ORGANIZATIONAL COMMUNICATION

Howard Greenbaum argued communication audit procedures that can be applied at the level of the overall communication system / organizational system and the level of specific communication activities / individual communication activity.

Each communication audit begins with an examination of organizational system that followed the activities of specific communication, which can distinguish the focus location for those interested in the field of public communication, organizational communication climate and organization communication processes.

Overall Structure of Communication Systems

macro assessment of the communication system starting from the organization's goals and plans of the organization, in order to determine the communication policies explicitly or implicitly.
If the organization's goals and policies of communication have known then applied to the action / implementation.
Pace with an inventory of the activities of communication and analysis covering the classification of various communication activities according to levels (individual, group and organization), according to the communication function (informative, settings, persuasive, integrative).
Data obtained plus general materials on environmental influences on the behavior of the leadership of the organization situational factors.
Information about Human Resources associated with organizational situational factors plus knowledge of the various plans, polesi, responsibilities, methods of implementation and attitudes, can be used as a basis to file a proposed change and communication programs that support the entire communication system .

Structure Activity Special Communication
Micro aspects of testing communication systems associated with each of the communication activities.
Steps: analysis of the communication objectives have been formulated according to the appropriate performance to develop guidance on the procedures of how the project is implemented. (First create performance standards either in part or in whole).

Criteria should be developed; message-channel medium-accuracy time-conditions arah- partisipasi- interac- inisiatif- persiapan- feedback- clarity the meaning / clarity- repetition / redundancy- and various other sub-classifications in communication behavior.
Compare data collected from performance empirically and performance standards have been formulated, if there penimpangan, the subject of further study.
Assessment of these deviations can be used as a basis for changes in policy and specific communication activities as well as training and support actions which are in communication climate - the current information-technology information-message kekuasaan- interpersonal processes and processes of leadership kelompok- conflict.

Joyce F Jones: Process procedure PR through 4 stages
1. Finding Out What We Think Interview with top and middle management and use SWOT analysis to examine the strengths, weaknesses, opportunities and challenges that exist in the institution, as well as relevant public and related problems to be developed effectively and quickly.
2. Finding Out What They Think
Audit to assess the proximity of views between the institutions and the public is there any similarity or not favorable or unfavorable and.
3. Evaluating the Disfarity is a benchmark for PR that describe the assets, capabilities, strengths, weaknesses were designed based on the analysis of the differences through the steps I and II.
4. Recomending Making audit planning, public relations programs and objectives are clear, complete and comprehensive recommended to the leadership in order to obtain the intersection with the objectives of the institution to anticipate differences that may arise in the future.
MODEL COMMUNICATION AUDIT CONCEPTUAL MODEL STRUCTURE
According to Howard Green Baum as a system of organizational communication has the purpose or final destination (purpose), administration or execution procedures (operational prosedures) and structures (structures) organizational communication system integrating a group of sub-systems, namely functional communication networks, which each respectively related to the objectives of the organization.

In organizational communication theory known four basic communication subsystem:

1. The communication network regulation (regulative)
2. innovation (innovative)
3. integration (integrative)
4. information (informative) or instruction (instructive)

Judging from the interest of the organization, the communication network is useful to achieve the objectives of the organization, which according to James Price (1968) can be divided into four categories, namely:
1. Uniformity (conformity)
2. Adjustment (adaptiveness)
3. Morale (morale)
4. Institutionalization (Institutionalization)
MODEL EVALUATION OF COMMUNICATION
Organizational Communication Model (Organizational Communication Evaluation; abbreviated OCE) is an examination and evaluation of the practice and communication activities in certain situations.
As a functional perspective, the Océ build data on key variables related to the work of communication systems, such as the functions of communication, communication networks, communication systems, formal and informal communication processes in the context of the pairs (dyadic), group (group) and public (public). The benefits of Océ can not be seen directly and clearly, because it is often accompanied by the emergence of ethical issues that require thoughtful consideration.
MODEL PROFILE ORGANIZATIONAL COMMUNICATION
Organizational Communication Profile (Organizational Communication Profile) abbreviated OCP is basically a system of functional analysis model organization. "Functional analysis can simply be described as" the use of knowledge from the social sciences to examine the present situation (in) an organization that is intended to discover the streets which can be used to fix it ".
Processes within the organization, according to observations Edgar Schein (1969) includes six critical elements are always in need of inspection, namely:
1. Communication
2. The role and functions of each member in various groups (member roles and functions in groups)
3. Problem solving and decision-making group (group problem solving and decision making)
4. Norms groups and growth of the group (group norms and decision making)
5. Leadership and authority (leadership and authority)
6. Cooperation and competition between groups.

A review on the process of organization have etiological basis, ie, determine the root cause of the incident. For example, search for a specific situation where a jens rewards can increase employee commitment.
Functional analysis maker tried to find the factors that cause or influence created problems that arise in the hope he can overcome these problems.
This functional analysis model view of organizational communication as a causative factor of effective and ineffective functional work organization or as a symptom or symptoms of unhealthiness of the organization. In a positive can be said that the process of communication or the stability of communication processes can give rise to effective working relationships and high productivity. Or negatively examination communication process can produce information that can explain the critical events-various symptoms-within the organization, such as employee dissatisfaction, the drop in productivity, employee unrest, increasing the number of employees who came out and mengendornya teamwork.