Bulletin No. 7 | January – February 2002

Topics in this issue

REMARKS FROM THE EDITOR

Despite some pessimistic predictions of 2002 in addition to the ever increasing social consequences living in the transition period of the unpredictable future, we have to be optimistic. Pessimists see problems in life. Optimists see problems as both challenges and opportunities. 

Any organization may raised and fall with leadership. The key to any success is the ability to lead others to success. We have to believe that 99% of employees want to do the best in their work. How they work is merely the reflection of how they are treated by their bosses, colleagues, with whom they interact. True leaders do not stop on unit they are responsible the have great emphasis on spectrum, values, ethics and motivation. Leaders need to do necessary changes before they ask others to do the changes, and one last thing leaders do not accept the ‘status quo’. 

Leadership qualities develop within you. We can exercise the qualities wherever we are. Let’s start with an initial step : how to develop our identity. Practicing internal communication might be good exercise : how you affect your surroundings. Further you will learn the fundamental differences between leadership and management. And if you are dealing with human resource development simply go to the model and see if you are on the right track. 

Let me remind you that the Membership Gathering, on Sunday, January 27th. Should you miss this gathering, you can join next Roundtable : A shift in Marketing from Transactional to Relationship Marketing, on March 14th. 

Best wishes, 

Elizabeth Goenawan Ananto
Editor


TIPS OF THE MONTH

  • Developing Professional Identity
  1. Focus on your work 
  2. Do not concentrate heavily on details
  3. Keeping on top of trends in your industry and the world in general 
  4. Your personal success directly corresponds to your network 
  5. Treat both insider and outsider of your organization as client
  6. Admit mistakes and take responsibility for the right away 
  7. Leaving a brief phone message is better than leaving a specific one
  8. Be panic on time, and be calm when others are panic
  • Define your perception and real image

    What image do you currently project at work?
    Ask someone you work closely with to let you know how they think others see you. Depending how your organizations conduct performance reviews, you may get a broader range of feedback from people in different areas and at different levels of your organizations.

    You may find out that your professional image varies depending upon how well someone knows you, their position in the organization, or their level.
    In any case. It’s important for your success that you find out why your imagined and real images are different at work.

    (Source: Work Smart, Taun, M & Tuliier M)

COMMUNICATIONS

The Power of Internal Communications

Some typical answers if we are asked how successful our internal communication we spontaneously answer ‘good’ ‘fine’ ‘there is nothing wrong’. Is that so?

Do you think you have  effective communications in your organization?
You can evaluate the degree of interaction and coordination between your department and others as to increase your organization effectiveness in communication.

  • Interaction > receive or send, work, resources, assistance
  • Communication > memos, meetings, face to face conversation, scheduled phone, email
  • Info from other unit > leads to action, shapes policies, influences understanding, affects productivity
  • Relationship > verbalized, written down

PUBLIC RELATIONS

A Struggle to Dominant Coalition

While the subject of public relations is generally understood to be a management discipline, many top executives in various industries choose either not to identify with it at all. Most of them define PR as a subset of marketing or press relations.

Global expansion of industry and commerce has not only brought public relations management into sharp focus but clarifying context and position in relation to other organization or corporate priorities. 

A public relations office will only as useful to management as management wants it to be. If management thinks of the public relations operation in a small way, then it will occupy a small place in the scheme of things and its contribution will be small. If management thinks it is important, then it will occupy a prominent place and its contribution will be significant. (Cutlip, et al 1985)

I think you need to draw a distinction between those who have a one dimension contribution to make, such as the public relations person, and those who are dealing with the total management of the organization (Hogg and Doolan, 1999)

The management do not see PR as part of the core activity, they see PR as an added extra which is quite nice to have if you can afford. 

In other words, the role support for public relations is more verbal than fiscal.

When one considers its emphasis on participating in top management decision making, as a dominant coalition (Grunig, 1992) one has to exhibit a strong desire to enact such a role and there is No Excuse for No Evaluation, states Jim MacNamara (2001). PR people should be numeric rather than rhetoric. Useful research and evaluation should be carried out.


RECENT RESEARCH

A recent Council of Public Relations Firms survey of 300 firms, found that the top 10 US firms had combined revenues of $ 2,974,000 and an 88% market share in 2000. 

Smaller firms had a larger share of the market than in previous years, not only due to an increase in the number of firms reporting but also to the boom in the number of small and mid-size firms. Of the 300 firms, 57 of the smallest firms have more that doubled market share. 

41% of the year (2000) total revenue comes from Technology PR, consumer and retail sector accounted for 20% and healthcare PR provided 15% which is projected more in 2001. Business to business was the largest terms of share and growth rate accounted for one-fourth of total revenues and grew by more 55 since 1999.

Corporate communications and consumer marketing made up about 25% of the years revenues. These are the next fasted growing specialty areas each by more than 40%. About 75% of corporate communications is oriented towards the shareholder. 

The survey also found out that the total employee base of US PR firms surveyed grew one-fourth over 1999. Productivity also improved, average revenue per employee increase by 7% to $142,000. The average revenue of professional staff came to $229,503. 


LEADERSHIP VERSUS MANAGEMENT

  • Believe it or not that the most effective people in managerial work are those who tend to bend the stereotype of managerial behavior?
  • Many brilliant, experienced, industrious some are really promising persons have been trying to do what they think the best, in fact few of them have the quality of leadership that we need in business undertakings, in government, in not-for profit, in any walks of life. 
  • In the global competition, a leader is no longer the one whose style of leadership is overshadowed, it is not a matter of style. It is the quality of leadership itself neither doing trivial things or focusing on pragmatic behavior. 
  • Most organizations neglect the leadership talents among their staff offering irrelevant education and responsibilities and punish them who make small mistakes when they are trying to exercise the leadership.
  • Most people talk much about ‘leadership’ yet they are actually explain about ‘management’. They speak about how to lead the organization, yet they actually do the clerical works that do not need the quality of a leader.
  • Leadership is different from management, and the ultimate stimulant of effective change is leadership, not management.
  • Management tends to work in formal – hierarchical environment whereas leaders go across organization’s border, find outsourcing resources which demands the increasing need for the quality of leadership for establishing a wider and complicated organization network.
  • Therefore the more complex the interdependence among those who are managers and those who are managers and those who have the quality of leadership in one organization, managers are demanded to establish a game of interdependence rather than playing the instructional role as it was in the past.

    Tips to exercise effective leadership
    1. Create a sense of urgency
    2. Establish excellent team work 
    3. Create proper vision
    4. Communicate the new vision in all organizational levels
    5. Empower and drive all personnel to meet the vision
    6. Provide short term outputs that increase their credibility in addition to eliminate the arrogance of those who are fond of criticizing or mocking
    7. Create the right momentum and use that momentum to deal with necessary changes and 
    8. Create a new attitude in organizational behavior. 

      (Source: What Leaders Really do, John)

HUMAN RESOURCE

Model on How Managers can motivate employees and affect performance

  • Managers must determine the needs or their employees
  • Manager must find out what their employees want from their jobs
  • Managers must first set their own performance goals and objectives before they can sit down with their employees to formulated their goals
  • Managers must ensure that star performers are rewarded more than good performers and good performers are rewarded more than poor performers
  • Managers must ensure that the reward is significant, not trivial

Before they motivate others, they must know the characteristics of Motivation

  1. Motivation originates within the self. People can only be motivated about things they truly want to achieve
  2. Work-related behavior is influenced by external factors which include rewards, such as pay, recognition and to some extent threat
  3. Performance is influenced by the situation in which it occurs, either positive and negative. Environmental factors include the people around us or even the organization, reputation or technology

CAREER DEVELOPMENT

Reframing helps you stay flexible

  • Things will go according to my plan. Some parts of my play won’t work, i don’t know which one
  • I can control the events in my life. Unexpected events are bound to occur. I will have to be ready
  • The world is logical and predictable. The world is chaotic and illogical
  • The status quo is comfortable
  • The status quo is obsolete. I need to confirm my standing
  • I choose a career I need to secure my employable

Are you a fresh graduate? Try to do better

  1. Relate to graduate and professional association
  2. Encourage yourself to travel
  3. Do activities others dislike
  4. Spend more time researching and preparing for interviews
  5. Know latest technology
  6. Bring a flexible approach
  7. Show enthusiasm

PROFILE OF THE MONTH

Karir.com

Karir.com adalah sebuah perusahaan penyelenggaraan situs terbesar di Indonesia yang mengkhususkan diri dalam bidang rekrutmen tenaga kerja melalui internet. Saat ini telah memiliki lebih dari 300.000 anggota : perusahaan dan pencari kerja, dengan penambahan resume lebih dari 700 per hari.

Dengan mempertemukan kebutuhan antara pihak perusahaan dan pencari kerja, karir.com membantu proses rekrutmen agar dapat dilakukan dengan mudah dan tidak bertele-tele (paperless society). Hanya dengan hitungan detik, iklan lowongan dapat langsung terpasang di website karir.com, dan pencari kerja juga dapat langsung melamar secara online lewat internet. Pemasangan iklan bagi perusahaan yang menjadi anggota karir.com tidak dibatasi selama masa keanggotaan.

Pencari kerja dapat menjadi anggota kami secara GRATIS, sedangkan perusahaan saat ini dapat menjadi anggota 3 bulan, 6 bulan, dan 6 bulan Premium Service. 
Bagi perusahaan yang memiliki keanggotaan 6 bulan Premium Service, dapat menikmati fasilitas tambahan untuk mencari kandidat secara tidak terbatas TI yang sudah di verifikasi oleh pihak karir.com.

Sebagai situs kerja nomor 1 di Indonesia, karir.com terus melakukan penambahan fitur baru secara berkala dalam usaha untuk meningkatkan pelayanan kepada anggotanya. Langsung saja klik, www.karir.com , untuk merasakan manfaatnya.

PT Trinet Pacific International
11th Floor Artha Graha Building
Jl. Jend. Sudirman Kav 52-53
Jakarta 12190
Tel (021) 5153268-69, 5150736
Fax (021 5154690
E-mail : cs@karir.com

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