1. ISSUESIN ORGANIZATIONS
Lack ofCoordination
Coordinatingthework program
Often inanorganizationthatonceestablished, orwithinan organizationcan be saidwhenthere
isaverygoodprogram of workonce,ifthere is nocoordinationsooftencausesmisunderstandings,
which can certainlylead tochaoticimplementation aprogram.
Thechaosmayoccurwhen theperson in chargedid notknow theinterrestrictionsjob, whichoften
can onlybe obtainedthroughcoordination amongresponsible. This canlead
tooverlapbecausesomecommitteedo, insometasks, whilevacancies inothertasks
Coordination betweenHead
Worse yet, poor coordinationcanlead topoor communicationas well. Poor communication
betweentheleadership ofaprogrammayresult infuture programs. Sooftenhappenswrongand
misunderstandthem.
Thoughthe leadersbesidesdealingin the implementation ofthe work programis supposed to
haveculturalties, whilegood communicationbetween them.
Recruitment
For some periods of the organization, and for a variety of problems trainer organization is
perceived differently, because of the level of interest of interest in the organization that is
different for example.
However, the statement "the success of a period is a measure of success when post future but
when it can produce (the cadres) who is more successful period".
Then we can say in an organization is in a period when it can be said as the heyday, but it has
no meaning when the organization collapsed after it disbanded due to weakness or even lack
of an even tau cadre successor.
Maintain a trainer
Thistrainer, is closely linked to the development of the organization. When an organization to
recruit volunteers with great interest, allowing the organization to reach a broad community,
and it is a resource that cannot be underestimated.
After successfully recruiting volunteers with a huge interest, if it cannot empower, in order to
defend its cadres so often these cadres will experience natural selection. Therefore, efforts to
maintain a trainer often more important.

2. Conflict within an organization
In an organization, conflict is common thing and something that should be addressed, if this
phenomenon can be reduced, the robustness of an organization will increase and thus can
achieve a desired goal towards excellence. Conflict can be friction and conflict between the
two sides due to differences in values, wants, and feelings stand in order to meet your needs
and goals. It is a common phenomenon when there is interaction between two or more people
and always occur from time to time. Various efforts have been made to address the negative
effects of conflict and one of the popular approaches is the counseling approach.
Causes of Conflict.
In an organization of employment, conflicts occur not only between workers and employers,
or between one department to another department often occur even interpersonal conflict and
internal conflict. Among the causes of conflict are:
1. Obstacles to achieve a goal by one or more parties is a major cause of conflict within an
organization or between individuals. For example, the desire of a person or a department to
organize a seminar or event for personal gain or obstructed by other organizations for some
reason can result in conflict.
2. Lack of resources such as financial, physical labor and limited to equitable distribution to
all parties. Referring to the example above, the barrier to hold a seminar or a particular event
may be due to the provision of financial or limited manpower.
3. Lack of coordination between two or more parties as dependency information to the other
party to an end. For example, the goal of the personnel of an organization to make new
recruitment was stopped because there is no complete information on the manpower needs of
the department heads of the other parts. It should be able to interpersonal conflict due to
jealousy or cmburu with the success of others.
4. Policies and service structure adopted by an organization. Conflicts may occur in terms of
salary structure. For example, too much salary difference between employment or salary
structure similar in staffing structure but different workload. Similarly, the policy of an
organization is too concerned with profits without considering the comfort of work and
welfare of workers.
Signs of Conflict existence.
Signs of the easiest to determine the existence of a conflict between two or more parties is the
availability of complaints by any party.
Other signs that indicate a conflict in an organization is a mutual workers blame each other,

3. sabotage between individuals or departments, hate to individuals or department, often a
change in the employee or the employee is transferred and the low performance of the
organization.
Effect of Conflict
Conflict between two or more individuals and parties may have an impact on the parties
involved. This effect can be divided into two positive (constructive) and negative effects
(distruktif). For positive impact, the conflict can cause racing attitude to achieve a goal. By
having this attitude results or performance of the work will increase.
Apart from that conflict can also realize individual or the organization of vulnerability and in
the event they think positive, efforts to improve it will be done and this can increase
cooperation and harmony at work. Next it promotes constructive changes. In addition, the
conflict also encourage someone to consider the source of the problem in more detail,
increase the motivation to solve problems and understand the emotional and behavioral self-
sendiridan others in order to create an adjustment or balance.
Conflict can also produce negative effects. Can lead to attitude hatred, depression, hostility,
mutual distrust, blame game, lack of cooperation, sabotage and so on. This would certainly be
able to disrupt the harmony of interpersonal relationships and if it happens in an organization,
it would hamper efforts to achieve overall organizational goals. By the parties as a counselor
in the organization must play a role to prevent the conflict from occurring and to restore the
situation where there is conflict of negative effects.
Conflict Resolution
Counselor or certain superiors in an organization needs to know and master certain strategies
or methods to resolve a conflict, particularly that produce negative effects. Among the
strategies or techniques to be mastered by a counselor or a certain superiors are:
1. Separating the physical conflict. These measures will reduce promiscuity and this will
reduce the tension between them. This move has more disadvantages than advantages. It not
only can cause a lack of social interaction and cause no cooperation but also show negative
attitude that management does not want to improve the situation. However, this step is a good
step if it is for a while and serious forms of conflict as there is an opportunity to meet the
needs of both parties.
2. Diffusion method or consolidation to a greater awareness to the parties to a conflict.
Through this technique counselor will solve the little things that cause conflict and let the big
things. It aims to defuse the conflict or steal time to allow both parties are aware of their
mistakes and strive to improve the cause of the larger conflict. Disadvantages of this strategy
is a great source of conflict if left unchecked will cause it to be the focus and cause a worse
situation.
3. Bring the parties to a conflict to work towards melaui negotiations. This is the best step for

4. consultation and collaboration, both parties can see their stance on the matter giving rise to
the conflict and identify the most suitable option to resolve. This despite the best strategy, but
it is difficult to bring conflicting parties to the negotiating table if the values are significantly
different and stand or cause too much conflict.
4. Solution through compromise. Through this strategy the conflicting parties will tolerate
and are willing to make sacrifices through negotiations. For example, employers will raise
wages demanded by workers and employees are guaranteed to improve the quality and
quantity of production. This strategy is appropriate only if the requesting party and the
balance of power or influence. This means that should the parties request or otherwise do not
have the power, the solution is difficult to achieve.
5. Strategy discussions by delegates. Through this technique the conflicting parties will send
their representatives to the negotiating table. This will improve communication and interksi
and prone confrontation. Through this consultative discussion on the causes of conflict and
bargaining will occur. Usually this strategy is used by trade unions to demand something
from the employer as salary increases and comfort of the workplace.
6. Methods of competition. By this method one of the conflicting parties will try to meet the
goal and ignore the will of his opponents. Through this strategy of confrontation, argue that
the pressure will be done until one side loses lainmenyerah. This technique is usually used by
the employer of an organization and in situations where the influence or power between the
two sides balanced.
7. Adaptation methods. Through this method of letting the opponent do the solutions
according to his will. Usually this is done because the method is aware of errors and
mistakes, realize that the influence or power of his opponent too large, concerned with
harmony or immediate solutions and has a goal to collect something bigger in the future.
8. Brain squeeze technique (introduced by Dr.. Alex Osborn). Through this technique the
parties involved will come together and each member will jointly thinking and ideas towards
the solution of a conflict. Each member free to make their own ideas and only later criticized.
Usually this method is suitable for improving an organization's policies. Collected ideas and
discussed until only ideas are selected.
9. Checklist technique. Through this technique the parties concerned will list the things and
the need to impacts of each problem. Diprolehi items that will be compared with the real
problems that cause conflict and delivered to the subject or the parties concerned to determine
the solution. Drawback of this technique is a lot of wasted time, thinking that no details
relating to the real problems that cause conflict.
10. Gordon techniques, through this technique in a group discussion chaired by someone. The
chairman intentionally did not understand the problems that led to the conflict and bring the

5. discussion towards brainstorming. The Chairman will initiate discussions with the things that
cause conflict. The purpose of this technique is to get ideas but only to resolve the conflict.
Frequently the problem and the solution to Problem Solving in Organizations
A. Background
Organization is a means to reach our objectives, which is a container activities of the
people who work together in an attempt to achieve the goal. The existence of an organization
is influenced by several aspects such as the unification of the vision and mission and goals
are the same as the embodiment of the existence of a group of people to the community.
Organization or management company should be able to manage to win the
competition in the era of the all competitive in order to survive to grow and develop in
accordance with the company's goals. Every company, whether engaged in the production,
services and industry, in general, have a goal to make a profit.
In order to reach that goal, the company needs an effective management system that
will support the company's operations running continuously and the level of effectiveness of
employees also need to be considered. The company has several parts in general, which is
part of the marketing, finance, production, human resources, and administration. Each of
these sections carry out different activities but relate to each other. Levels of corporate
activity undertaken will change from a period to the next.
Management of these changes require coordination within a company and create a
container which is a tool of communication between parts of the organizational structure. At
the organizational structure there is a line relationship between managers and employees who
have a relationship line between the duties, authority, and responsibility.
Coordination is needed to obtain unity of action in achieving corporate goals.
Without coordination, the people or the existing functions will further pursue its own interests
at the cost of the company's goals.
Coordination between sections according to the company's activities will be one
contributing factor to the smooth and successful implementation of the company's activities
to achieve the goals set.
B. Problems
On paper I am writing this right time to discuss the problems that often arise in the

6. organization. Problems often arise in an organization and in demand by the members to go
through and finish it. Complex problems frequently occur in companies that ultimately
indirectly requires a manager to make a decision.
At this time a systematic approach to problem solving has been created consisting of
three types of business:
- Preparation
- Definitions
- Solution
In preparing for solving the problem, the manager looked at the company as a
system to understand the corporate environment and identify sub-systems within the
company.
In define problems, managers move from system to subsystem level and analyzing
the bagiansistem according to a certain order. In solving the problems managers identify
alternative solutions, mengevaluaasinya, you select the best, apply it, and make a follow-up
to ensure that the solution is running as it should.
C. Basis Theory
Organization is: The business people must be coordinated, composed of a number
of sub-systems are interconnected and interdependent, working together on the basis of the
division of labor, role, and authority and has the objective to be achieved.
Here are some characteristics / attributes of Organization:
1. Organization is a social institution that consists of a set of people with different patterns of
interaction established.
2. Organization developed to achieve certain goals by the organization because it is a social
creation that requires rules and cooperation.
3. Organization consciously and deliberately structured coordinated activities differentiated
according to a logical pattern. Coordination of the parts are interdependent tasks require the
assignment of authority and communication.
4. Organization is a social instrument has limitations that can be identified and the relative
existence has a relatively permanent basis.
Classical organization theory to clarify the management task consists of:
1. Technical; produce and organize activities.
2. Commercial; activities of buying materials and selling products.
3. Financial; spending activities.
4. Security; activity to maintain security.
5. Accountancy; accounting activities.
6. Managerial; perform management functions consisting of:
· Planning; planning activities

7. · Organizing; organize activities
· Coordinating; coordinating activities
· Commanding; activity briefing
· Controlling; surveillance activities
The variables considered in the scientific management:
1. The importance of the role of managers
2. Utilization and labor appointment
3.Employee welfare responsibilities
4. Climate conducive
Interpersonal Theory of Human
The approach taken is a psychological approach to subordinates, ie by knowing the
individual behavior of subordinates as a group of human relationships to support the level of
labor productivity. So there is a recommendation for managers that the organization is a
social system and should pay attention to social and psychological needs of employees in
order to get higher productivity.
Quantitative Flow Theory
Focus management decisions are based on calculations that can be accounted for
scholarship. This approach is known as management science pendkatan usual start it by the
following steps:
1. Formulate the problem
2. To model arithmetic
3. Get a settlement from the model
4. Reviewing the results of the model and fashion
5. Establish control over the results
6. Conduct implementation
D. Discussion of Issues
In solving the problem we are holding on to the three types of business to be done by
the business manager of the preparation, definition of business, and business solutions /
solutions.
- Enterprises preparation, preparing managers to solve the problem by providing orientation
system.
- Business definition, includes identifying the problem to be solved and then understand it.
- Enterprise solutions, including identifying alternative solutions, evaluate them, choose the
one that seems best, to implement the solution and make follow-ups to ensure that the
problem was solved. Computer-based information systems or CBIS can be used as system
support (support systems) when applying a systems approach.
1. Preparation of business
Three preparatory steps do not have to be implemented sequentially, because all three

8. together produce the desired framework for the problem.
The third problem consists of:
a) Looking at the company as a system
b) Know the system environment
c) Identify subsystems company
2. Definition of business
Definition of business includes first realized that a problem exists or will exist (problem
identification) and then simply learn to find solutions (understanding the problem). Definition
of business includes two steps:
a) Moving from system level to subsystem
b) Analyze the parts of the system in a certain order sustu
3. Solving efforts
Solving efforts include consideration of viable alternatives (feasible), the selection of
the best alternative, and its application.
With this fact, we define the problem as a condition that has the potential to cause
tremendous harm or produce a tremendous advantage. So solving the problem means action
to respond to the pressing problems or capitalize on opportunities due to poor profits. The
importance of problem solving is not based on the amount of time spent, but in consequence
the decision was the selection of a strategy or action.
Decision making is the act of choosing a strategy or action that managers believe
will provide the best solution to the problem. One key to solving the problem is to identify
the various alternative decisions. Solution to a problem must utilize the system to meet its
goals, as reflected in the performance standards system. This standard describes the expected
state, what is to be achieved by the system.
The next manager must have the updated information, the information that describes
the current situation, what is being achieved by the system. If the current state and the
expected state of the same, there is no problem and the manager does not take action. If these
two conditions are different, some are the cause and the problem should be solved.
The difference between the current state and the expected state describing the
solution criteria (criterion solution), or what is required to change the current state to the
expected state. After various alternatives, identified information system can be used to
evaluate each alternative.
This evaluation should take into account a variety of constraints (constraints) that
may be, both inter and external / environmental.
1. Internal constraints may be a limited resource, such as a lack of raw materials, working
capital, lack of qualified human resources, and others - others.
2. Environmental constraints may be pressure from various environmental elements, such as
governments or competitors to act in a certain way. Symptom is a condition produced by the
problem. Very often managers see the symptoms of the problem. Symptoms attract the
attention of managers through the feedback loop. However, symptoms are not entirely
revealed, that a problem is the cause of a problem, or the cause of an opportunity.
Each manager has a unique style of problem solving. Their style affects how they

9. feel involved in the problem, gather information, and use information.
1. Sensing trouble
Managers can be divided into three basic categories in terms of style sense problems
(problem solving styles) they are, that is how they deal with the problem.
• avoidance problem (problem avoider)
The manager took a positive attitude and assume that all is fine. He tried to block the
possibility of a problem by ignoring or avoiding her all the planning information.
• Troubleshooter (problem solver)
This manager also did not stop him looking for trouble. If there is a problem, the problem is
solved.
• Search Problem (problem seeker)
The manager enjoys problem solving and look for it.
2. Gather information
The manager can show one of two styles of gathering information (information-gathering
styles) or attitudes towards the total volume of information available to them.
• Regular Style (preceptive style)
This type of manager following the management by exception and filter out anything that is
not related to the area of interest.
• Receive Style (receptive style)
This type of manager would like to see it all, and then determine whether the information is
worth to him or anyone else in the organization.
3. Using the information
Managers also tend to prefer one of two styles use information (information-using styles),
namely the ways to use information to solve a problem.
• Style Semantics (systematic style)
Managers pay particular attention to follow a predetermined method, eg systems approach.
• Intuitive Style (intuitive style)
Managers do not prefer a particular method but adapt its approach to the situation.
Three phases of problem solving that is:
1. Intelligence
Intelligence is awareness of a problem or opportunity. In this case, the decision-
makers seeking internal and external business environment, examining the decisions that
need to be made, and the problems that need to be solved, or opportunities that need to be
considered.
Active intelligence means awareness for changes in the environment that demanded certain
actions.
2. Designing
In the design phase, the decision-makers to formulate a problem and analyzing a
number of alternative solutions.
3. Election
In the selection phase, the decision maker select solutions to problems or
opportunities that characterized the intelligence phase. This election was followed from the
previous analysis in the design phase and strengthen it through the information obtained in
the selection phase.

10. E. Cover
a. Conclusion
The conclusion that can be drawn from the discussion paper in the Systems Approach
to Solve Problems and Make Decisions are as follows:
1. Systematic problem solving process stems from John Dewey, a professor of philosophy at
Columbia University who identifies three series of judgments involved in solving a problem
that is adequately controversy:
• Recognize controversy
• Considering alternative claims
• Establish assessment
2. Problem solving implies action to respond to the pressing problems or capitalize on
opportunities due to poor profits.
3. Decision making is the act of choosing a strategy or action that managers believe will
provide the best solution to the problem.
4. Each manager has a unique style of problem solving. Their style affects how they feel
involved in the problem, gather information, and use information.
b. Suggestion
It is better if we are in establishing a truly oriented groups in the plan and taken into
consideration in order to achieve and fulfill the vision and mission of the company in the
organization. Hopefully, in the case of problems of the above papers can provide shade and
inspiration to us so that we can get better at making the organization and the organization and
hopefully this paper can be useful as a reference to provide solutions in terms of problem
solving and decision making.