphasize key points.

d.      Do not include salutation or complimentary closings in memos.

e.       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.

f.       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:

a.       Header (includes the to,from,date,and subject lines):1/8 of the memo.

b.      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.

c.       Summary,discusion segment (the details that support your ideas or plan):1/2 of the memo.

d.      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.

RESUME ORGANIZATIONAL COMMUNICATION

Nama   : Novi Nur Azizah

RESUME ORGANIZATIONAL COMMUNICATION

            Although organization communication is complex,the following strategies can increase the likelihood of clear and complete communication :

a.       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?

b.      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.

c.       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.

d.      Communication must be clear,simple and precise.This requires the sender to adjust their language as necessary to the target audience.

e.       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.

a.       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.

b.      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 :

a.       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.

b.      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.

c.       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.

d.      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)

ELEMENTS OF NONVERBAL COMMUNICATION

Space

The study of how space and territory affect communication is called proxemics (Loo, n.d.).All of us have an invisible zone of psychological comfort that acts as a buffer against unwanted touching and attacks. The degree of space we

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:

a.       Keep your message short and concise. Less than one page is always preferred

b.      Focus on the recipint’s needs. Make sure that your communication addresses the recipient’s expectations and what he or she needs to know.

c.       Use simple language so that the message is clear. Keep paragraphs to less than three or four sentence.

d.      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?

e.       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:

a.       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.

b.      Include a subject line, when appropriate, to summarize the purpose of the memo.

c.       Keep the memo concise, clear, and to the point and include bullets or headings to emphasize key points.

d.      Do not include salutation or complimentary closings in memos.

e.       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.

f.       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:

a.       Header (includes the to,from,date,and subject lines):1/8 of the memo.

b.      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.

c.       Summary,discusion segment (the details that support your ideas or plan):1/2 of the memo.

d.      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.