Tugas Organizational Communicarion

PLANNING ORGANIZATIONAL COMMUNICATION DIAGNOSIS AND CHANGE
(Including KMPA ANAPHALIS Organization Profile)



2008
Prepared for Organizational Communication Subject Presentation
18 December 2008
By

Andri Malikasim (2006100304)
Dhita Widya Putri (2006100340)
Elvira Lestari (2006100434)
Eva Japutra (2006100583)
Nana Labana (2006100270)
Okky Rachmat P. (2006100150)
Reza Paul Pitoy (2008120705)

Mass Communications 10-5B




CONTENTS

1. INTRODUCTION
1.1 Aim
1.2 Authorization
1.3 Sources Information

2. PLANNING ORGANIZATIONAL COMMUNICATION DIAGNOSIS AND CHANGE

3. COMPANY PROFILE



















Summary

“Administration is the activities of higher level of the management group who determine major aims and policies”

Administration is always deal with business area and disciplines. It can include many aspects. The topic about “PLANNING ORGANIZATIONAL COMMUNICATION DIAGNOSIS AND CHANGE” describes about the planning of organizational communication diagnosis and change, dealing especially with the consultant’s role. We will explain the facts about the art of consulting. It also includes techniques for consultant whether internal or external to use when actually conducting a diagnosis are described. Basic activities that occur in the process of planning development and change will also tackled and described. Our objectives are:
• To define and identify key concepts of organizational development,
• To describe and analyze the diagram of the three models of communication,
• To illustrate and identify process of planning development and change.













1. INTRODUCTION
1.1 Aim
To get knowledge and practice in communication of organization environment be able to work deadlines, consults, effective teamwork and support each other.

1.2 Authorization
As Requested by Mam Gracia Rachmi Adiarsi, the Lecturer of Organizational Communication, for presentation on 18 December 2008.

1.3 Sources of Information
• Study Guide
• Organizational Communication Fifth Edition by Gerald M. Goldhaber























2. PLANNING ORGANIZATIONAL COMMUNICATION DIAGNOSIS AND CHANGE

2.1 Introduction
As most of organization has its own organizational development plan, consulting whether internal or external is one of the major considerations that organization has to take to help plan organizational communication diagnosis and change.
Indeed, organizations development and change is a primary professional application of organizational communication competences. This so called organizational development will certainly discover changes needed by the organization and identify specific strategies on how to undertake such changes.

Communication Consulting Models
Communication specialist provide these professional services through the use of three general models: purchase model, doctor-patient model, and process model. Each of these models reflects different postulations about the role of the communication specialist, the abilities of individuals, different department or whole organization to define their own difficulties and problems.

Planned Development Change
It involves four important activities in the process of planned development and change: data collections, data evaluation, planning and implementation of development, solutions, and change; and evaluation of results. To undertake these activities effectively will in turn contribute to the over-all effectiveness of development and change.

2.2 Organizational Development
Organizational development (OD) is a method of changing an organization and its beliefs, values, attitudes, and structure so that it can better adapt to the changing and turbulent enviroment of coming decades. You may find it helpful to know that management of change in an organization as a technique began only in the late 1960s. As evidence of the fast growth of this discipline, the publishing company, Addison-Wesley first released in 1969 only six volumes in its now classic OD series. Today there are a total of sixteen volumes in this series, including such topics as alternative work schedule, career dynamics, and multi-national issues.

Burke and Schmidt defined OD as a process indicates the dynamic nature of organizational change. Planned change indicates that various kinds of planning, implementing, and evaluating similiar to that used in introducing a technical change are involved. Total system indicates that the entire organization and all it’s interdependent parts will be affected by the change (as discussed in chapter 3, change within a subpart, no matter how small, affects all other parts of a system). Organizational mission means that the change must take into account both the major goals of the organization and individual employee goals and integrate the two so that maximum use of human resources results.
Bennis (1969) has claimed that one reason why present-day (and future) organizations need OD is to handle major changes in managerial behaviour effectively. According to Bennis these changes are:
1. A new concept of the human being based on increased knowledge of complex and shifting needs, which replaces an oversimplified, innocent, pushbutton idea of the human being.
2. A new concept of power based on collaboration and reasoon, which replaces a model of power based on coercion and threat.
3. A new concept of organizational values based on humanistic-democratic ideals.

The foregoing list makes it apparent that OD must take into account incorporation of news values into an organizational system. For example, the values of younger employees, as mentioned in chapter 3. In fact, when asked about the possible reaction of students to OD. Organization development concepts encourage people to develop their potentialities within the organizational framework and emphasize individual responbility and problem-solving.
Organizations may choose to look to internal resources in order to avoid such problems. Internal resources should be use when these circumstances pertain:
1. The organization is involved in introducing new technology. Since an outsider would have to be trained at the organization’s expense, it is more cost-effective to invest organizational money in its owne technical staff, especially when the technology will have long-range impact.
2. People with expert knowledge, credibility, objectivity, and power within the organization (whose job can be covered by the other employees without too much disruption during the consulting operation) can solve the problem.
3. The problem doesn’t require an independent viewpoint or comparison with the diagnoses and solutions of other organizations.
4. The organization finds it financially cheaper in the long run to use internal resources.