HESTIANA SHINTA KUSUMANINGRUM

19/444746/EK/22564

Ujian Tengah Semester

Komunikasi dan Negosiasi Bisnis kelas D (Pengampu: Muhammad Fariz dan
Usman Arief)

Petunjuk:
- Berdoa terlebih dahulu
- Renungkan soal dengan teliti dan seksama
- Jawablah dengan komprehensif dan selengkap mungkin, sertakan asumsi dan
referensi pendukung bila perlu
- Tidak ada batasan maksimal untuk jumlah lembar jawaban
- Jawaban diketik dengan Ms. Word ataupun software sejenis lalu di convert dan
dikumpulkan dalam bentuk PDF ke Simaster
- Sifat Ujian: Take Home Exam
- Waktu Ujian 1 Minggu (paling lambat hari Kamis, 29 Oktober 2020 pukul 14.00
WIB)
- Harap menjunjung tinggi integritas dan etika (tidak berdiskusi dengan yang
lain!)
- Segala kecurangan akan mendapatkan sanksi sesuai aturan

1. Silakan pahami kasus terlampir, lalu jawab pertanyaan-pertanyaan berikut: (bobot

50%)
a. Identifikasi lalu jelaskan permasalahan-permasalahan apa saja yang dihadapi
Bourdeau dalam menjalankan tugasnya di Mauritania!

Permasalahan yang terjadi yaitu

 Perbedaan suhu yang terlalu panas bagi Bourdeau yang terbiasa tinggal
di daerah dingin
 Perbedaan budaya, Bourdeau yang harus menyesuaikan dengan budaya
minum teh Moor sehingga proses negosiasi berlangsung lama
 Rekan kerja Bourdeau yang tidak sabar dengan Moor sehingga
menimbulkan sedikit kecanggungan
 Bourdeau yang harus mengikuti kemah sebagai bentuk negosiasi oleh
Moor
 Bordeau yang tidak suka makan daging merah, sedangkan jamuan dari
Moor yang berisi domba, susu unta yang sangat berlemak
 Bordeau harus tinggal di gurun pasir selama kemah
 Gaya hidup lingkungan Moor yang cenderung kumuh sangat berbeda
dengan Bourdeau

b. Jelaskan bagaimana Bourdeau menghadapi masalah-masalah tersebut!

  Menyesuaikan diri dengan lingkungan yang panas dan kering
 Bourdeau harus mengikuti alur negosiasi Moor yang cenderung lama,
sehingga Bourdeau harus bersabar
 Bourdeau mengikuti kemah sebagai bentuk menghormati Moor
 Bourdeau memaksakan diri memakan jamuan Moor untuk
menghormati

c. Berdasarkan teori atau konsep yang anda pelajari, jelaskan apakah menurut
anda apa yang dilakukan Bourdeau sudah tepat?

Menurut saya yang dilakukan oleh Bourdeau sudah tepat. Bourdeau mampu
menyatu dengan budaya Moor yang sebenarnya sangat berbanding terbalik
dengan budaya nya dengan baik, tanpa menimbulkan konflik dan tanpa
menjelek-jelekkan budaya Moor. Bourdeau sangat menghargai budaya Moor.

d. Masukan atau saran apa yang dapat anda berikan untuk Bourdeu?

Menurut saya yang dilakukan oleh Bourdeau sudah bagus, memang tidak
mudah menyelaraskan budaya yang sangat berbeda, sehingga saya kagum
dengan ketabahan Bourdeau.
Saran saya yaitu, jika Bourdeau memang tidak bisa melakukan sesuatu seperti
memakan makanan berlemak harusnya dia bisa mengomunikasikan dengan
baik pada Moor sehingga mungkin saja bisa dicarikan jamuan lain.
Bourdeau harus belajar mengomunikasikan dengan baik tentang apa yang tidak
dia sukai.

e. Hikmah atau pelajaran apa yang anda dapat mengenai komunikasi ataupun
budaya dari pengalaman Bourdeau tersebut?

Hikmah yang dapat saya ambil dari pengalaman Bourdeau yaitu bahwa
budaya setiap daerah tentunya berbeda-beda dan mereka mempunyai
keistimewaannya masing-masing, sehingga kita harus selalu menghargai
budaya orang lain. Selain itu, dari banyaknya manusia pasti mempunyai
kesamaan dan ketidaksamaan pendapat mengenai suatu hal. Perbedaan
merupakan hal yang biasa.

2. Pilihlah salah satu dari dua skenario berikut, gunakan konsep yang tepat untuk
menyusun hal yang diminta! (bobot 25%)
 Anda adalah pimpinan serikat buruh di PT ABC. Dengan adanya UU Omnibus
Law, anda dan rekan-rekan pekerja lain merasa bahwa UU ini akan merugikan
buruh. Untuk itu, anda berencana mengadakan rapat serikat yang bertujuan
untuk mengajak karyawan-karyawan lain untuk memprotes UU ini ke
pemerintah setempat. Buatlah naskah pidato singkat yang persuasif untuk
tujuan tersebut.
 Anda adalah staf ahli Gubernur Provinsi X. Pengesahan UU Omnibus Law
baru-baru ini menimbulkan banyak protes dari para pekerja termasuk di
Provinsi X, dimana serikat pekerja berencana mengadakan demonstrasi di
 depan kantor Gubernur. Anda diminta untuk menyusun naskah pidato yang
persuasif untuk meredam protes dari para pekerja tersebut.
Case 2

Assalamualaikum
Selamatmalam
Salam sejahtera untuk semuanya

Pada malam hari ini, saya ingin menyampaikan pesan untuk warga Provinsi X
semua terkait dengan Pengesahan UU Omnibus Law. Baru-baru ini DPR
mengesahkan UU Omnibus Law yang menuai banyak penolakan dari berbagai
kalangan masyarakat.

Saya ingin mengajak masyarakat untuk melihat sisi positif dari UU Omnibus
Law, karena Saya melihat terdapat missed komunikasi antara DPR dan publik
sehingga informasi mengenai Omnibuslaw tidak tersampaikan secara rinci.

Sesuai dengan yang disampaikan oleh Presiden kita, Bapak Joko Widodo,
Undang-Undang Omnibuslaw mengandung 11 klaster yang secara umum
bertujuan untuk melakukan reformasi struktural dan mempercepat transformasi
ekonomi. Adapun klaster tersebut adalah urusan penyederhanaan perizinan,
urusan persyaratan investasi, urusan ketenagakerjaan, urusan pengadaan lahan,
urusan kemudahan berusaha, urusan dukungan riset dan inovasi, urusan
administrasi pemerintahan, urusan pengenaan sanksi, urusan kemudahan
pemberdayaan dan perlindungan UMKM, urusan investasi dan proyek
pemerintah, serta urusan kawasan ekonomi.

Dengan kondisi di Indonesia saat ini, dirasa selaras dengan tujuan dari UU
Omnibus Law yang bertujuan untuk menyediakan lapangan kerja sebanyak-
banyaknya bagi para pencari kerja serta para pengangguran. Selain itu,
mendukung upaya pencegahan dan pemberantasan korupsi. karena dengan
efisiensi birokrasi dan pengaksesan data yang real time akan meminimalisir
terjadinya pungli dan penyalahgunaan wewenang.

Untuk itu, Saya menghimbau masyarakat yang kontra rasa dapat memahami
terlebih dahulu isi dari UU Cipta Kerja ini dan apabila melakukan unjuk rasa
dapat dilakukan dengan tertib. Aspirasi membangun dari masyarakat akan
menjadi masukan bagi pemerintah.

Demikian yang dapat saya sampaikan, Terimakasih, Wassalamualaikum

warahmatullahi wabarakatuh.
 3. Sebagai executive assistant dari seorang CEO di sebuah PT XYZ, anda kerap diminta
membuat draft surat tertentu oleh atasan anda. Pada situasi pandemi Covid-19 ini,
perusahaan memutuskan untuk me”rumah”kan sebagian karyawan untuk memangkas
biaya operasional. Anda diminta untuk menyiapkan termination letter atau surat
pemecatan kepada karyawan- karyawan tersebut. (bobot 25%)

PT XYZ

Jl. Mawar No. 01 Yogyakarta

Telp. (022) 1234188 Fax. 77738

SURAT PEMUTUSAN HUBUNGAN KERJA

Nomor : 013/ PT. XYZ/PHK/AN/2020

Perihal : Surat Pemutusan Hubungan Kerja

Kepada Yth,
Sdr. Stephen Strange
Di tempat

Dengan hormat,
Sehubungan dengan adanya pandemi COVID-19 yang terjadi di Indonesia. Kegiatan ekonomi
PT. XYZ terdampak sehingga untuk memangkas biaya operasional, PT XYZ melakukan
pemutusan hubungan kerja dengan beberapa karyawan. Dengan demikian, terhitung mulai
Tanggal 1 Bulan November tahun 2020, hubungan kerja antara PT. XYZ dengan Saudara
Strange dinyatakan berakhir. Atas nama perusahaan, kami menyampaikan permonhonan maaf
dan terima kasih atas kinerja yang Saudara berikan selama ini.
Demikian surat pemutusan hubungan kerja ini kami sampaikan dan agar dapat dimaklumi,
terima kasih.

Yogyakarta, 24 Oktober 2020

PT. XYZ

Hestiana
HRDManager
— Selamat mengerjakan, semoga sukses—
 Lampiran Kasus
Unforgettable Mauritania
As his plane started its descent into Nouakchott, Mauritania, Renan Bourdeau looked out of the
window at the endless stretches of desert. How, he wondered, did people survive in the searing heat,
this shape-shifting ocean of sand? How did they manage to herd and feed their livestock, bring up their
families and make a living? His first assignment for his company had been in Russia travelling between
Moscow, the Urals and Siberia in the middle of winter. At minus 28° Celsius it was brutal. This was the
opposite extreme but just as inhospitable.
Bourdeau worked for a communication company specializing in country reports designed to promote
the national economy of chosen countries and attract foreign investors. He was experienced in working
with the different cultural approaches to business. However, he knew nothing of Africa, nor of
Mauritania, one of its very poorest countries.
The Islamic Republic of Mauritania and its people have been forged from the Saharan Desert. Its plains
have served as an avenue for trade, migration and conquest. Wedged between the Atlantic coast and
the western edge of the desert, these migrants and conquerors blended into a complex society. At the
time Bourdeau set out on assignment, about two-thirds of the population was Maure and the
remainder of black African descent. About half of the Maure population was a mixture of Arab
(Moorish) and African lineage. Most of the purely Arab population consisted of nomadic herdsmen,
who were concentrated in the north, close to the Sahara Desert.
The Moors, descendants of North African Berbers and Middle Eastern Arabs, effectively controlled
Mauritania. They also held office in Nouakchott, once a small fishing town that was chosen as the
capital in 1957. Its position at the intersection of several trade routes as well as the slightly cooler
climate made it an ideal choice. Severe countrywide droughts in the 1970s had increased pressure on
the fishing trade, one of the republics’ main exports. In turn Nouakchott grew rapidly and with it, the
power of the incumbent Moors.
Although numbers of Bedouin Moors worked in Nouakchott during the week, their extended families
often lived a more nomadic way of life in the desert. The pace and style of business in the capital was
based on Bedouin social courtesies and traditions, which Bourdeau was keen to respect to the letter.
Hospitality was a requirement for a decent-living Muslim and he had read much about the ritual of
drinking tea in the country. Mauritanians reportedly drank tea throughout the day – mint tea, imported
from China, served in a small 1oz sized glass. A Mauritanian host would, without exception, offer to
make tea for any guest. However, the true status of the welcome was determined by how much foam
was on top of the tea. If 50% of the cup was foam it was an indication that the guest was very welcome.
The host would achieve this by pouring the tea between two cups, holding one at a height. The lengthy
process was a tribute to the pleasure of the company. Hardly any foam would indicate that he was only
serving you as a moral obligation.
In the three days’ notice he had been given to prepare for Mauritania, Bourdeau gleaned information
from a guidebook (nicknamed “the Bible”), which contained details of all the company’s previous
assignments in the region and the insights gained. It was by no means comprehensive when it came to
cultural norms. However, one part of the brief, compiled from a previous project, was clear: a Moor
who was Chief of Staff in the Ministry of Communications had the influence to open doors across the
administration. Creating a good working relationship with this man would be the keystone to the
assignment.
For Bourdeau himself there was a great deal at stake. The assignment in Russia had been less
successful than hoped, due to the complexity of the market. There had been many teams on the
ground competing for the same business too. In addition, his second assignment in Singapore was
dependent on selling on-line advertising space for a major New York daily’s website. This was
particularly challenging in 2004, when marketing spend was destined for more traditional media like
print, outdoor, TV and radio. The Singapore project had been seen as a failure and the pressure for the
third assignment was correspondingly high.
As he walked towards the airport terminal with his hand luggage, Bourdeau was unsure of how long he
would be in Nouakchott. Nevertheless he understood that the starting point for achieving results would
demand successful negotiations with the Chief of Staff.
_______
In the ensuing weeks, Bourdeau mulled over his options as to how best to establish a good working
relationship with the Chief of Staff. It was evident from his earliest encounters that meetings in
Nouakchott were leisurely and not motivated by the business agenda. Rather, the many and long
meetings were almost exclusively devoted to developing the social relationship. Bourdeau felt
pressured to deliver a successful outcome but also to wrap the project up quickly. He was conscious of
the daily budget his company was spending to keep the team there. To speed up the process would call
for a more assertive ‘western style’ negotiation approach. However, considering that this relationship
was the lynchpin for many others in the political and economic arenas, he could ill afford to trample on
local customs and risk alienation. He decided to focus his initial effort on reading the cultural
sensitivities and to develop a strategy once he felt the relationship was on a more secure footing.
The meetings with the Chief of Staff, Bourdeau learned, were expected to take place on an almost daily
basis. The tea ritual mentioned in his “Bible” dictated the agenda and topics for discussion, three cups
in each session.
The first tea was bitter, called the ‘tea of life’ and was given in the spirit of welcome. This meant that
the subject matter should remain social and personal. Any mention of business during this tea was
politely ignored, and even frowned upon. When the second tea was served, a little sweeter and known
as the tea “de l’amour”, it was permissible for Bourdeau to lobby for government support that would
underpin the ultimate success of the project. Nevertheless, it became clear over time that this section
of the meeting was meant to be cumulative – there would be no quick deals made or proposals
instantly approved. This vital part of the conversation was frustratingly controlled, both in length and
content, by the host summoning the third tea. This last tea was the sweetest of all, known as the ‘tea of
death’ – and was a definite signal for the end of the meeting.
As Bourdeau expected, head office was becoming more and more impatient and the pressure to
produce a robust report was building. He felt that his relationship with the Chief of Staff was on a good
footing, and yet he was uncertain as to how much longer it would take for him to be entrusted with the
keys to the rest of the administration. He tried many combinations around the tea ritual but was firmly,
although politely, brought back to the Chief of Staff’s agenda.
Bourdeau’s instinct that his company was becoming impatient was proved right when a senior
colleague from head office made a site visit to help move the process along. Confident that his
presence would impose a sense of urgency on proceedings, the senior colleague stated his intentions
and left before the third tea was served. It proved to be a serious mistake. Bourdeau recalled his host’s
instantaneous reaction.
“I could see it in his eyes straight away – and his behaviour. He was offended; he started acting upset
right away. It was a major faux pas, a huge step back.”
Luckily, Bourdeau’s previous commitment to following local protocol was enough to maintain the
relationship, although he was virtually back to square one as far as closing the deal was concerned.
After doggedly attending a day of meetings to repair the damage, an unexpected event occurred the
following morning. It was a Thursday – the last day of the working week in Islamic Mauritania. The
Chief of Staff was on his way in a 4x4 to pick up Bourdeau and his colleagues. They were invited to
spend the weekend with him and his family in the desert. There was no time for planning – they would
have to improvise.
_______
Bourdeau knew that to be invited on such a trip was nothing short of an honour and decided he could
not decline. He and his colleagues filled small backpacks with essentials and threw in a couple of apples
for the journey. After the non-existent entertainment in Nouakchott, perhaps they could look forward
to luxury camping in air-conditioned tents with fine food? The Chief of Staff, after all, held high office
and came from one of Mauritania’s wealthiest families.
Bourdeau was soon disabused of any such notions. To his disbelief, their host’s 4x4 already had one
passenger in the back section – a live, filthy cow. The stench was overwhelming and as they drove into
the sunset, Bourdeau was forced to push his face out of the window to breathe. It seemed the backseat
passenger was just as uncomfortable and complained loudly, mooing directly into the ears of his
human companions. The night became pitch black with only headlamps to guide them. Every now and
then the Chief would stop the vehicle and gaze up at the sky, calculating their bearings by the stars.
After many hours huddled with their beefy friend, the party finally reached their destination at around
2am.
Despite the fact that the camp had been asleep, everyone now gathered and with great ceremony
presented a sheep to their visitors and proceeded to slit its throat in their honour. To Bourdeau, who
did not eat red meat, the animal’s tortured cries were excruciating. The meal that followed comprised
couscous and lamb roasted over the fire – not only the flesh but the intestines too. Eating on the
ground as they were, the sand made its way into the couscous and much as Bourdeau tried to get away
with tiny portions, his host would have none of it.
“He grabbed my hands and forced a tennis-ball sized mixture of couscous, lamb and intestines, into
them for me to eat. It was so difficult for me to swallow. I didn’t think I could get it down.”
They were shown their quarters – a mat on the ground. Exhausted and feeling quite sick, Bourdeau
nevertheless found it impossible to sleep – he could see the red eyes of desert dogs ranging around the
camp, apparently coming ever closer to his exposed mat.
In the morning, the weekenders saw the camp properly for the first time – they were surrounded by
piles of camel dung. It didn’t seem to bother the children of the tribe who happily dug about in the
sand oblivious to it and the sand lice that crawled in everywhere. This was to be the base for the
weekend. The only food was various parts of the same unfortunate sheep. Breakfast was bits of its liver
chopped and served alongside a dish of warm camel’s milk.
“I didn’t want to think about how the camel’s milk had been heated in the desert – there were no
microwaves after all. I am not a milk drinker in any event; this was salty and so very fatty. In those days,
women in Mauritania were force-fed to become fat because it was considered a sign of prosperity to be
large – and camel’s milk was one of the primary ingredients used to fatten them up. So you can just
imagine that fat floating on top of the milk. And the liver! The Chief saw me trying to hide the liver
portions, the way you do with your veggies when you are little, and he was saying: ‘I see you, I see you,
no, no… you must eat, you must eat!”
Over the next few days, Bourdeau and his companions played with the children and chatted with the
adults left in camp while a number of the tribeswomen spent the day fetching water from boreholes
some distance away.
Desert life was harsh and simple, dictated by the search for water and the preparation of meals. There
was no water for ablutions and the three staffers struggled in the blistering heat. As they whiled away
the hours, Bourdeau learned that the older members of the family were very well informed. Contact
with the outside world was exclusively via a battered transistor radio held together by ancient odds and
ends, or from itinerant visitors and family. But eventhough the basic levels of English and French
hampered conversation, Bourdeau was deeply impressed by what he could only describe as the elders’
wisdom.
Three days later, after a two-hour hot shower back at his hotel, free of sand lice and looking forward to
sleep, Bourdeau reflected that he would have this story to tell for the rest of his days. Much as he felt
he was now closer to the Chief of Staff, he was still anxious to find out just how it would translate into
the success of his project.
He needn’t have worried. Over the second cup of tea the following morning, the Chief began to
introduce vital contacts and leverage his relationships with the various government bureaus. Bourdeau
was granted unfettered access across Nouakchott. After the long wait and extreme frustration,
progress accelerated dramatically and the ad revenue followed suit. Bourdeau’s third assignment was a
resounding success. Some ten years later, he mused over the experience:
“When I look back – it sounds crazy the conditions we were in on those assignments, the demands on
us – but when I consider it, I really would not change a thing. I have done so many things since then
that I would never have had the daring to do if not for what I learned then.”