1. Semester 1 Sesi 2015/2016 SUBJEK:
KEMAHIRAN KOMUNIKASI DALAM ORGANISASI
(Organisational Communication Skills)
KOD KURSUS:
PJJ
KOC 3433
KREDIT: 3
Pensyarah:
Dr. Nurul Ain Binti Mohd Hasan

2. OBJEKTIF KURSUS Pelajar dapat:-
Menghuraikan konsep dan falsafah komunikasi dalam organisasi;
Merungkai masalah yang dihadapi dalam komunikasi keorganisasian;
Menghasilkan strategi komunikasi untuk penyelesaian masalah organisasi; dan
Mencari dan juga mengurus maklumat yang sesuai untuk amalan komunikasi keorganisasian.

3. SINOPSIS KURSUS Kursus ini merangkumi perbincangan tentang:
komunikasi asas dan konsep organisasi;
trend pengurusan organisasi dan perkaitannya dengan komunikasi;
komunikasi formal dan tidak formal dalam organisasi;
jaringan dan komunikasi;
kepemimpinan organisasi dan perkaitannya dengan komunikasi;
halangan komunikasi dalam organisasi;
aktiviti komunikasi dalam organisasi
motivasi pekerja;
pengendalian mesyuarat;
penulisan laporan dalam organisasi

4. PENILAIAN KURSUS Tugasan: 60% Tugasan 1: 20% Tugasan 2: 40%
Peperiksaan akhir semester: 40%
Jumlah: 100%

5. TUGASAN 1: 20% Movie Review:
Choose a movie that involves characters acting in an organisation.
Choose three (3) topics from the topics in course synopsis (in slide 3).
Relate some parts of the movie to the topics you have learned in this course.
In the report, include these elements below. You can add other elements that are suitable too:
Intro – describe the movie
Topic 1 (based on the course synopsis) – describe why you can relate this topic with the movie. Include journal articles to support your arguments and discussions.
Topic 2 - same as above
Topic 3 – same as above
Conclusion

6. TUGASAN 2: 40% 1. Choose an organisation
2. Study the organisation’s chart
Answer questions such as:
a. What is the features of the organisation?
b. What is the organisation’s structure based on the company’s annual report and website.
3. Interview one or more corp comm/marcomm/PR practitioners of the organisation.
Try to explore:
a. The communication processes of the organisation
b. The styles of communication among employees and the top management
c. Issues about an organisation
d. Compare the information you get from the employee/s with the organisational structure and chart from the annual report/website.
*Discuss according to what you have learned from this course.

7. Format for both assignments:
Report cannot exceed 20 pages not including references.
Double spacing
References must be listed at the back
Submit your assignments by to
Tugasan 1 – dateline to submit is 4 Oct
Tugasan 2 – dateline to submit is 29 Nov

8. PEPERIKSAAN AKHIR SEMESTER
1. Soalan adalah berdasarkan tajuk sinopsis kursus
2. Format peperiksaan: Dalam bentuk objektif
3. Penilaian: 40%

9. Saya boleh dihubungi melalui:
Hp:
ATAU
Datang ke Bilik Pensyarah:
Tingkat 1, Blok B, FBMK

10. Week 1: Intro Communication Model
1. Shannon’s model = the grandfather of many other communication model after him.
One of the earliest models of communication that was introduced to the communication subject was created by Claude Shannon.
It was created in 1948.
Many communication models were based on this model.
In this model:
i. Source (sumber yang menyampaikan maklumat)
ii. Encode (sumber menhantar maklumat melalui transmitter, e.g. devices such as, microphones, phones, computers)
iii. Noise (halangan-halangan yang menyebabkan mesej tidak sampai atau tidak tepat)
Iv. Decode (pentafsiran berlaku di sini)
v. Receiver (penerima maklumat)
Source
Sumber
Encode
Decode
Receiver
Penerima
Noise

11. 2. Lasswell Model
- This model was created by Harold Lasswell. He was a Political Scientist.
- This model is most used in mass communication.
-This model suggests that the communication involves these 5 elements:
“who says what in which channel to whom with what effect”
i. Who (sumber yang menyampaikan maklumat)
ii. Says what (maklumat yang diperkatakan)
iii. In which channel (perantara yang digunakan)
iv. To whom (khalayak)
v. With what effect (kesan & pengaruh maklumat dari media massa kepada pembaca, pendengar & penonton)
Who?
Siapa?
Says what?
Bercakap apa?
In what channel?
Melalui saluran apa?
To whom?
Kepada siapa?
With what effect?
Kesan
Apa?

12. The pyramid of communication networks
Level of communication process society-
wide networks
(e.g. mass communication)
organisational
(e.g. political system
or business corporation)
Intergroup or association
(e.g. local community)
Intragroup (e.g. family)
Interpersonal (e.g. couple)
Intrapersonal (e.g. processing information)

13. So….
Based on the pyramid of communication networks, a business organisation is just ONE among the many levels of processes of communication.

14. Definition of Organisational Communication
The process of:
Creating messages (mewujudkan mesej)
Exchanging messages (bertukar-tukar/perkongsian mesej)
Interpreting messages, correctly or incorrectly (tafsiran, samada betul atau salah)
Storing messages (penyimpanan mesej)
Messages – information that is communicated in a system of human interrelationships (either written or spoken language)
Various interpretations occur.
Misunderstandings

15. Why ‘misunderstandings’ (salah faham) occur in an organisation?
1. More employees in an organisation (bertambahnya ahli di dalam sebuah organisasi). For example: changes in organisational structure, more levels on top of you.
2. Cultural differences (perbezaan budaya)
3. Age differences (perbezaan umur)
4. Gender differences (perbezaan jantina)
5. Religious & value differences (perbezaan agama dan nilai)
6. Power struggles (perjuangan kuasa samada di antara boss & staf bawahan atau sesama pekerja)
7. Emergence of sub cultures in organisations (dalam sebuah organisasi, akan timbulnya kelompok kecil)
8. Competition among employees (persaingan untuk mengekal status & imej di dalam organisasi di antara pekerja)
9. Increased use of impersonal communication media - for example: communicating messages through instead of face-to-face communication.

16. Features in an Organisation Ciri-ciri Organisasi
According to Thomas Crane (1998), the new organisational structure is getting flatter, NOT taller. A tall structure is ‘old fashion’ but still exists.
There are four organisational features (ciri-ciri organisasi):
Organisational structure:
Traditional style organisation – hierarchical, tall structure in an organisation
Sample below taken from :

17. b) Modern organisation - Decentralised, flat organisation structure
Sample below taken from:

18. Sample taken from - http://jasbedi.files.wordpress.com/2011/06/blog2.jpg

19. 2. Climate (work environment):
Traditional organisation – authoritative (kebiasaan komunikasi sering satu hala)
Modern organisation- coaching & empowering (sering memberi dorongan dan motivasi kepada pekerja)
3. Competition:
Traditional organisation – local & national
Modern organisation – local, national & global
4. Communication flow (aliran komunikasi):
Traditional organisation – Top down
Modern organisation – Multidirectional & complicated (staf akan berkomunikasi dari beberapa arah & lebih rumit)

20. COMMON CHARACTERISTICS IN AN ORGANISATION (SIFAT-SIFAT YANG BIASA DIDAPATI DI DALAM SEBUAH ORGANISASI)
Systems
Every part in an organisation works together to function effectively
IF one part stops functioning, all parts WILL NOT function properly or effectively
Organisation is inter-related & interdependant
a) inter-related – tingkah laku sesebuah organisasi saling berkaitan
b) interdependent – saling memerlukan antara satu sama lain
EXAMPLES: The functioning of a computer; If an organisation has no accountant or marketer who is good at his or her role, can the organisation function effectively?

21. Categories of systems:
Open systems
This type of systems in an organisation deals more with outside publics
Employees in this organisation require high level of communication skills
Closed systems
This type of systems in an organisation has little communication with outside publics.
Employees in this organisation require low level of communication skills

22. 2. Rules
Formal rules: Written rules in an organisation that are unchangeable (tidak boleh berubah)
EXAMPLES: Mission, vision, company policy & procedures
Mission (Misi) statement:
the personality of your organisation
An interesting description of what your organisation does
Mission is the present description of your organisation (misi organisasi anda buat masa ini)
EXAMPLES: “Walt-Disney – To make people happy”
ii) Vision (visi) statement:
How you foresee (meramalkan) & expect your organisation in the future?
What are the things you as an organisation strive (berusaha) to become
EXAMPLES: “Walt-Disney – We strive to be No. 1 in making customers happy through laughter and feel-good shows for many years to come”

23. b) Informal rules: Written rules in an organisation that are always changing (selalu berubah)
EXAMPLES: Dress codes; training modules.
3. Roles: Jawatan masing-masing di dalam organisasi
Every employee has assigned duties
EXAMPLES: technicians are assigned because they can perform technical work; marketing officers are assigned because they can market procedures and series; public relations officers are assigned to help present a good image and reputation for the organisation.. etc..

24. 4. Hierarchy
Organisational structure:
Tall organisation
Flat organisation
5. Norms (Norma)
Norms are established patterns or standards accepted by most members of the organisation that are not written in as a formal rule – Pertubuhan corak dan rentak gaya yang diterima oleh ahli organisasi yang tidak ditulis tetapi di terima sebagai norma organisasi.
What is assumed “right” and what is “wrong” without the need for black & white written agreement - perbuatan yang dianggap sebagai betul atau salah tanpa memerlukan bukti atau perjanjian hitam putih.

25. 6. Similarity (persamaan)
Organisations often strive for unity – Sebuah organisasi secara kebiasaannya akan sentiasa berusaha untuk membina perpaduan di kalangan ahli di dalam organisasi.
According to Richmond, McCroskey & McCroskey (2005, p. 7) –
“The more similar two communicators are, the more likely they are to interact with one another, and the more likely it is that their communication will be successful”.
What will happen when there is NO SIMILARITIES?
When a member in an organisation is faced with difficulty in communicating, a member MUST find ways to find similarities.
IF NOT, communication will not be effective, and tasks will not be accomplished properly.

26. 7. Status
Formal status: status of an employee is officially stated on paper
EXAMPLE: As written in their job title/job description.
Informal status: status of an employee is based on unwritten statement
EXAMPLES: A person who has been working in an organisation for a very long time, he may have a better work space, better computer than, better parking space.
8. Networks
Networking is important in order for any employee to survive in an organisation
EXAMPLE: make sure you know who is who in the organisation before you start gossiping or complaining.

27. 9. Organisational culture
Every country will have different organisational culture.
Every employee will bring a different culture to an organisation but learn to adapt to new culture in organisation
The same with your organisation – every member will bring a different culture.
YOUR CHALLENGE is HOW DO YOU DEAL WITH THESE DIFFERENCES IN CULTURE? Bagaimanakah anda mengatasi perbezaan budaya di kalangan ahli kumpulan anda?

28. FUNCTIONS OF COMMUNICATION IN ORGANISATION FUNGSI KOMUNIKASI DI DALAM ORGANISASI
6 important functions to remember in organisation:
The informative function:
To inform employees what to do with their roles in the organisation
Introduce to employees their job scope (skop jawatan pekerja)
This is important so that they can do their job effectively
It is a job usually done by a leader, a CEO, OR your boss.
2. The regulative function:
To inform employees about the rules in an organisation
Informing about regulations (peraturan) of the organisation.
This is important so that an employee will know what to do and not to do.

29. 3. The intergrative function:
This function is focused on working together to get work done.
delegating tasks for each employee (bekerjasama menyelesaikan project atau assignment)
EXAMPLES: Work assignments, group projects, problem solving activities.
4. The management function:
Strengthening relationships with employees
Need high level of interpersonal skills in communication.
Getting to know employees to understand employees

30. 5. The persuasive function
The idea to use this function is to influence an employee to get a work done properly.
If you have a good relationship with your staff members, you will see better results in your work.
If you like your boss, you will want to do a good job for your boss right??
6. The socialisation function
This is the most important function in an organisation
A new employee will need to know who to talk to, who not to talk to, who to trust, who you should not complain to, who is the cool employee, who is the boring one, who is your friend.
This is VERY IMPORTANT to survive in an organisation!

31. Week 4 In this lecture you will learn:
Three major approaches in management/ Tiga era utama dalam pengurusan:
1.1. Classical approach in management / Era pengurusan klasik
History/ Sejarah
Henri Fayol’s Theory/ Teori Henri Fayol
Max Weber’s Theory/ Teori Max Weber
Frederick Taylor’s Theory/ Teori Frederick Taylor
Communication in the classical approach/ Komunikasi dalam era klasik
1.2. Human relations approach in management/ Era pengurusan perhubungan manusia
Maslow’s Hierarchy Theory/ Teori Hierarki Maslow
Herzberg’s Motivation-Hygiene Theory/ Teori Motivasi-Hygiene Herzberg
McGregor’s Theory X and Theory Y/ Teori X dan Teori Y McGregor
Communication in the human relations approach/ Komunikasi dalam era perhubungan manusia
1.3. Human resources approach in management/ Era pengurusan sumber manusia
Blake and Mouton’s Managerial Grid/ Blake dan Mouton pengurusan bergrid
Likert’s system IV/ Sistem IV Likert
Ouchi’s Theory Z/ Teori Z Ouchi
Communication in human resources approach/ Komunikasi dalam era sumber manusia

32. An explanation of HOW or WHY something occurs.
What is a theory?
An explanation of HOW or WHY something occurs.
Satu penjelasan untuk memahami Bagaimana atau Mengapa sesuatu fenomena atau benda berlaku
Roles of Communication Theory in Organisation
To describe how communication occurs/
Untuk menggambarkan bagaimana komunikasi berlaku
To explain why communication occurs/
Untuk menjelaskan mengapa komunikasi berlaku
To predict what can or may happen/ Untuk meramalkan apa yang boleh atau mungkin berlaku:
Especially when misunderstanding occurs/ Terutama apabila salah faham berlaku
To make sure you get the job done! / Bagi memastikan kerja dilakukan!
To control a situation or problem in communication/ Untuk mengawal keadaan atau masalah dalam komunikasi

33. What is Organisation Theory?
As an overview, an organisation as a theory is:
A study of structure and design of an organisation
Organisation is also a ‘life’ with complexities
Organisation can develop its own personality depending on who is in the organisation – we call that an organisation’s culture
Organisation is NOT static, it is adaptive – according to the environment or culture:
e.g: New employees come into an organisation, you adapt or the new employee adapts to you;
technology changes, your organisation adapts;
A public is not happy with your organisation, you adapt and make changes; Foreign companies adapt to the society they are operating in –
e.g. KFC or McDonalds – Halal food in Malaysia, McDonalds in Japan – serves sushi, Halal McDonalds mushrooming in Australia- growth of Muslim population in most cities in Australia.
*A theory in organisation will be based on these four factors above.
Satu kajian struktur dan reka bentuk sesebuah organisasi Organisasi adalah juga seperti ’kehidupan' dengan penuh kerumitan Organisasi boleh membina personaliti tersendiri bergantung pada yang dalam organisasi - kita panggil bahawa budaya organisasi
Sesebuah organisasi bukannya statik, ia boleh dianggapkan sebagai suatu kehidupan yang kita lalui setiap hari. Dalam kehidupan kita, penuh dengan masalah dan kerumitan. Organisasi juga begitu. Ia adalah penyesuaian mengikut persekitaran atau budaya:
Organisasi juga ada personaliti sendiri.
Adapt – menyesuaikan diri anda.

34. 1.1. Classical approach in management/ Era pengurusan klasik
History
Classical approach began in the 19th century in America & Europe (abad ke-19) – (beginning from )
This century is known as the ‘industrial revolution’ era – (era revolusi perindustrian)
The industrial revolution era is a time when there is a mass production (pengeluaran produk adalah secara besar-besaran)
The economic development of American and European businesses in this century is focused on focused on industrial production. (Perkembangan dari segi ekonomi di Amerika Syarikat & juga di negara2 Eropah pada abad ini tertumpu kepada perindustrian.)
Pada revolusi perindustrian, pendekatan pengurusan adalah bertumpukan kepada pengeluaran produk secara besar-besaran. Perkembangan dari segi ekonomi di Amerika Syarikat & juga di negara2 Eropah pada abad ini tertumpu kepada perindustrian.

35. 1.1. Classical management approach (cont..)
Humans are the machine & technology wasn’t as efficient

36. 1.1. Classical management approach (cont..)
Classical approach is similar to the function of a machine/ Fungsi Era Pengurusan Klasik adalah serupa seperti fungsi sebuah mesin
Cth: Bayangkan fungsi engine kereta atau motherboard sebuah komputer
Every part (employee and role) in the organisation has:
Specialisation (pengkhususan) – Every part of an organisation has its function; similar to a machine.
Standardisation (setiap bahagian adalah standard) – Every part of an organisation is similar which means it is replaceable; similar to a machine.
Predictable (boleh diramal) – Always the same outcome; similar to a machine.

37. 1.1. Classical management approach (cont..)
b. Henri Fayol Theory
Father of modern operational-management theory
He is a French industrialist (seorang usahawan dari Perancis)
There are two aspects of management in his theory :
Elements of management (unsur-unsur pengurusan):
Planning – Tumpuan di sini adalah untuk menentukan cara terbaik untuk mencapai matlamat & masa depan organisasi
Organising – Tumpuan adalah dari segi susunan sumber manusia dan penilaian pekerja-pekerja
Command - Menetapkan tugasan pekerja bagi memenuhi matlamat organisasi
Coordination – Setiap tugas perlu memenuhi matlamat organisasi supaya ada harmoni yang boleh menyatukan organisasi
Control – Matlamat organisasi & aktiviti pekerja perlu berfungsi selari dengan perancangan organisasi

38. 1.1. Classical management approach (cont..)
1. There are four (4) major principles of management in this era:
1. Principles of organisational structure (there are 6):
1.1 Scalar chain: struktur hierarki menegak & komunikasi bergerak dari atas ke bawah atau bawah ke atas.
1.2 Unity of command: pekerja hanya menerima arahan tertentu daripada hanya satu penyelia/pengurus
1.3 Unity of direction: arahan dari atas adalah sehala sahaja
1.4 Division of labour: pekerja memegang tugas yang khusus
1.5 Order: setiap pekerja mempunyai jawatan dan tugas masing-masing dan tidak akan berubah.
1.6 Span of control: Kuasa pengurus adalah terhad kepada pekerja di bawahnya.
Chain- rangkaian

39. 1.1. Classical management approach (cont..)
2. Principles of organisational power (there are 3):
2.1 Centralisation: Keputusan pengurusan adalah berpusat/central.
2.2 Authority and responsibility: Kuasa pengurus kepada pekerja adalah berasal daripada jawatan yang dipegang di dalam organisasi itu (seniority) & ciri-ciri peribadi pengurus (cth. Pengurus yang berwibawa adalah pengurus yang pandai memerintah & mengawal pekerjanya).
2.3 Discipline: Prinsip ini mencadangkan bahawa semua ahli organisasi perlu taat kepada peraturan organisasi

40. 1.1. Classical management approach (cont..)
3. Principles of organisational reward (there are 3):
3.1 Remuneration of personnel: ganjaran diberikan kepada pekerja berdasarkan gaji dan faedah (benefits).
3.2 Equity: ganjaran diberikan kepada pekerja secara adil (if you do work, you’ll get paid, if you don’t do work, you won’t get paid)
3.3 Tenure stability: pekerja diberi masa yang cukup untuk mempelajari pekerjaannya bagi mencapai kestabilan tempoh bekerja.

41. 1.1. Classical management approach (cont..)
4. Principles of organisational attitude (there are 3):
4.1 Subordination of individual interest to general interest: Prinsip ini mengutamakan matlamat organisasi lebih daripada matlamat pekerja.
4.2 Initiative: Pekerja perlu dinilai dari segi sejauh mana pekerja sanggup bekerja demi organisasinya.
4.3 Esprit de Corps: “all for one, one for all” – the 3 musketeers – setiap pekerjaan yang dibuat adalah demi organisasi sahaja/ berat sama dipikul, ringan sama dijinjing.

42. 1.1. Classical management approach (cont..)
What is bureaucracy/ birokrasi?
a. Bureucracy is a very technical way of managing an organisation/ satu cara pengurusan yang sangat teknikal
b. Bureucracy is a very systematic way of management/ satu cara pengurusan yang mengutamakan pengurusan yang sangat sistematik
c. Bureaucracy is to control, to promote authority in an organisation/ cara pengurusan ini sangat menggalakkan pemegangan kuasa dari peringkat atasan.

43. 1.1. Classical management approach (cont..)
c. Max Weber’s Theory of Bureaucracy
He is known as the ‘Father of Bureucracy’/ Beliau dikenali sebagai ‘Bapa Birokrasi’
His idea of management was introduced the same time as Henri Fayol – in the same century – ideanya mula berkembang pada abad ke-19
It is also known (at that time) as an ‘ideal type’ theory – pada masa itu, jenis pengurusan ini dianggap sebagai pengurusan yang perlu dicontohi

44. 1.1. Classical management approach (cont..)
According to Weber, bureaucracy involves:
Clearly defined hierarchy – pengutamaan hirarki/piramid structure/ tall structure
Division of labour – pembahagian tenaga pekerja yang ketat. Setiap jawatan dan tugas perlu disiapkan oleh pekerja seorang. No team work.
Centralisation – keputusan & kuasa adalah berpusat. – look at a pyramid from above. It’s central in which everyone focuses to do work to achieve only one goal – profit!
Closed systems – Sistem-sistem dalam sebuah organisasi bersifat tertutup.
Importance of rules – Mengutamakan peraturan organisasi
Functioning of authority – Mengutamakan fungsi kuasa dari peringkat atasan samada traditional authority, charismatic authority & rational-legal authority.

45. 1.1. Classical management approach (cont..)
Weber gives full attention to the ‘Functioniong Authority’ aspect (there are 3 aspects):
i. Traditional authority – hanya seorang yang memeluk kuasa organisasi itu, semua hanya perlu menerima arahan daripadanya.
ii. Charismatic authority – Pekerja mengikut arahan daripada seorang pemimpin organisasi yang berwibawa. Pengurus disanjung tinggi sebagai pengurus kerana personalitinya.
iii. Rational-legal authority – Kuasa bergantung kepada kepakaran dan rasional yang membentuk peraturan dan norma organisasi.

46. 1.1. Classical management approach (cont..)
c. Frederick Taylor’s Theory of Scientific Management
Taylor’s idea of classical management approach is focused on ‘micro’ level of organisational functioning/ Dalam era klasik pengurusan, Taylor mengutamakan fungsi ‘micro’ organisasi.
This means, unlike Fayol & Weber, Taylor does not care about the organisational structure/ Idea klasik Taylor tidak serupa dengan idea Fayol & Weber, di mana, beliau tidak mengutamakan struktur organisasi.
He cares about the relationships between manager and employees/ lebih mengutamakan perhubungan di antara pengurus & pekerja secara sistematik.

47. 1.1. Classical management approach (cont..)
Taylor found that Fayol’s and Weber’s theories in management created problems because:
Uneven quality of work - Most of the workers in this time were hired as newcomers and will learn from their seniors. The seniors will be more efficient and the newcomers will be slower in their jobs.
Systematic soldiering – In this century, organisations focus on productivity. This means, if employees can achieve more productivity, the manager will lower the pay per item of production.
Resulted in employees trying not work harder so that productivity level will remain the same so that they will keep a high pay!
Cth: RM1/ brick = employees have to target for 100 bricks
IF one employee can produce 200 bricks, the pay will be lowered
50 cents/brick = all employees will have to target 200 bricks!

48. 1.1. Classical management approach (cont..)
According to Taylor, in order to solve these problems, he created the idea of scientific management/ Sebagai jalan penyelesaian, Taylor mencipta idea pengurusan saintifik:
Time and motion studies – Hanya satu cara untuk mengendalikan pekerjaan yang telah ditetapkan oleh pengurusan secara saintifik
Cth: Pekerja harus mengikut garis panduan bagaimana pekerjaan itu dibuat dan tidak boleh melebihi garis panduan atau kurang dari panduan tersebut. Pekerja dianggap seperti robot.
ii. Proper selection of workers – pekerjaan harus bersesuaian dengan kebolehan pekerja.
iii. Importance of training workers – Latihan perlu mengikut garis panduan yang telah disediakan.
Basic difference between management and workers -
jawatan pengurus = berfikir, merancang, mentadbir
jawatan pekerja = tenaga buruh, bertukang, pekerja tidak boleh memberi pendapat

49. 1.1. Classical management approach (cont..)
e. Communication in the classical approach
Content of communication
Task-oriented/ tertumpu pada tugas masing-masing
Direction of communication flow
Vertical (downward)/ Menurun
Mode/ Channel of communication
Usually written/ Kebiasaannya ditulis
Style of Communication
Formal

50. 1.1. Classical management approach (cont..)
Taylor’s idea of management is focused on NO social interaction among employees.
Employees have to only WORK, WORK, WORK.
So, what happened to the employees????
Employees began to strike back.
They were not happy with his way of management in an organisation.

51. 1.1. Classical management approach (cont..)
Beaurocrocy still exists today!
In what way?
Can you think of a place or organisation anywhere in the world that is following the classical management approach, in today’s society???
CHINA
INDIA
VIETNAM
THIRD WORLD COUNTRIES
MILITARY ORGANISATIONS
GOVERNMENT ORGANISATIONS?

52. 1.2 Human Relations Approaches
History
Due to the many problems with the classical approaches in the 19th – the early 20th century, workers were very unhappy which resulted in public outcry for fair treatment in the workplace/Pendekatan klasik dalam abad ke-19 hingga awal abad ke-20, telah menimbulkan rasa tidak puas hati di kalangan pekerja.
What workers want is to be able to have a VOICE/ Pekerja ingin menyuarakan pendapat.
Not treated like a robot/ pekerja tidak mahu di anggap sebagai robot
In , the Hawthorne studies began, whereby, many researchers began to find ways to improve efficiency in the workplace and keep workers happy/ kajian Hawthorne muncul, di mana, ramai penyelidik mula mencari jalan untuk meningkatkan kecekapan di tempat kerja sambil memastikan pekerja berpuas hati.

53. 1.2 Human Relations Approaches
b. Maslow’s Hierarchy of Needs Theory
Created by Abraham Maslow
He suggested that humans are motivated by five (5) basic needs:
Need level
Example of Need Satisfaction in Organisation
Level 5: Self-actualisation
Work allowing the exercise of creativity
Level 4: Esteem
Internal: Rewarding work
External: Bonus pay
Level 3: Affiliation
Social relationships with co-workers
Level 2: Safety
Physically safe working conditions
Level 1: Physiological
“living wage” to allow purchase of food, clothing

54. 1.2 Human Relations Approaches
c. Herzberg’s Motivation-Hygiene Theory
Developed by Frederick Herzberg in the late 1950s/ dicipta oleh Frederick Herzberg pada tahun 1950-an
Expanded in the 1960s and early 1970s/ Berkembang pada tahun 1960-an dan awal tahun 1970-an.
It based on two factors:
i.Hygiene factors – clean working environment, good salary, good boss
Faktor kebersihan - persekitaran kerja yang bersih, gaji yang baik, bos baik.
ii. Motivation factors – challenging work, responsibility, chance for promotion, benefits.
Faktor motivasi - kerja yang mencabar, tanggungjawab, peluang untuk kenaikan pangkat, faedah.

55. 1.2 Human Relations Approaches
Typology of Satisfaction and Dissatisfaction from Herzberg’s Motivation-Hygiene Theory:
Motivation Factors Present/ Terdapat faktor-faktor motivasi
Motivation Factors Absent/ Tiada faktor-faktor motivasi
Hygiene Factors Present/ Terdapat factor-faktor kebersihan
Situation 1:
HAPPY!
Situation 2:
Not happy BUT NOT unhappy
Hygiene Factors Absent/ Tiada faktor-faktor kebersihan
Situation 3:
Happy YET unhappy
Situation 4:
NOT happy & unhappy

56. 1.2 Human Relations Approaches
d. McGregor’s Theory X & Theory Y
Two theories of manager’s behaviours – Theory X & Theory Y
Theory X – Managers are influenced by the classical management approaches
Money, materials, mass productivity, interaction with workers are only about work and to meet the organisation’s goals
Theory Y – Managers prefer the human relations approaches
Physical and mental efforts of workers are natural, like play and rest
interaction with workers is to understand whether they can do the job well on that day, how they are feeling during the time, emotions and intellectual capacity.

57. 1.2 Human Relations Approaches
e. Communication in the human relations approaches
Classical Approach
Human Relations Approach
Communication content
Task-oriented
Task and social
Communication direction
Vertical (downward)
Vertical & horizontal (menurun & mendatar)
Communication channel
Usually written
Often face-to-face
(bersemuka)
Communication style
Formal
Informal

58. 1.3 Human Resources Approaches
History
By the 50s, 60s and 70s, there were a growing feeling among researchers that feel human relations approaches were not efficient for organisational communication/ Dalam linkungan tahun 50-an, 60-an dan 70-an, timbul perasaan tidak puas hati di kalangan penyelidik, yang berpendapat, era hubungan pendekatan manusia tidak begitu berkesan bagi pengurusan komunikasi
Focus is given to the people in the organisation/ Setiap individu dalam sebuah organisasi diberi keutamaan.
Workers in an organisation have feelings/ Pekerja dalam organisasi mempunyai perasaan.
Every worker is an important ingredient for achieving organisation’s goals/ Setiap individu merupakan ramuan penting bagi mencapai matlamat organisasi.
Human resources approaches differ from human relations approaches because in human resources approaches, workers are assets to an organisation/ Era sumber manusia berbeza dari era hubungan manusia, era sumber manusia melihat pekerja sebagai aset organisasi.

59. 1.3 Human Resources Approaches
Likert’s system IV
Four system types in Likert’s system:
Likert’s system I: Exploitive authoritative organisation – pengurusan tertumpu pada menakutkan pekerja
aliran komunikasi – menurun & tidak tepat
Hanya pegawai atasan sahaja akan membuat keputusan & arahan kepada pekerja
ii. Likert’s system II: Benevolent authoritative organisation –
pengurusan tertumpu pada ganjaran ekonomi & ego
aliran komunikasi – terhad
keputusan di buat oleh pegawai atasan
pekerja boleh berkembang di dalam organisasi sekiranya bekerja keras dan secara efektif

60. 1.3 Human Resources Approaches (cont..)
Likert’s system III: The consultative organisation –
Keputusan akan dibuat oleh pegawai atasan, tetapi pegawai akan terlebih dahulu berunding dengan pekerja sebelum membuat keputusan.
Aliran komunikasi - menurun
Likert’s system IV: A participative organisation –
Keputusan dibuat bersama dengan setiap pekerja di dalam organisasi bagi mencapai matlamat pekerjaan masing-masing.
Aliran komunikasi – menurun, menegak, mendatar

61. 1.3 Human Resources Approaches (cont..)
Ouchi’s Theory Z:
RECALL/ INGAT BALIK – What is McGregor’s Theory X & Theory Y?
Ouchi’s theory Z – created by William Ouchi in 1981 and he focused on the Japanese style of management/ Dicipta oleh William Ouchi pada 1981 yang mengutamakan pendekatan pengurusan dari Japan
Ouchi was different – He looked to the East/ Beliau mengutamakan pengurusan ketimuran
Which means – in Ouchi Theory Z, the central focus is instilling the employees with a sense of belonging in the organisation.

62. 1.3 Human Resources Approaches (cont..)
Comparison between Japanese organisations & U.S. organisations
Japanese Organisations vs U.S. Organisations
Lifetime employment
Short-term employment
Slow evaluation and promotion
Rapid evaluation and promotion
Nonspecialised career paths
Specialised career paths
Implicit control mechanisms
Explicit control mechanisms
Collective decision making
Individual decision making
Collective responsibility
Individual responsibility
Wholistic concern
Segmented concern

63. 1.2 Human Resources Approaches (cont..)
e. Communication in the human relations approaches
Classical Approach
Human Relations Approach
Human Resources Approach
Communication content
Task-oriented
Task and social
Task, social, and innovation
Communication direction
Vertical (downward)
Vertical & horizontal (menurun & mendatar)
All directions, team-based
Communication channel
Usually written
Often face-to-face
(bersemuka)
All channels
Communication style
Formal
Informal
Both, but especially informal

64. Styles of communication management
Four major styles of decision making and communication for managers:
Tell Style – Gaya Memerintah
Very boss-centred (berpusatkan kepada arahan daripada pegawai atasan)
Decision making/ keputusan: Manager makes his or her own decision or receives jobs from CEO, and they tell employees below what to do and expect employees to perform without any problems.
Communication flow/ aliran komunikasi:
i. downward (menurun)
ii. Non-interactive
Decision making – membuat keputusan

65. Styles of communication management (cont..)
Sell Style – Gaya Menjual
Decision making/ keputusan:
Manager makes his or her own decision or receives jobs from top management (CEO), BUT, the manager will try to persuade employees to do the job well.
e.g. “if you do this job, our department can get more money”; “if we do this job well, we will get bigger annual bonus”.
Communication flow/ Aliran komunikasi:
i. mostly downward (menurun)
ii. interactive

66. Styles of communication management (cont..)
Consult Style – Gaya Berunding
Decision making/ Keputusan:
Manager will, firstly, consult and discuss with employees about the jobs before the manager makes the decision.
Communication flow/ Aliran komunikasi:
i. Mostly upward (menaik)
ii. interactive

67. Styles of communication management (cont..)
Join Style – Gaya Penyertaan
Decision making/ Keputusan:
Decisions are made together with the employees OR without the manager. Manager trusts the employees to make decisions on their own.
Communication flow/ Aliran komunikasi:
i. Horizontal (mendatar)
ii. Highly interactive

68. Styles of communication management (cont)…
The Tell, Sell, Consult & Join (TSCJ) styles of communication management are styles that most or some managers will have in an organisation.
It depends on the situation or the organisation’s structure/work culture.
A manager may use ‘Tell’ style to solve an issue, and another day, he may use ‘Sell’ or ‘Consult’ style to persuade an employee.
Other days, a manager will use ‘Join’ style if he thinks it’s necessary.
A manager can be flexible, all depends on the situation.
According to Richmond, McCroskey & McCroskey (2005), most employees prefer the ‘Consult’ style because, they can give ideas about decisions but are not responsible for the final decisions.

69. Question.
Most employees do not like ‘Tell’ style. BUT when is ‘Tell’ style of communication management required?

70. Styles of communication management (cont)…
Why managers choose a style of communication management?
The organisational structure and the communication flow of the organisation
e.g. CEO is using a ‘Tell’ style of communication management, a manager may follow the same style.
If it’s a traditional structure, most likely the communication will be Tell or Sell.
If it’s a modern structure, it is usually Consult or Join Styles.

71. 2. Managers own personality and preference
3. Time constraint (kekangan masa)-
Decisions have to made now not later

72. Styles of communication management (cont)…
4. New managers – they either make all the decisions OR they let the senior employees make decisions for the new manager.
5. Tell style is used when managers can not trust their employees with the decisions.
6. Expectations: Employees expect to be told, so managers will use the Tell style.

73. 7. Convenience (kemudahan) – What seems easiest to do to get the job done.
8. Situational (Mengikut situasi).
e.g. Resolving employees’ complaints – use either styles suitable
bila pekerja membuat aduan, manager akan menggunakan, samada, gaya memerintah atau menjual. Ada masanya, manager perlu menggunakan gaya berunding.

74. Factors that will make employees accept or like your style of management in communication
1.Source credibility: Sumber kredibiliti:
Competence - Kecekapan
Trustworthiness – Amanah
Caring - sikap sayang kepada pekerja
Interpersonal attractiveness: Tarikan interpersonal:
Physical attractiveness - Tarikan fizikal
Social attractiveness - Tarikan sosial (friendly)
Task attractiveness - Tarikan tugas (you like your job)
Homophilly: Coming from the same category
Demographic homophilly - Persamaan dari segi fizikal atau sosial/culture.
Background homophilly - Persamaan dari segi pengalaman
Attitude homophilly - persepsi yang kita serupa
Attitude homophilly – Persepsi sikap yang memberi anggapan anda serupa dengan boss atau anda serupa dengan pekerja.

75. Week 5 Formal communication Komunikasi formal dalam organisasi:
Formal communication is communication using official channels of message flow between organisational positions – komunikasi yang melibatkan saluran rasmi diantara pekerja-pekerja di dalam sesebuah organisasi.
Contoh:
Komunikasi formal akan melibat penulisan rasmi seperti minit mesyuarat,
Surat menyurat daripada CEO,
Melibatkan penggunaan ‘letterhead’ rasmi, dll.

76. Formal communication in tall vs. flat structure organisations
Every organisation uses formal communication
In tall structure (A) – Formal communication is seen in organisation’s policies.
In flat structure (B)– Formal communication is ‘implicit’ (tersirat), in its culture and norms of the daily activities within the organisation.

77. Formal communication (cont…)
There are three types of communication flow in formal communication:
Downward communication (menurun) – one-way communication (sehala)
Involves the transmission of messages from upper levels to lower levels of the organisation hierarchy
According to Chase (1970), the practice of downward communication is ineffective (tidak berkesan).
This type of communication creates overload of information that may not reach the right people. WORSE CASE, THE LETTER GETS LOST!!!
Contoh: Sekiranya pegawai atasan hanya berkomunikasi dengan pekerja bawahan dengan cara surat menyurat, ia menimbulkan masalah lebihan bahan-bahan bacaan yang kemungkinan besar tidak sampai kepada pekerja berkenaan.

78. Formal communication (cont..)
Upward communication (menaik) is the flow of communication from bottom to up in an organisation.
In classical communication management, only to report about your tasks to your manager/boss.
In human relations communication management, the use of upward communication is to focus on two-way communication
In human resources communication management, the use of upward communication is to emphasise integration, togetherness, to get-along.

79. Formal communication (cont..)
Horizontal communication (mendatar) is a flow of messages from left to right to communicate with employees of the same level.
In classical communication management, horizontal communication is used in cases of emergencies only.
In human relations communication management, horizontal communication is used to interact with members of the same level in the organisation
In human resources, it is for togetherness and getting jobs done as a team.

80. Week 6 Informal Communication Komunikasi tidak formal dalam organisasi
Informal communication is a communication that does not use official channels of communication to send messages in an organisation.
It is often used when formal communication is not effective in communicating messages.
Informal communication is also known as – grapevine communication
The function of grapevine is:
Usually verbally communicated (oral) – secara lisan
Occurs in cluster – berlaku secara berkelompok
Grapevine communication is often used for: 1. convenience
2. Social and personal interests of employees

81. Informal communication (cont..)
GRAPEVINE COMMUNICATION MODEL/ MODEL KOMUNIKASI GRAPEVINE
Senario: Selepas menghantar surat arahan mengenai sesuatu projek sebanyak 3 kali kepada pekerja A, pengurus bertanya kepada setiausaha, mengapa pekerja A tidak menjawab mesej, dan setiausaha pergi bertanya kepada pekerja B dan pekerja B memberitahu kepada pekerja C, pekerja C memberitahu kepada pekerja D, dan akhirnya, pekerja A menerima berita daripada pekerja C – bahawa, pekerja A akan dipecatkan kerana tidak ber tanggungjawab menjawab mesej.
Chain- rangkaian

82. Informal communication (cont..)
The effects of informal communication (kesan komunikasi tidak formal)
Informal communication is good because
It is a faster way to communicate information
It is convenient
It brings people in the organisation together
BUT, informal communication is a problem because
It is communicated in a social channel - komunikasi secara bebas
It can also be treated as rumours – khabar angin yang didengar daripada mulut orang lain, informasi yang tidak boleh dipercayai
It may not be accurate – kemungkinan besar, informasi yang diterima adalah kurang tepat.
Chain- rangkaian

83. Week 7 Barriers to communication in organisation Halangan komunikasi dalam organisasi
There are a few barriers to effective communication in organisation (akan melibatkan bebanan kepada kedua belah pihak)
Encoding barriers:
Lack of sensitivity to receiver: Penerima tidak rasa informasi itu penting atau memenuhi keperluan penerima
Lack of basic communication skills: Pemberi maklumat tidak pandai berkomunikasi
Not enough knowledge of the subject: Tidak mengetahui subjek tersebut
Information overload: Terlebih informasi
Emotional interference: Emosi penerima tidak stabil
Transmitting barriers:
Physical distractions: Talian sambungan tidak baik, bad connection
Conflicting messages: Penulisan yang susah difahami/ perbezaan budaya
Channel Barriers: Fakta yang susah diingati, diberikan kepada penerima melalui telefon.
Chain- rangkaian

84. Sekian.