Introduction*
The dynamics of an organization that is always
alive and the climate is always developing is characterized by good
organizational communication. Actualization of good climate, namely the
creation of active and effective communication between management and
subordinates, between subordinates and colleagues, subordinates, and leadership
in the community in an organization. The creation of the climate is expected to
accelerate various coordination, cooperation and achievement.
Policy is a thing
that always exists in every organizational life, there is no organization that
does not have a policy, it is because the policy is a basic guideline of the
running process of an organization, so that the organization can run properly.
But the policy in an organization is sometimes sensitive, it is because the
policy intersects with many people, not infrequently the policies in an
organization can cause disappointment on the one hand, while on the other hand
it gives pleasure. Organizations or companies are required to be able to solve
these problems. Therefore an organization in addition must be able to issue
appropriate policies.
with organizational goals, as well as
acceptable to all parties related to the organization. The organization must
also be able to convey the policy through good communication, so that what is
desired by the organization through the policy can be conveyed to those
concerned in accordance with what the organization really wants
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But in
reality there are objects that must be observed empirically showing that the
scope of the government in Indonesia in the implementation of the communication
climate of organizational culture and organizational communication shows
symptoms that have not been effective. An example of observations and
interviews conducted on leadership and some staff saw a gap between leadership
mis-communication with subordinates, subordinates to superiors between work
units. Structurally, government organizations led by heads of departments,
assisted by groups of structural and functional positions have created a
climate of good organizational communication.
In fact there are still often found various
problems in carrying out basic tasks and functions to promote the organization.
Problems often arise when communication errors.
occurs (mis-communication), between
vertical leadership and structural and functional positions as subordinates.
Communication errors also often occur horizontally between functional and
functional positions (subordinate to each other) in carrying out various
programs and activities of the organization. Including communication errors
also often occur between diagonal leadership with structural / functional
groups and the community relating to the implementation of organizational
activities. For example vertically, the head of a department with a structural
and functional office group sometimes disagrees in the implementation of basic
tasks and functions. Horizontally, fellow subordinates in the implementation of
programs and activities often conflict in opinion. Diagonally between
leadership,
Organizational communication errors often
occur resulting in a decrease in employee performance and achievement in
carrying out basic tasks and functions correctly. In an effort to create an
effective organizational communication communication
climate is needed by growing various actions or communication activities
between parties who often communicate in an organization. Realization of the
usual communication activities is to always talk, discuss, meet and cooperate
in discussing various programs and activities related to the implementation of
work tasks carried out.
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This is
manifested in everyday reality in the Indonesian government, organizational
communication climate is often ineffective, because leaders often force
communication that is difficult to implement and translate by structural and
functional positions because the frequency and effectiveness of communication
are not properly socialized. The communication climate is also often ignored
among structural and functional groups when discussing various programs and
activities. In this group, it is less likely to communicate, less effective in
communicating well in private, and group work units, so that errors often occur
in carrying out the basic tasks and functions of each program and the assigned
activities.
The leadership factor can be a barrier to climate
creation and support organizational communication. Leadership becomes a
supporting factor that is able to create an effective and harmonious
communication climate by always communicating to solve organizational problems.
When leadership is unable to solve problems and rarely communicates problems to
group structural and functional positions regarding basic tasks and functions,
it will become a barrier factor.
Another factor in the behavior of human
resources or employees is a factor that supports the creation of climate
communication organizational barriers. Employee behavior becomes a supporting
factor when employees have competence in communicating organizational problem
solving and employee behavior becomes a barrier when employees do not have professional
behavior in working in an organization that requires communication.
Working group factors can be a factor
inhibiting the creation of an organizational communication climate. When
working groups communicate with each other and work together to carry out basic
tasks and functions, the organizational communication climate will be
harmonious and effective, conversely, if the working groups lack communication,
the organizational communication climate is not realized effectively.
External factors including constituent
organizations can be a barrier to creating a good organizational communication
climate. External factors are expected to be played by organizations to
encourage communication and cooperation that is well established with various
parties, stakeholders or the community to be a supporting factor that will
create effective communication. Conversely, if external factors often
experience communication errors or lack of communication frequency, then the
application is not made with good communication and this is a factor that
limits the creation of a good organizational climate in communication.
THEORY/CALCULATION
Organizational
Communication
The word "Communication"
comes from the Latin, "comunist", which
means making a community or building friendships between two or more people.
The word "communis" is "sharing"
which means communico (Stuart, 1983, in Vardiansyah, 2004: 3). Other literature mentioned in
communication also comes from the word "communication" or "communicare" which means "to make the same"
(to make common). The term "communis" is
the term most often referred to as the origin of the word communication, which
is the root of the same Latin word communication indicating that thoughts,
meanings, or messages about personal religious beliefs are the same. (Http: //cahpct.blogdetik. com / 2019/04/02 /
definition-communication /).
From the description above it can be concluded that
communication originates from the root word which means always (1) involves the
exchange of verbal and nonverbal symbols or signs, (2) a harmonious
togetherness relationship between communicator and communicant. Verbal symbols
or signs as spoken and written languages. While nonverbal signs such as symbols
or imitating, movement and sound. A harmonious togetherness relationship is not
always the same as a positive relationship as intimacy or intimacy, but the
formation of a contact relationship between the sender of the message and
recipient of the message through certain symbols or signs that are verbal or
nonverbal. This application is a symbol of good contact made by yourself
(sometimes Intrapersonal) and also with other parties (interpersonal).
Human life in the world cannot be eliminated from
organizational communication activities as an integral part of the system and
order of the social life of humans and society. Communication activities can be
seen in every aspect of everyday human life, from humans to waking to sleep at
night. Of course most of the activities of life using good communication are nonverbal
and verbal communication. However, what is meant by communication itself.
Sendjaja (2009: 12) tries to define organizational
communication as a process by which messages move or pass (through channels)
from source to receiver with the aim of changing behavior, changes in
knowledge, attitudes and excessive or more behavior. At least four main
elements found in the communication model are source (source), message
(message), channel (channel) and receiver (receiver).
Wilbur Schramm (1995: 212) states organizational
communication as a process of sharing (sharing processes). Schramm decided that
communication came from the Latin word (language) which means common or shared.
When communicating, actually trying to foster togetherness (commonnes)
with someone. Humans try to share information, ideas or attitudes. For example,
trying to communicate with readers to convey the idea that the nature of
communication is an attempt to make the recipient or giver of communication
have the same understanding with the specified mailbox (Suprapto,
2006: 2-3).
Before looking at the implementation of organizational
communication approaches applied in government related to policy delivery,
researchers dissected in advance about the six organizational communication
approaches, first the classic approach, according to Katherine Miller in terms
of communication content is: "The content of communication in these
organizations is restricted to work-related issues. In the classical theories
we have considered, there are certain things that should be talked about and
certain things that should not be talked about in the organization.
"(Miller, 2012: 30). (The communication content in these organizations is
limited to work-related issues. In the classical theories we have discussed, there
are certain things that must be discussed and certain things that must not be
discussed in the organization). Based on the above explanation that the
communication content carried out in organizations in this classic approach is
limited to the problem of tasks and work in the organization. In this classic
approach emphasizes that there is something that needs and something that does
not need to be discussed in the organization. This principle shows that
employees must focus on the goals of the organization, not on their own
individual needs and desires.
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The direction
of communication in the classical approach according to Katherine Miller is:
"In these classical theories, the vast majority of communication in the
organization flows downward in the form of orders, rules, and directives
(Miller, 2012: 30). (in this classical theory, most of the communication in
organizations flows down in the form of orders, rules and instructions). Based
on this explanation, it is stated that in the classical approach the
communication direction in the organization is mostly vertical from top to
bottom which is usually in the form of orders, rules, and direction from the
organization's leadership to the members of the organization. In this classic
approach it is very rare to find communication in organizations that are not
related to the task.
The communication channels used in the classical
approach according to Katherine Miller are as follows: "classical theories
emphasize the permanence of rules and procedures for efficient organizational
functioning, these organizations will probably also rely heavily on written
communication in the form of employee handbooks, instructions, mission
statements , rules, and performance evaluations (Miller, 2012: 31). (classical
theories emphasize the immutability of rules and procedures for the
organization's efficiency function, these organizations will probably also
depend heavily on written communication in the form of employee handbooks,
instructions, mission statements, rules, and performance evaluations). Based on
these explanations it can be interpreted that communication channels in the
classic approach are usually written as in the form of employee handbooks,
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Communication
style in this classic approach according to Katherine Miller stated that:
"We have already noted that communication will tend to be top-down,
written, and task-related. It is also likely that the tone or style of that
communication will be highly formal. For example, forms of address will often
be distant rather than familiar (for example, Mr. and Ms. Rather than first
names). Titles will be used (such as supervisors, secretaries, or
administrative assistants) to separate managers from other employees. The
vocabulary chosen for messages will avoid slang and colloquial terms, opting
instead for highly standard language ”(Miller, 2012: 31). (We have emphasized
that communication will tend to be top-down, written with related tasks. It is
also possible that the tone or style of communication carried out will be very
formal. For example, the form of reprimand will often be far from the friendly
reprimand (for example, Mr. and Ms. Rather ... then the name), a position will
be used (such as a supervisor, Secretary, or Administrative Assistant) to
distinguish managers from other employees. The vocabulary chosen to communicate
will avoid everyday terms, choosing the opposite for very standard language).
Based on these explanations it is stated that communication styles will tend to
be formal such as calling and greeting with the utmost respect like fathers,
mothers. Then it can also be given a title in communicating to distinguish
between superiors and subordinates. or Administrative Assistant) to distinguish
managers from other employees. The vocabulary chosen to communicate will avoid
everyday terms, choosing the opposite for very standard language). Based on
these explanations it is stated that communication styles will tend to be
formal such as calling and greeting with the utmost respect like fathers,
mothers. Then it can also be given a title in communicating to distinguish
between superiors and subordinates. or Administrative Assistant) to distinguish
managers from other employees. The vocabulary chosen to communicate will avoid
everyday terms, choosing the opposite for very standard language). Based on
these explanations it is stated that communication styles will tend to be
formal such as calling and greeting with the utmost respect like fathers,
mothers. Then it can also be given a title in communicating to distinguish
between superiors and subordinates.
Human relations approach can be interpreted as human
relations or human relations, in organizations, this human relations theory
emphasizes the importance of individuals and social relations in organizational
life. Humans as members of organizations are the core of social organizations,
humans are involved in organizational behavior. Without humans, organizations
would not exist, therefore human factors in organizations must receive
attention and cannot be ignored as is the case with classical theories (Arni, 2011: 39). Based on the explanation above, it can be
interpreted that in an organization it is not merely that it only requires
regulations, bureaucracy, and division of tasks as outlined in the classical
approach, however, a more human approach to the organization also becomes very
important, because whatever is carrying out activities in the organization is
human. Therefore social relations or human relations within the organization
also have an important function in the smooth running of the organization as
mentioned in the human relations approach.
Regarding communication in this human relations
approach to the content of its communication stated that: "In human
relations organizations, task-related communication still exists, but it is
accompanied by communication that is attempted to maintain the quality of human
relations within the organization — maintenance communication" (Miller ,
2012: 51). (In human relations organizations, communication-related tasks still
exist, but this is accompanied by communication that seeks to maintain the
quality of human relations in the organization - maintenance of communication).
The explanation from the above quote can be explained as follows, namely the
human relations approach in organizations regarding the content of
communication, although there is a similar to the classical approach, namely
regarding communication that is intertwined because of a task in the
organization,
The direction of communication is also stated, that: "A
human relations approach does not eliminate this need for vertical information
flow but instead adds an emphasis on horizontal communication. As discussed
earlier in this chapter, human relations theorists believe that an important
aspect of need satisfaction is communication among employees, so interaction
that flows horizontally among employees is just as important as downward
communication in the accomplishment of organizational goals "(Miller,
2012: 52 ) (The human relations approach does not eliminate the importance of
vertical information flow but instead adds emphasis to horizontal
communication. As discussed earlier in this chapter, human relations theory
believes that an important aspect of satisfying communication needs between
employees, so interaction that flows horizontally between employees is as
important as decreasing communication in achieving organizational goals). The
explanation from the quote above is that the human relations approach in
organizations regarding the direction of communication is that the human
relations approach does not eliminate the need for information direction,
namely vertical communication from above, but adds to horizontal communication
as well. In the human relations approach, it is believed that communication needs
between employees also become an important aspect in addition to downward
communication in achieving organizational goals. The explanation from the quote
above is that the human relations approach in organizations regarding the
direction of communication is that the human relations approach does not
eliminate the need for information direction, namely vertical communication
from above, but adds to horizontal communication as well. In the human
relations approach, it is believed that communication needs between employees
also become an important aspect besides communication downward in achieving
organizational goals. The explanation from the quote above is that the human
relations approach in organizations regarding the direction of communication is
that the human relations approach does not eliminate the need for information
direction, namely vertical communication from above, but adds to horizontal
communication as well. In the human relations approach, it is believed that
communication needs between employees also become an important aspect besides
communication downward in achieving organizational goals.
The communication channel is also mentioned, that:
"In the human relations approach, in contrast, face-to-face communication
takes center stage. This channel of interaction allows for more immediate
feedback and more consideration of nonverbal cues. Thus, face-to-face
communication is more appropriate for addressing the human needs emphasized in
the human relations approach ”(Miller, 2012: 51). (In the human relations
approach, on the other hand, face-to-face communication becomes primary. This
mode of communication allows for more direct feedback interactions and also
nonverbal cues to be more numerous. Thus, face-to-face communication is more
appropriate to address the human needs emphasized in the approach human
relations). The explanation from the above quote is that the communication
channel is more face to face,
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Communication
style is also stated that: "A human relations organization is likely to want
to break down the differential status between managers and employees as a means
of satisfying social needs. Thus, it is likely that informal communication —
with less emphasis on titles, “business” dresses, and bureaucratized language —
will be emphasized (Miller, 2012: 53). (Human relations organizations want to
break the differential status or difference between managers and employees as a
means of satisfying social needs. So, more informal communication - by reducing
the emphasis on position). In the above quotation it can be explained that the
communication style is in contrast to the classical approach which is more
towards formal communication that takes into account the standards of
politeness and professionalism,
The approach of human resources communication content
carried out in the organization discussed in the form of tasks, social and
innovation of resources within members of the organization. Then regarding the
flow of communication in the approach of human resources according to Miller,
namely: "In a human resources organization, the goal is to encourage the
flow of ideas from all locations throughout the organization. Thus, in the
simplest sense, communication in this organizational approach will include all
directional flows — downward, upward, horizontal, and diagonal ”(Miller, 2012:
52). (In a human resource organization, the aim is to encourage the flow of
ideas from all locations throughout the organization. Thus, in the simplest
sense, communication in this organizational approach will cover all directions
of downward, upward, horizontal,
The communication channel uses all communication
channels. While the communication style according to the miller, namely:
"human resources organizations have the dual goals of enhancing
organizational effectiveness and fulfilling human needs. On the needs side of
the equation, an informal style is most likely to satisfy needs for
affiliation. On the organizational effectiveness side, an informal style will
also probably serve better than a formal one because employees will probably
feel more comfortable contributing in a relatively informal manner (Miller,
2012: 53). (Human resource organizations have the dual purpose of increasing
organizational effectiveness and meeting human needs. On the needs side of the
equation, informal styles are most likely to meet the needs of affiliates. On
the organizational effectiveness side,
This system approach views the organization as a
system in which all parts interact and each part influences the others. In this
approach, communication makes the system vital and alive. Because if a system
has to survive, then all the parts must be coordinated and all activities must
be synchronized, so that communication becomes important. Communication will
connect various parts with other parts and generate many new ideas (Masmuh, 2010: 43)
A cultural approach is an approach that views an
organization as a social or cultural unit. The cultural approach sees the
organization and its workers having the same set of values and goals (Masmuh, 2010: 43). In this cultural approach, culture in
organizations is considered as a tool to achieve organizational effectiveness.
However, members of the organization will not necessarily follow the culture
that is in the organization, members of the organization in acting to choose
based on their beliefs, values and processes. Therefore the organization must
have the ability to persuade its members to have similarities in matters that
exist in the culture of the organization. Thus the goals of the company /
organization can be realized effectively.
Critical approach is an approach that emphasizes the organisation's goal of raising voices that are marginalized
within an organization. In this critical approach the issues that arise as
mentioned by Katherine Miller (2012) are: (1) Certain social structures and
processes lead to fundamental imbalances of power, (2) These imbalances of
power lead to alienation and oppression for certain social classes and groups ,
(3) The role of critical theorist is to explore and uncover these imbalances
and bring them to the attention of the oppressed groups. It was stated that the
issues in critical theory involved (1) certain social structures and processes
caused an imbalance. (2) This imbalance of power causes alienation and
oppression for certain social classes and groups.
In the previous research, the approach used to see the
leadership organization's communication in conveying a policy or information to
subway using a top-down communication approach that refers to the concept of Clampitt, DeKoch, and Cashman in
Miller (2012: 185)which explains the top-down communication strategy. While the
research to be conducted by researchers is to see the leadership of
organizational communication in delivering a policy using the organizational
communication approach according to Miller, because researchers assume that the
delivery of policies is not enough to be seen just by looking at communication
from the top down, but it is necessary to look at also like the content of the
communication, communication channels and communication style.
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Process in organizational
communication
Communication is a very
important aspect for organizations that are developing and developing. For an
organization whose communication is not effective, it will have an impact on eg communication, making it difficult for the organization
to achieve its goals. Communication within organizations is distinguished for
external communication and internal communication (Haeruddin,
2006). Communication organization in principle is a form of activity carried
out by everyone who communicates in an organization. Usually communication
between leaders and subordinates, intercultural communication with colleagues
and subordinates of organizational communication with other organizations (Lesmana, 2006).
Communication in an
organization is an action carried out by one or more people with whom you
communicate how to send, receive messages, inform, make proposals, discuss to
produce feedback in generating understanding and general goals. Therefore,
organizational communication is inseparable from the existence of
interpersonal, interpersonal, small group, open communication or mass
communication behavior carried out by leaders and subordinates.
Communication organization is
the interrelationship in various development of messages conveyed through the
channel of the message source to the recipient of the message. Usually there
are parties in an organization as a source of information and recipients as
providers of information to produce effective organizational competence in
processing messages and channels as feedback and feed forward from the effects
of communication in advancing the organization (Spitzberg
and Cupach, 2009).
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Organizational
communication is a motive that causes people to communicate made consciously,
which involves a lot of interest in accordance with the effective use of
communication media resulting in effective organizational communication
inseparable from the existence of internal and external communication. Internal
communication can be done vertically, horizontally and diagonally. And external
communication is carried out through the provision of information, discussion
and collaboration which involves having a conversation using messages that are
easily understood (Reardon, 2007).
Internal organizational
communication is an activity that involves giving and receiving messages from
superiors to subordinates or other people, so that internal, vertical,
horizontal and diagonal communication. This form of communication varies
according to the form of organizational activities in carrying out effective
organizational communication. Naisbitt (2004) states
that internal organizational communication that is vertically a communication
command of actions, reprimands, praise and instructions of all activities to
achieve organizational goals are communicated. Internal organizational
communication, namely the horizontal communication law that mediates between
leadership, between employees and between work units in organizational
activities is discussed in order to achieve goals.
Understand the importance of internal communication organizations that involve subordinate elements of leadership, and work units as part of the communication material to be separate from the organization. Elements of effective communication from internal organizations in communicating organizational problems make it easier for these organizations to solve problems in achieving organizational goals (Rossy, 2008). Further communication for external organizations can be seen in the form of communication between organizational activities including the provision of information on feedback, cooperation and dialogue activities between organizational cultures. Nuhui (2005) states that organizational external communication between organizations in various feedbacks giving information is usually applied to provide materials or materials needed by each organization in facilitating the organization's current activities. In addition to this form of external communication working together in various interests to restructure and complete organizational activities that require individual organizations to mutually dialogue in advancing and solving organizational problems. Dimensions of organizational communication: first, external communication, members of the organization used for interactions with individuals outside your organization. External communication carries the message of the organization and the relevant organizational environment. External messaging systems are used to convey information from the organizational environment and to provide environmental information from the organization. And second, internal communication, message patterns are shared (Share) between members of the organization, human interactions that occur within the organization and between members of the organization. As organizations grow in size or complexity or spread beyond regions and time zones, this requires an internal communication program that helps build a team. This means that internal and external organizational communication is important in realizing how communication will be made within the organization to achieve organizational goals. human interactions that occur within the organization and among members of the organization. As organizations grow in size or complexity or spread beyond regions and time zones, this requires an internal communication program that helps build a team. This means that internal and external organizational communication is important in realizing how communication will be made within the organization to achieve organizational goals. human interactions that occur within the organization and among members of the organization. As organizations grow in size or complexity or spread beyond regions and time zones, this requires an internal communication program that helps build a team. This means that internal and external organizational communication is important in realizing how communication will be made within the organization to achieve organizational goals.
Organizational climate in
organizational communication
Organizational climate is one
of the things that plays an important role in the life of an organization.
Organizational climate consists of perceptions of organizational elements and
the influence of these elements on the organization. Redding (1972) states that
organizational communication climate as a quality of experience is the goal of
an internal organizational environment that includes perceptions of
organizational members' messages and message relationships with events that
occur within the organization.
According to the
organizational communication climate Soemirat et al
(1999: 85) is a function of activities that shows that members of the
organization to trust and provide freedom to take risks, encourage and give
responsibility in carrying out tasks, provide open and sufficient information
about the organization and listen attentively and get reliable and frank
information from member organizations. Climate communication organization in principle
is a form of activity carried out by everyone who communicates in an
organization. Usually communication occurs between leaders and subordinates,
intercultural communication with colleagues and subordinates of organizational
communication with other organizations (Lesmana,
2006).
The climate of communication
in an organization is an action taken by one or more people with whom you
communicate how to send, receive messages, inform, make proposals, discuss to
produce feedback in generating the same understanding and goals. Therefore in
climate communication organizations apart from the existence of non-personal
communication, interpersonal, small groups, open or mass communication behavior
carried out by leadership and subordinates.
Climate is a condition of
organizational communication relationships in various development messages that
are conveyed through the message source channel to the recipient of the
message. Usually there are parties in an organization as a source of
information and recipients as providers of information to produce effective
organizational competence in processing messages and channels as feedback and
feed forward from the effects of communication in advancing the organization (Spitzberg and Cupach, 2009).
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Organizational
communication is an objective climate condition of people who communicate made
consciously, which involves a lot of interest in accordance with the effective
use of communication media resulting in an effective climate of communication
organizations cannot be separated from the existence of internal and external
communication. Internal communication can be done vertically, horizontally and
diagonally. And external communication is done through the provision of
information, discussion and collaboration that involves the existence of talks
by using messages that are easily understood (Reardon, 2007).
According to Alo in Sedarmayanti (2018: 66-67), in the process of organizational communication, there are important components to consider, namely: Internal, external, top-down, bottom-up (vertical), horizontal, diagonal and network communication lines. Here is a picture of communication based on organizational structure.
Picture 1
Organizational Communication Based on Organizational Structure.
Information:
1.
Command line - vertical communication (the relationship between
superiors and subordinates).
2.
One work unit with similar tasks and functions.
3.
Vertical communication lines of responsibility (superior and
subordinate relationships).
4.
Horizontal communication (the relationship between two officials
who have the same position / level).
5.
One click unit (informal unit formed by relationships between
several people from different position levels.
6.
Diagonal communication (the relationship between two officials who
come from different work units and have different levels / positions).
The picture shows how the organizational
communication process follows the organizational structure with horizontal and
diagonal command lines of communication responsibility to accommodate relationships
between jobs that functionally require coordination. In organizational
practice, there are also two forms of networking, formal and informal networks.
Supporting and Limiting
Factors
There are four factors that
support and hinder organizational communication climate according to Higgins
(1994: 477-478), namely leadership, human behavior, work groups and external
organizations. Further details are described as follows:
Basically every action taken
by organizational leadership in the communication climate influences several
things such as rules, policies and procedures relating to organizational
problems related to personnel issues, the distribution of rewards,
communication styles, ways used to motivate, techniques and disciplinary
actions , interactions between management and groups, group interactions,
attention to the problems that human resources have over time, as well as the
need for human well-being and satisfaction.
Human behavior affects the
organizational climate through the communication personality displayed,
especially the needs and actions taken to meet those needs. Communication
between human resources plays an important role in shaping the climate. The way
a person communicates determines the degree of success or failure of human
relations. Based on a person's normal style of life or regulating something, it
can add to it being a positive climate or it can also reduce to being negative.
Working groups, in this case
there are special needs for most people in terms of friendly relations, a requirement
that is often satisfied by groups in organizations. The group develops in two
ways namely formally, especially in working groups and informal groups as
friendship or mutual interest.
The influence of the external
organizational communication climate views the state's economic organization as
the main factor influencing the climate. As pressure to increase profits,
government policy in setting rules and determining wages.
Theoretical Framework
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Based on the
explanation of the previous theory, the conceptual framework as a way to
describe the things that are the focus of thought in this study. In principle,
there are two things that are the focus of organizational studies and
organizational communication. Referring to the theory postulated by Effendy (2009:
66) which states that the success of an organization is determined by the
ability of each individual to communicate their activities in achieving goals.
The most important communication in an organization includes internal and
external communication.
Forms of organizational communication are grouped into two internal and external organizational communications. Internal organizational communication is communication that occurs in the organizational communication environment including vertical, horizontal and diagonal communication. Communication of external organizations in the form of providing information, collaboration and dialogue with various parties from one organization by another organization. Increasingly intensive and active from each party that carries out organizational communication, provides a close relationship with an increasingly conducive and profitable corporate climate. This is a consideration to see whether real organizational communication is implemented by each party involved and see the relationship between organizational communication. On the basis of this conceptual framework, the researchers pour as follows :
Figure 2
Framework
Method
The approach used in this study is a qualitative approach, a qualitative approach that is an approach as a research procedure that produces descriptive data in the form of written or oral words from people and observable behavior (Moloeng, 2002). While this type of research uses descriptive research, which describes or analyzes a research result but is not used to make broader conclusions (Sugiyono, 2009). The subject of this research was conducted at the government in Indonesia. The type of data used in this study is primary data is data collection is done by direct interviews with competent authorities.
In determining the research subject is preceded by the determination of key informants, paving the way for this research. Key informants are people who have the most authority in determining the policies that must be implemented in connection with organizational communication in the climate of governance in Indonesia. The person who is the main key to get primary data, because with the consideration that the person who made the key informant is more aware of the problem being examined. Furthermore, key informants assist researchers in determining predetermined research subjects, because key informants know more people who can provide the data needed by researchers to discuss problems in this study. In this study, to analyze the data collected using qualitative data analysis techniques.
results
and discussion
Organizational communication
is applied to the Indonesian government through vertical, horizontal and
diagonal communication. In principle, vertical communication made to the
government in Indonesia is communication between leaders and subordinates of
work units, in the form of messages, orders, reprimands and solutions. The
principle is applied to horizontal communication between leaders and
subordinates of work units, in the form of communication based on work
activities that are input, processing and output that have been communicated.
While the principles applied to diagonal communication are carried out by
involving all elements of the communication organization to solve
organizational problems through the organization of internal communication.
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The vertical
implementation of communication organizations from several activities carried
out by the head of work units and subordinates to be communicated through
messages, orders, solutions and various strikes carried out by work units and
their subordinates. Leadership calls on all work units and staff to communicate
issues that are relevant to the implementation of basic tasks and functions.
The results of horizontal
internal organizational communication between leaders, work units and
subordinates are implemented on target. For this reason, leadership in
directing subordinates or employees can design activity plans as guidelines in
carrying out tasks, distributing and giving instructions for the implementation
of subordinate tasks so that their implementation runs smoothly. Further
distribution and instructions on the implementation, monitoring, supervision
and evaluation of the implementation of tasks and activities of subordinates.
Further communication for
internal organizations diagonally is applied by involving all elements in
various activities and work programs. Dioagonal
organizational communication as the implementation of the implementation of
basic tasks and functions of each unit as communicated to each work unit leader
and subordinates to support the task.
Horizontal internal
organizational communication has been applied by conducting communication that
involves the leadership of the work unit in instructing each range of commands,
especially those relating to the implementation of basic tasks and functions to
carry out various programs and activities involving each work unit.
Diagonal internal
organizational communication has been applied to communicate with all elements
of the organization ranging from leadership, work units and subordinates to
communicate various matters relating to the implementation of the tasks and
functions of each work unit. This communication is carried out to assist the
implementation of tasks carried out by the head office and other work units.
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The
implementation of organizational communication policies has been applied
vertically, horizontally and diagonally. The implementation of vertical
communication is implemented through work development, which is vertically
communicated namely program implementation, improvement and improvement of
facilities and infrastructure. Understanding organizational internal
communication basically understands how organizational communication is carried
out in delivering messages and receiving messages involving elements that
communicate within the organization, leadership, work teams and subordinates.
Internal organizational communication involving
leadership, work units and subordinates, vertically is a source of
communication messages given by the leadership to the work unit, then managed
by subordinates to produce information messages, orders, reprimands and
solutions in carrying out organizational activities. The following internal
organizational communication schemes are displayed vertically below :
Figure 3
Vertical internal organizational communication
Internal organizational
communication applied by each element of the organization is a concern and
consideration in order to understand the significance of communication applied
in an organization. Internal communication that is established is very
effective, making it easier for every element in the organization to achieve
progress and achieve goals. Effective internal organizational communication,
i.e. all components of organizational involvement ranging from leadership,
subordinate work units to each other in providing information and managing
messages to achieve goals. Means of organizational communication are important
instruments for organizational success.
The success of an
organization is inseparable from the importance of the organization's external
communication applied. The application of external communication is built on
the existence of reciprocal communication. External communication is manifested
as a form of providing reciprocal information, cooperation and organizational
dialogue activities. In managing an organization a leadership action is needed
to take policy in communicating with external parties or external
organizations. This is intended to build an active communication relationship
between two or more organizations that communicate. Realization of external
organizational communication that communicates more than one form of interest
or needs of one organization with other organizations.
In principle, an organization
that has active communication with other organizations to exchange information,
establish cooperation and dialogue will be able to solve problems together.
Image of an external organizational communication, namely the effective
interests, cooperation and objectives to be achieved. Through communication
between organizations will result in the achievement of goals based on
interests and needs. DeVito (2011) states that communication channels are
important for organizations to achieve organizational goals. This means that an
organization that implements external organizational communication is basically
based on three aspects that will be achieved, namely: 1) communicating to
achieve interests, 2) communicating with leaders, and 3) communicating to
achieve goals.
Organizational success based
on organizational external communication always gives priority to the formation
of effective communication through the exchange of information between
organizations, behaviors or partnerships in various affairs or programs as well
as conducting discussions through dialogue or simulations to solve differences
between organizations.
Through external
organizational communication, each component of the work unit of the
organization, leaders and subordinates, is able. Effective communication is
communication through cooperation between the two organizations that is
maintained based on the existence of intensive, progressive, transparent and
accountable communication. External organizational communication is often carried
out by several organizations, such as interfaith dialogue in organizational
activities. This dialogue communication activity can be done through
communication between leaders, between work units and between subordinates or
can be done en masse through seminars, meetings, or matters relating to the
need to communicate the two organizations that are usually carried out
according to the Agreement.
Management often has problems not communicating
effectively. When effective communication is very important for managers, there
are at least two reasons, first, communication is the process by which
management functions ranging from planning, organizing, directing and
monitoring can be achieved; Second, communication is an activity where leaders
spend a large proportion of their time
conclusion
Conclusion
Based on the results of research
and discussion, it was concluded that the organizational communication
practices applied to the Indonesian government had been communicated by the
head with the work unit and subordinates in carrying out the basic duties and
functions in assisting the leadership task. The application of organizational
communication to create an organizational climate is applied vertically,
horizontally and diagonally by the head of the work unit and innate in the
organization to carry out the policies, basic tasks, and functions assigned.
The implementation of the
communication policy of government organizations in Indonesia cannot be
separated from supporting and hindering factors. This factor is a factor of
leadership, resource behavior, work groups and external organizations. Being a
supporting factor, if the leadership continues to communicate each program and
activity to subordinates, employees as a means of communicating with each other
for the smooth running of tasks, so that the work groups can coordinate with
each other and always have good communication with various stakeholders outside
the organization. Be a barrier when leadership, employees, work groups and
external organizations show an attitude of individualism, not communicating
with each other in the implementation of activities in an organization.
Suggestion
In the context of
implementing communication policies of government organizations in Indonesia,
researchers provide suggestions that they need to be improved and the
application of organizational communication to avoid mistakes in communicating
policies and implementing their respective basic tasks to create a conducive
communication climate for government organizations.
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Need to be
improved and maintain an understanding of the importance of communication in
government organizations in Indonesia in order to carry out programs and
activities that have been communicated, vertically, horizontally and
diagonally. And this paper is a reference for further researchers regarding
organizational communication in other research objects.
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