POLITENESS STRATEGY AND POWER IN AN
ORGANIZATION: ORDERS/REQUESTS FROM THE
SUPERIOR TO THE SUBORDINATE
Titania Tabita Oktriana
Abstract
This study is about the use of politeness strategy in an organization in the context of giving orders and making requests from the superior to the subordinate. Different ages between the superior and the subordinate will be the focus case of this study, which is when the superior is younger than the subordinate. Because the superior has organizational power and the subordinates have social power. In Indonesia itself, age difference is important in the society, because social norms in Indonesia regulates the society to always respect the elder people.
This study aims to analyze whether there is politeness strategy used by the superior or not and the type of politeness if there is any. The study had been done in a religious organization, PHMJ GPIB Tamansari Salatiga. By recording three weekly meetings, it is found out that the superior (head chief) used politeness strategies while giving orders or asking requests to the subordinates. The indicator is adapted from Brown and Levinson (1987) to indicate the politeness strategy used by the superior. The strategy used by the superior is positive politeness and it is assumed that the superior want to have a good interpersonal relationship with the subordinates. Then, the result proved that the superior tend to pay attention more to the society power rather than keep her organization power.
Key words: Politeness strategy, Order/request, Superior, Subordinate, Power
INTRODUCTION
On the other hand, Morand (1996) states there are also many differences among them such as the gender, age, social, economic, and educational status, etc. To cope with the problem of the power differences, people use politeness strategies to communicate whether or not consciously (Morand, 1996). Morand (2000) also states that those differences makes someone has higher power than the other people from the society. According to Brown and Levinson (1987: 10), power is „the ability of one person to impose their will on another‟ whereas according to
Holmes (1995), the power dimension refers to the ability of the participants to influence one another‟s circumstances. Therefore, one person may be said to have
power over another to the degree that he or she is able to control the behavior of the other (Kurniawan, 2009). Ide (1982) adds that there are three social rules of politeness which are commonly applicable in Asian countries; (1) Be polite to a person with a higher social status, (2) Be polite to a person with power, (3) Be polite to an older person. Moreover, Salifu (2010), Sukarno (2010), and Mahmud (2013) also state that in most of the Asian countries age has a strong role in the communication between two people. Further, Mahmud (2013) adds that in Indonesia itself, one of the factors influencing power differences is the age differences, conversations between people of different ages frequently show different level of politeness.
appears because of the selected positions are based on the organization rules, different from the society where Salifu (2010) states that in Asian countries leadership of and responsibility for any group goes naturally to the oldest person.
There are some studies on the relationship between politeness strategy and power. Morand (2000) examines whether there is a relationship between power and politeness strategy using forty males and forty four females in an MBA program in USA. He found that power impacts the politeness strategies used by superior and subordinates in an organization. Subordinates use politeness strategies to communicate to the superior to avoid FTA (Face Threatening Act). Morand (2000: 237) explains “an FTA occurs when one person has occasion to threaten the face of another. Such conflictual events are common and often unavoidable, including acts of contradicting, criticizing, disagreeing, interruption, imposing, borrowing, asking a favour, requesting information, embarrassing, bumping into, and so forth.”
Mahmud‟s (2013) study in Bugis society found that the choice of being
polite for Bugis people is influenced by differences in social status, age, gender, familiarity, and situation. There are two areas in Bugis society, rural and urban areas. In both areas of the study, there is a different practice of being polite influenced by those above factors. In rural areas, social status differences become the most important factor whereas in urban areas, gender differences can become a higher priority in encoding their politeness.
There are two sources of power, from society and from authority of organizations. The problems might appear if there is one person who holds society power and one person who hold organization power live in the same organization. Kurniawan (2009) gives an illustration when a superior speaks to his subordinates. Although he is still younger than his people he may speak to them who are older than him with rather impolite way might be like someone talks to his close friend. It means that he will use several ways of communication to make him and his people have friendly relationship. Kurniawan (2009) concluded that Brown and Levinson‟s theory of politeness tend to estimate face threatening act. In the sense
This study aims to find the application of politeness theory in the situation where a superior in organization has subordinates who hold society power by being older. Mizutani and Mizutani (1987), Sukarno (2010), and Mahmud (2013) had stated that that age has a strong role in the communication between two people and influencing the power. The other aim is to find out about which politeness strategy is used in that situation. The significance of this research is to give a new dimension of the application of politeness theory in the situation which is contradictory. This study also can give advice to the superior who experiences the kind of situation, so that they will know which politeness strategy can be used and how to use the politeness theory and strategy in the kind of situation.
THEORETICAL FRAMEWORK
Power
Farhat (2013) in his study in Arab society states that it is not the social differences of a person that makes one powerful or powerless, but those differences make people impolite or polite. For example in a conversation between the one who is powerless to the one who is powerful, the powerless will speak more politely, otherwise when the powerful speak to the powerless person, the will speak less politely. Moreover, in eastern Asia countries, there are the norms of society and culture that decide, determine and govern the concept of power and therefore that of politeness. There are the norms of society and culture that make one either powerful or powerless. These are various factors in a particular community, society and culture, the social status, honor, respect, cultural, education, age, and religious norms etc which determine who is powerful and who is powerless. Kurniawan (2009) says that the age differences make someone powerful or powerless. Power which occurs because of that situation is power from the society.
Politeness Strategy
The model of politeness strategies proposed by Brown and Levinson (1987) revolves around the concept of face (Goffman, 1967), which the people try to establish as their own public self-image. According to Brown and Levinson (1987), politeness strategies are developed in order to save the hearer's "face". Face refers to the respect that an individual has for him or herself, and the effort to maintain that "self-esteem" in public or in private situations. Violation on the hearer‟s self-esteem and respectability is called Face Threatening Acts (FTA). One usually tries to avoid embarrassing another person, or making him/her feel uncomfortable.
Politeness strategies are developed for the main purpose of dealing with these FTA's. There are four types of politeness strategies, described by Brown and Levinson (1987) that sum up human "politeness" behavior with the example: Bald on Record, Negative Politeness, Positive Politeness, and Off-Record-indirect strategy. As an example retrieved from www.mona.uwi.edu which tries to explain about politeness strategy by Brown & Levinson (1987), when there is a situation if you saw a cup of pens on your teacher's desk and you wanted to use one.
1. If you answered "Ooh, I want to use one of those!", you used what is called the Bald On-Record strategy, Brown & Levinson (1987) explain that it provides no effort to minimize threats to your teachers' "face".
used to indicate that you recognize that your teacher has a desire to be respected. It also confirms that the relationship is friendly.
3. If you answered "I'm sorry to bother you but, I just wanted to ask you if I could use one of those pens?", you used the Negative Politeness strategy, which similar to the Positive Politeness in that you recognize that they want to be respected however; you also assume that you are in some way imposing on them (Brown & Levinson, 1987). Some other examples would be to say, "I don't want to bother you but." or "I was wondering if."
4. If you answered "Hmm, I sure could use a blue pen right now.” you used Off-Record indirect strategies. Base on Brown & Levinson‟s (1987) theory the main purpose is to take some of the presence off of you. You are trying not to directly impose by asking for a pen. Instead you would rather it be offered to you once the teacher realizes you need one, and you are looking to find one.
Diagram 1.1 Flowcharts of Politeness Strategies and Tactics Ordered Against Estimated Threat to Face by Morand (1996). Adapted from Brown and Levinson 1987
Do the FTA
5. Don‟t Do the FTA
On Record
4. Off Record
1. withouth redressive action, baldly
With redressive action
2. Positive Politeness
3. Negative Politeness
Speaker‟s
estimation of threat to face
Greater
Lesser
More
The Diagram 1.1 explains how a speaker‟s estimation of threat to face in choosing the politeness strategy. Morand (1996) explain the greater estimation of threat of face, speaker will use more politeness strategy and if the lesser estimation of threat of face, speaker will use less politeness strategy. There are some strategies that relate to giving order based on Brown & Levinson (1987): 1. Bald on record
This strategy does nothing to minimize threats to the listener's “face”. Morand (1996) gives an example: “I want you to replace me to go to the meeting”. The superior just directly ask for the order or request without use any tactic.
2. Positive Politeness
Positive Politeness is the strategy that consider to the addressee positive face, seems like the addressee have desire to be respected. The linguistic realizations of Positive Politeness are showed of the normal linguistic behavior between the superior and subordinates. The strategy (St.) use by superior (Su.) to the subordinates (So.) will be:
St. 1 Assert or presuppose Su‟s knowledge of and concern for So‟s wants
Assert or imply knowledge of So‟s wants and willingness to fit one‟s own
wants in with them.
Example: “Okay, I know you want me to be good in my work, so shouldn‟t I do my job now.” (instead of helping the So.)
St.2 Offer and promise
St. 3 Be optimistic
Su. assume that So. will accept Su.‟s wants, opinions, or suggestions by Su‟s statement.
Example: “You‟ll lend me your apartment-key for the weekend, won‟t you.” St. 4 Include both Su. and So. in the activity
Example: “Let‟s meet at the office later” St. 5 Give (or ask) reasons
Example: “Why don‟t we do this tomorrow or the next two days?”
St.6 Assume or assert reciprocity
Su. wants So. to do something that has been done by Su. before (reciprocality), or to do something that should‟ve been done by So.
Example: “Yesterday I„ve presented the topc, so today it‟s your turn!” St. 7 Give gifts to So. (goods, sympathy, understanding, cooperation)
Su. tries to satisfy So.‟s positive face by fulfilling some of the So‟s wants
which indicate that Su. want something from So.
Example: “You have done a very good job, so you have to do the next
project.”
3. Negative Politeness
St. 1: Be conventionally indirect
Opposing tensions: desire to give So. an “out“ by being indirect, and the
desire to go on record.
Example: “You couldn´t possibly tell me the time, please?“ St. 2: Be pessimistic
Gives redress to So´s negative face by explicitly expressing doubt that the conditions for the appropriateness of Su´s speech act is obtained.
Example: “I don´t imagine there´d be any chance of...“ St. 3: Minimize the imposition
“I just want to ask if I can borrow a single sheetof paper.”
St. 4: Give deference
Two different possibilities to realize the deference: 1.)Su. humbles and abases himself
2.)Su. raises So. (Su. treats So like a superior by having a different type of named calling)
Example: “Yes, sir, I thought perhaps you wouldn´t mind and...“
St. 5: Apologize
By apologizing, Su. shows that Su. does not want to do FTA to the So. Because the statement maybe make So. feels uncomfotable.
Example: “Please forgive me if...“ St. 6: Impersonalize Su. and So.
Example: “I was kind of interested in knowing if...” St. 7: Normalize
The more you normalize an expression, the more you dissociate from it. Example: “Your good performance on the presentation impressed us favourably.“
4. Off-record (indirect)
Give hints : It's a bit cold in here.
Be vague : Perhaps someone should open the window. Be sarcastic, or joking : Yeah, it‟s really hot here.
Power and Politeness Strategy
As Robin Lakoff (1989) argue that politeness and power are closely related. Power is a significant component of Brown and Levinson‟s (1978, 1987)
The „request‟ as a speech act is particularly relevant to politeness, especially
power in institutional contexts. As Brown and Levinson (1987) maintain, requests are likely to threaten the face of both speaker and hearer, and it is not merely coincidental that they are the focus of much cross-cultural research on politeness (Blum-Kulka et al, 1989 and Fukishima, 2000)
Morand‟s (2000) study focuses on the variable of power as it specifically
applies to superior - subordinate interaction in formal organizations. As described above, in politeness theory power is included in one of the determinant, so it will be well-suited for analyzing just how superiors' and subordinates' relative power is embedded in speech acts.
“While superiors are not restricted from using politeness, it is suggested
that subordinates use greater amounts of politeness. The logic as to why low power member of organization might take greater care in addressing the person (and thus the face) of superiors is fairly self-evident. Subordinates are careful not to offend or infringe on those upon whom they are dependent; power relations by definition imply dependency” (Dahl, 1957).
Age Differences
also found that age differences influence politeness, first is done by Mahmud (2013) in Bugis society and Sukarno (2010) in Javanese context.
In Indonesia, which is an Asian country, politeness is one of the key factors in the value system, so that it will create effective communication in the society. Tran (2010) states politeness is expressed through respectful attitudes depending on who the hearer is, and how close the relationship between the speaker and the hearer is. In other words, a polite conversation is one that takes into account such factors as age, social positions and social contexts. Sukarno (2010) adds as eastern country, Indonesian norms teach to respect to another people especially the elderly by calling them with certain address terms. For example; for elder person Javanese use mas (brother), mbak (sister), pak (man), or bu (woman). The address terms indicate that one is speaking to a person of the same, higher or lower social status, and age.
THE STUDY
Context of the Study
what is the politeness strategy used by the superior in the organization in giving order or asking request to the subordinates who has power from the society (older).
Method of Research
This study is a case study which aims to examine and describe the politeness strategy used by a superior in giving orders to or making requests to the subordinates who hold society power. This research is threfore a descriptive research because it attempts to describe, explain and interpret conditions of the present. The purpose of a descriptive research is to examine a phenomenon that is occurring at a specific place(s) and time (Shields & Rangarajan, 2013). This study is qualitative it based on descriptive data such as spoken or written and the participant behavior (see Bogdan & Biklen, 1992).
Participants
members for this study. The superior (The head Chief) of PHMJ who hold the organization power and the subordinates, nine persons (The member) who hold the power from the society. Morand (2000) says that the superior is chosen because he/she have power in the organization and Farhat (2013) adds that the subordinates who has power from the society are the subordinates who are elder.
Table 1. List of the Administration of PHMJ GPIB Tamansari Salatiga
8 Er F 55 Bachelor 2nd Secretary
Accompany 3rd & 4th chief, and take care of the business trip things
9 E F 51 Bachelor General Treasury
Responsible for the treasury stuff, make and supervise the budgeting, make the
financial reports.
10 Em F 59 Senior High 1st Treasury
Overseeing the budget realization, oversee and develop church
administration, oversee the church inventory with the 4th chief.
As has been shown from the Table 1, this organization fulfills the requirement of organization needed for this study. This organization has a superior (head chief) who is younger than the subordinates.
Instrument & Data Collection
The data used in this research is primary data which come from the recording of three staff meetings during February - March 2014. As it was said by Shields and Rangarajan (2013), descriptive research uses to see a concept in a phenomenon, so this research needs primary data which will be analyzed, so that there will not be a bias on the data.
The data collecting method is recording of the staff meeting which contains orders or requests by the superior to the subordinates. Before gathering the data, the participant forms spread out to be filled in by the PHMJ members to know the members‟ name, age, education last reviewed, sex type, potition in the
participant‟s profile collection. Then, the data are gathered on February 4th,
February 18th, and March 14th, 2014 and had been transcribed the recording as the data obtained.
Data Analysis
To indicate which strategy is used by the superior to give orders or ask requests to the subordinate, some indicators were adapted from Brown & Levinson (1987). In this study, several strategies (St.) were chosen base on the background theory on page 8.
1. Bald on record 2. Positive Politeness
St. 1 Assert or presuppose Su‟s knowledge of and concern for So‟s wants St.2 Offer and promise
St. 3 Be optimistic
St. 4 Include both Su. and So. in the activity St. 5 Give (or ask) reasons
St. 6 Assume or assert reciprocity
St. 7 Give gifts to So. (goods, sympathy, understanding, cooperation 3. Negative Politeness
St. 1: Be conventionally indirect St. 2: Be pessimistic
St. 3: Minimize the imposition St. 4: Give deference
St. 6: Impersonalize Su. and So. St. 7: Normalize
4. Off-record (indirect)
After indicating the politeness strategy used by the superior, then analizing the strategy that occur the most and discuss it briefly.
FINDINGS & DISCUSSION
This study is aimed at finding and explaining the use of politeness strategy in an organization, namely PHMJ GPIB (Pengurus Harian Majelis Jemaat Gereja Protestan Indonesia bagian Barat). The situation is when the superior (Su) who has an organizational power is younger than the subordinates (So), who hold power in society. This study also discuss which politeness strategy is used by the superior. In attempt to answer this research aim, the paper will discuss about first, the politeness strategy used by the superior (head chief) of PHMJ GPIB Tamansari Salatiga and the second is types of strategy the superior used and the reason for using them.
Politeness Strategy Used by the Superior of PHMJ GPIB Tamansari Salatiga
intensity of use for each strategy varies. The result shows that the superior used positive politeness more than the other strategies.
Table 2. Politeness Strategy Used by the Superior of PHMJ GPIB Tamansari in Giving Orders to the Subordinates
No Politeness Strategy Total Percentage (%)
1 Bald On Record 15 28,3
2 Positive Politeness 30 56,6
3 Negative Politeness 6 11,3
4 Off Record 2 3,8
TOTAL 53 100
Table 2 shows that the superior (head chief) commonly uses Positive Politeness, as much as 56.6 percents from all of the politeness strategies that occured in the gained data. The next most found strategy is Bald On Record, as much as 28.3 percents followed by Negative Politeness, 11.3 percents. The strategy which is rarely used is Off Record, only 3.8 percents. The next discussion will be about the use of positive politeness, because based on the result, it is more dominant.
has an important role to influence politeness in an organization. Possitive politeness used by the superior of PHMJ Tamansari will be discussed more in the next sub topic to analyze the reason based on the previous studies and theories.
Positive Politeness by the Superior of PHMJ GPIB Tamansari Salatiga
Table 3. Positive Politeness Used by the Superior of PHMJ GPIB Tamansari in Giving Order to the Subordinates
Positive Politeness Total Percentage (%) 1 Assert or presuppose Su‟s knowledge
of and concern for So‟s wants 0 0
2 Offer and promise 2 6,7
3 Be optimistic 14 46,7
4 Include both Su. and So. in the activity 6 20
5 Give (or ask) reasons 7 23,3
6 Assume or assert reciprocity 1 3,3
7 Give gifts to So. (goods, sympathy,
understanding, cooperation) 0 0
TOTAL 30 100
Table 3 shows that the superior of PHMJ GPIB Tamansari uses the Be Optimistic strategy more than the other kinds of positive politeness, which is as much as 46.7 percents. Optimistic strategy mostly use to minimize the face threat (Brown and Levinson, 1987). From the data gathered, Optimistic used to make an agreement done by the speaker which the hearer expect to agree with it too.
Example:
In the meeting situation, Su. (Head Chief) had done reporting about the congregration, then asked for the other information from So.
In the meeting, PHMJ discussed about a staff (Pak Yanto) who didn‟t do his job well and planed to warn him. Then Su gave her opinion to So.
(2) kasi tau Pak Yanto, kalo ini sudah ada yang mau ganti, gitu kan (let Mr. Yanto know that we have had people who want to fill his position, right?) (PHMJ meeting on February 18th, 2014)
In the meeting, PHMJ discussed about an accident happened in front of the church on Sunday. This case involved one of the congregation and there was a victim. The victim had been taken to the hospital, but the family of the victim took the victim home. PHMJ tried to make a letter of agreement.
(3) dan saya kira lebih cepat lebih baik, iya kan? Apa lagi ini dia sudah di rumah... (and I think it will be better if we do it soon, right? Moreover she has been taken home...) (PHMJ meeting on March 14th, 2014)
From the Example (1), the superior used the word “maybe” just to emphasize that she ask Mr. Th to give his report. She did it implicitly by questioning and she assumed that Mr. Th would accept her request and gave his report to her. In Example (2) and (3), the head chief gave her order by questioning which aimed at reconfirming her idea to the other members, and she was sure that the other member would accept it. The main point in using optimistic strategy is by questioning the hearer, but the questions is just for confirming the listener and ask if they have the same idea and accept to do the order. This strategy is used in this situation to have positive face of the hearer, so that they feel respected by the speaker.
Example:
Still about the accident on Sunday, So asked one represenative of PHMJ to take over the case.
(4) “oh iya, kan yang mengurus ini dari awal pak Mardi.” (“Of course, because Mr. Mardi have been in charge of this problem from the beginning”) (PHMJ meeting on March 14th, 2014)
The Example (4) is an example of give (ask) reason strategy used by the superior of PHMJ GPIB Tamansari. The Table 3 shows that this strategy is used as much as 23.3 percent. In this situation, the superior used this strategy to explain the reason of her order, so that it will save the member‟s positive face and to avoid FTA.
In the meeting, PHMJ discussed about evaluation done by BPPJ (exchequer and audit departement). Su gave her opinion about it.
(5) nah itu tadi, karena kita sudah bikin kan, BPPJ minta lagi yg lain gitu. Nah harusnya kita tanya BPPJ itu maunya yang kaya apa. (That's what I said, because we have made it, BPPJ asked for the other data, like this. We should ask to the BPPJ about what they really want) (PHMJ meeting on February 18th, 2014)
Offer and Promise and also Assume or Assert Reciprocity are other kinds of positive politeness used by the superior of PHMJ GPIB Tamansari in making orders/requests to the subordinates.
Example:
Because there was more important thing to discussed, Su tried to delay the discussion and talked about the important first.
(6) iya, MuPel (Musyawarah Pelayanan) itu. Itu nanti kita bicarakan lagi (So, about MuPel (Delibration Ministry). That will be discussed again later.) (PHMJ meeting on March 14th, 2014)
In the meeting, PHMJ discussed about the accident and the victim who had been taken home by he family. PHMJ discussed about what to do next.
(7) ...Harusnya gini, kalo bapak bawa, urusan bapak dan keluarga. Kalo di sini kita masih bisa ngobrol, harusnya gitu kemarin. (That should be like this, if you take her home, it's your own responsibility. If she is here, we still can talk about it, which should've been like that.) (PHMJ meeting on March 14th, 2014)
superior wanted to postpone the discussion because of there were more important things needed to be discussed first. For assume or assert reciprocity strategy appeared because of the situation when the superior wanted to give different way as the thing that the subordinate supposed to do. Both strategies rarely appeared in the situation observed because there was not much situation (let the superior promising and doing something reciprocity to the subordinates) that support the superior to use those strategies.
For the Give gifts to So. (goods, sympathy, understanding, cooperation) and Assert or presuppose Su’s knowledge of and concern for So’s wants strategies, both are not used by the superior of PHMJ GPIB Tamansari Salatiga. It might be because those strategies have a little possibility to appear in an organization situation. In giving orders or asking requests the superior never pay attention to give gift and concern for her subordinate wants. Because those strategies focus more on the hearer‟s face advantage, and as the superior, she has
the authority to give orders or asking requests, so she did not need to use those strategies.
CONCLUSION
recordings, the head chief of the organization commonly used positive politeness strategies to give order or ask request to her subordinate. This result shows that there is an indication that the superior wants to have closer relationship with her subordinate, but still keeps her authority as the superior.
It corresponds with Yuka (2009) who states that speaker use positive politeness to have interpersonal relationship with the hearer. it also corresponds with the Diagram 1.1 about the flowchart of politeness strategies and tactics ordered against estimated threat to face by Morand (1996), which shows that bald on record and positive politeness have higher level of politeness and the result of this study shows that the speaker pay attention to speaker estimation of threat to face. Then, it also proves that the superior who has older subordinates pay more attention to the power from the society that the subordinates have rather than his/her power from the organization. Moreover, this study proves that age influences politeness. The study also found that from all of the positive politeness, the superior used be optimistic strategy more than the other strategies. Be optimistic strategy used to minimize the face threat of the hearer (Brown & Levinson, 1987).
Acknowledgement
Praise the Lord because this thesis can be completed on time. Moreover, this thesis can‟t be done without the support from many special people around me. The first and foremost, I would like to thank to my savior, Jesus Christ, thank you for Your bless so that I can finished my study and this thesis well. I would also express my special thank to my beloved parents. My mom, Sri Endah Natalyati and my dad, Sutriyarso (†) who always support me and accompany me.
The second absolutely goes to my supervisor Christian Rudianto, S.Pd.,M. App. Ling. and my second reader, Dr. Elisabet Titik Murtisari, S.Pd., MTransStud. Thank you for your help, support, advice and criticism. I would also like to thank other English Department lecturers, and staff. Thank you, especially to the dean Victoria Usadya Palupi and my advisor Suzanna Maria L. A. F. Another special thank, to my hunie, Dimas Pradipta. Thank you for your patience, to help, understanding, and for always “listening” to my squawk, fretfulness, and annoyance.
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APPENDIXES
Table A. Superior‟s Orders/Requests in PHMJ GPIB Tamansari meeting on February 4th, 2014
No Order/Request Statement Politeness
Strategy Reason
1 Ya, mari kita mulai rapat kita pada malam hari ini,Er untuk menyampaikan laporannya (Okay, Let's start our silahkan ibu meeting today. Mrs. Er, please deliver the report)
Bald on Record This strategy does nothing to minimize threats to the listener's “face”
2
Eeemm tunggu sebentar... itu untuk mengurus masalah itu, pegawai itu, minggu ini tidak bisa, soalnya Ima cuti, minggu depan juga cuti. Jd di buat maret aja itu. (Eemm wait, to take care of that problem, about the employee, I can't make it this week, Ima is on leave right now and also next week. So, let's make it on March.)
Positive politeness - Be optimistic
Because, the leader here made a decision and she assumed that all of the member would accept it.
3
coba itu diingatkan, karena Sebenarnya kita kan sudah punya kesepakatan kalau belum dirapatkan ga bisa cari-cari dana, jadi
mereka perlu kita kasi tau itu, kemarin banyak yang tanya itu.
(Please remind me, because actually we have had a deal that if it haven't discussed yet on the meeting, they couldn't do funding, so we have to let them know. I got a lot question about that.)
Positive politeness - Include Su and So
in the activity
The leader use the word "we" to make order, which mean she include herself in.
4 Itu nanti dikonfirmasi dulu ajaatau menyiapkan yang lainnya juga. , kita hanya menyediakan tempat (Just confirm it first, we just provide the place or we have to prepare another too.)
5
Ini kita diminta untuk mengiklankan? Ya sudah kalau begitu nanti itu di copy saja, lalu ditempelkan di papan pengumuman, keterangan lengkap bisa ditanyakan ke kantor gereja, begitu?
(Do they ask us to advertise it? Okay just make a copy of it then stick it on the announcement board, you can get the complete information in the office, am I right?
Negative politeness - Be pessimistic
The leader gave order but kind of unsure with it, so she ask for feedback.
6 Maaf, ini untuk kegiatan yang mana? (Sorry, this is for which
activity?)
Negative politeness - Apologize
The leader use the word "sorry" before she ask a request.
7 iya, dalam program itu ada ulang tahun Tamansari. Kita ga pernah bikin ya. Itu tanggal 15. Itu kita mau buat acara apa ya? (Yes, in the program there is Tamansari birthday. We never have done this. It's on 15th. What kind of program will we make?)
Off Record - Be vague
Actually the leader ask the member to make an activity in that day, but the way she ask is by asking for the member opinion about what kind of activity they would make.
8
...karena jemaat kan belum semua punya jd maksud saya ini nanti bisa dibagi dan dicatat siapa-siapa yang untuk proses pembayaran. (because not all of the congregation have had it, so I mean that later it can be distributed and then listed who they are due to the payment.)
Positive Politeness - Give reason
What it's mean by the leader here is, she want the member to spread out the book to the congregation and list them for the payment process. She gave the reason first before asked the member to do it.
9
mungkin perlu diberitahukan bahwa kita mengundang jemaat,
begitu?... (Maybe we need to inform them that we invite the
entire congregation, doesn't we?)
Negative politeness - be pessimistic
10
bagaimana jika kita mengundang Koor, dari pelkat2 itu ya.. semua pelkat.. mungkin nanti jadi bagus ya, soalnya ini kan
ulang tahun tamansari kan. (How about if we invite the choir,
from the categorial services.. Maybe it will be good, because it is Tamansari Birthday, right?)
Positive Politeness - Give reason
The leader give reason about why they have to invite the choir
11
oh iya, kita juga bisa mngundang bu Nora dan pak Zhakaria, bu Sri juga untuk menjelaskan buku sejarah GPIB ini ya untuk tanggal 15 . dan surat untuk pelkat2 itu bsk sudah bisa mulai
di edarkan ya .. (Oh right, we can invite Mrs. Nora, Mr. Zakaria,
and Mrs. Sri to explain GPIB history book on 15th, and the letter for categorial services can be spread out start from tomorrow..)
Positive Politeness - Be optimistic
Because, the leader here made a decision and she assumed that all of the member would accept it.
12
jam 5 aja ya, seperti biasa. Kita sidang tanggal brp? 13 ya?
Hari, rabu ? (how about at 5 p.m., as ussual. When we have the session? Is it on 13th? What day, Wednesday?)
Bald on Record This strategy does nothing to minimize threats to the listener's “face”
13 di buat prasmanan aja itu, buat 150 aja (We make the buffet, for
150 people.) Bald on Record
This strategy does nothing to minimize threats to the listener's “face”
14
oh jadi maksudnya gini kalo pribadi gak papa lho ya, tapi kalo gereja jangan. Karena kalo sebagai gereja kan harusnya berkoordinasi juga gitu to? (So, what I mean is, it is okay if it is personal, but if it is as a church, no. Because if it is as a church, we should coorndinate first, am I right?)
Positive Politeness
Table B. Superior‟s Orders/Requests in PHMJ GPIB Tamansari meeting on February 18th, 2014
No Order/Request Statement Politeness
Strategy Reason
1 Ya, kita mulai saja rapat kita. Dimulai dari notulensi kemarin, bagaimana tindak lanjutnya? (So, we just start the meeting now. Let's begin with the last week's report, how's the follow up?)
Bald on record This strategy does nothing to minimize threats to the listener's “face”
2 ngga usah aja. Kayanya juga ngga ada di program itu (We don't
need to, I think it's not in the program.) Bald on record
This strategy does nothing to minimize threats to the listener's “face”
3 Tempel, maybe? Laporkan di warta (Stick it, maybe? Put it in the announcement paper)
Positive Politeness - be optimistic
The leader use the word "maybe" just to make sure about her idea. But she seems sure that her idea will be accept by the member
4 jauh sekali itu, ga usah lah (It's too far, we don't need it) Bald on record This strategy does nothing to minimize threats to the listener's “face”
5
Itu saja dari saya, informasi seputar jemaat. Selanjutnya, pak Th,
mungkin? (That's all from me, the information about our
congregation. Next, Mr. Th, maybe?)
Positive Politeness - be optimistic
The leader use the word "maybe" just to emphasize that she ask Mr. Th to give his report, but implisitly
6 ini kaya apa suratnya, coba di baca lagi? (What kind of letter is
it, please read it again?) Bald on record
This strategy does nothing to minimize threats to the listener's “face”
7 Kalo gitu kayaknya ga usah pake nyanyi ya.. hehe (So, maybe we don't need to sing.. Hehe)
Negative politeness - be pessimistic
8
Er : ...Ini penanggung jawabnya siapa? (Who is responsible for this?
Ms : pak Th? (Mr. Th?)
Positive Politeness - be optimistic
The leader ask him by questioning, but seems sure that it will bu accepted by him
9
....jd nanti selesai pulang dari sidang kita pikirkan kembali untuk
apa, rencana pertemuan berikut yang membahas tentang landas nya dulu... ya kira2 itu saja. Te Er sempat ketemu pak Nick ngga? (So, after we back from the session we will think again about it, our next meeting plan which will discuss about the background first.. that's all. Mrs. Er, have you ever met Mr. Nick?
Positive politeness - Offer and promise
Actually the leader asks the member to think about what will discuss later. So, she promises to the member about when and what will be discussed.
10 ya, mungkin ini tinggal pa Nick ya, kita memang harus tanya beliau kelanjutannya bagaimana (okay, maybe this is only about Mr. Nick, we should asked him about how it goes.)
Positive politeness -Include both Su
and So in the activity
The leader use the word "we", which means not only the member but also herself are included in that activity
11
Mungkin kalo dari pak Mk ga ada informasi ya? Kemarin PelKat PT sudah acara di percik. (Maybe from Mr. Mk there isn't any information? Youth categorial service have done their activity in Percik yesterday)
Positive Politeness - be optimistic
The leader want to ask Mr. Mk to give his report, but she seems sure that he don't have any report
12
...Yang kedua pak Yanto itu, begitu ada orang dateng. Langsung diingatkan, "helm nya jangan lupa di kunci ya". Gitu? (Second, Mr. Yanto, if the people come, he have to remind them, "Please lock your helm". right?)
Positive Politeness - be optimistic
13 mungkin kita harus panggil lagi ya. (maybe we have to call him
The leader use the word "we", which means not only the member but also herself are included in that activity
14
kasi tau pak yanto, kalo ini sudah ada yang mau ganti, gitu kan
(let Mr. Yanto know that we have had people who want to change his position, right?)
Positive Politeness - be optimistic
The leader assumes that the member will accept her idea. Actually she asks the member to tell Mr. Yanto to do what she had said.
15
Cuma mungkin kita juga perlu untuk memikirkan tentang security. Nda bisa ini terus-terus kaya gini. Dan kalo kita perhatikan lembur2 itu kan sama aja kita bayar orang. (Maybe we just need to think about the security. We can't let the situation going like this anymore. And if we see again, the overtime cost is same with we pay someone.)
Positive Politeness - give reason
The leader gives some reason when she ask the member to start recruiting the security.
16
Bisakah pak, saya berfikir gini, eee, BPPJ itu mereka datang di
sini hari apa, terus masing2 pelkat itu kita undang juga untuk memberikan laporan hari itu. (Sir, Can we? I mean this, eeee, when the BPPJ came here, we also invited every categorial services to give their report on that day too.)
Negative politeness - be pessimistic
The leader requests the member opinion about her idea but she seems not sure about it.
17
nah itu tadi, karena kita sudah bikin kan, BPPJ minta lagi yang lain gitu. Nah harusnya kita tanya BPPJ itu maunya yang kaya apa. (That's what I said, because we have made it, BPPJ ask the other form, like this. We should ask to the BPPJ about what they really want.)
Positive Politeness - include both Su
and So in the activity
Table C. Superior‟s Orders/Requests in PHMJ GPIB Tamansari meeting on March 14th, 2014
No Orders/Requests Statement Politeness
Strategy Reason
1
mari kita mulai saja rapatnya, karena nanti jam 8 saya harus menemui pak kapolri bersama dengan pak Th. (Let's start our meeting, because I still have to meet with the marshal at 8 with Mr. Th.)
Positive Politeness - Give reason
The leader give reason about why the have to start the meeting immediately
2 oh iya pak, silahkan disuruh naik aja buk Mardi (Oh yes sir,
please let Mrs. Mardi up here.) Bald on record
This strategy does nothing to minimize threats to the listener's “face”
3 Jadi bu Indy punya etikat baik, begitu? (So, Mrs. Indy still has a good faith, right?)
Positive Politeness - be optimistic
The leader request for confirmation about someone statement, she just want to make sure that her idea is true
4
oh iya, kan yang mengurs ini dari awal pak M. (Of course, because Mr. M have been in charge of this problem for the beginning)
Positive Politeness - Give reason
The leader give reason when she ask him to take care of the problem
5 Kronologisnya aja (Just the chronology) Bald on record This strategy does nothing to minimize threats to the listener's “face”
6
dan saya kira lebih cepat lebih baik, iya kan? Apa lagi ini dia sudah di rumah... (and I think it will be better if we do it soon, right? Moreover she has been taken home...)
Positive Politeness - be optimistic
7
Jadi memang perlu adanya laporan perkembangan, jadi apa yang harus di lakukan, mungkin nanti kita minta konsultasi sama pak Th. Besok ke sana itu ngomongnya yang gimana, gitu kan? Supaya nantinya keluarga juga tidak jadi jengkel, terlalu lama begitu?. (So, of course we need any development report, what we should do, maybe later we can consult with Mr. Th. What will we say later, right? So, the family will not feel irritated, because it's too long, right?)
Positive Politeness - Include both Su
and So in the activity
The leader uses the word "we", which means not only the member but also herself are included in that activity
8
Kalau mau pakai polisi, betul. Kalo mau pakai pengacara juga
betul. Supaya nanti arah pembicaraannya juga jd jelas.
Karena... (It is right, If we want to include the police. If we want to use lawyer, it's also true. So, the discussion themes also clear. Because...)
Negative Politeness -Normalize
The leader seems want to normalize her expression by saying that what they have done was right and ask them to continue the process
9
...Harusnya gini, kalo bapak bawa urusan bapak dan keluarga. Kalo disini kita masih bisa ngobrol, harusnya gitu kemarin. (That's should be like this, If you take her home, it's your own responsibility. If she is here, we still can talk about it, that should've liked that.)
Positive Politeness - Assume or assert
reciprocity
Actually what the leader want is like that, but the fact is that the member didn't do like that.
10 iya, mungkin kita lanjut aja, ada surat ya? (Okay, maybe we can continue, there are some letter, right?)
Off record - give hint
The leader asks about letter, actually to ask the secretary to start her report about the letter
11
udah itu tulis aja, kalo dia minta cuti ya dia harus cari orang untuk ganti, gitu aja. (just write it, if he ask to leave, he has to look for another person who can change his position, just like that.)
12
kemarin itu ada jemaat kembangsari yang mau daftar, namanya Ruben. Ya mungkin kita bisa minta bantuan dia dulu sebelum nanti kita angkat sebagai satpam. (there was a Kembangsari congregation who wanted to apply, his name is Ruben. So maybe we can ask him for a help before we hire him as the security.)
Positive Politeness - Include both Su
and So in the activity
The leader use the word "we" to make order, which mean she include herself in.
13
itu hari rabu atau kamis itu bisa coba di ajak bicara dulu aja pak Th. Masalah gaji dan sebaginya. (Mr. Th, Maybe we can talk about it on Wednesday or Thursday. About the salary, etc.)
Bald on record This strategy does nothing to minimize threats to the listener's “face”
14
jadi gini, tadi sudah ada percakapan, supaya kita juga bisa langsung ke pak kapolres jam 8. Jadi gini tadi itu keluarga minta kehadiran kita, bu Indy juga gereja, Cuma saya berfikir, karena ini sudah pakai nama lembaga, gitu kan? jadi tetap harus ada hitam di atas putih pak, seperti itu pak. (So, we have talked about it, so we can go to the marshal at 8. So, the family asked us to attend, Mrs. Indy and us. But I think, because it have been used the organization name, right? so we need letter of agreement, sir. )
Positive Politeness - Give reason
Actually the leader wants to ask Mr. Th to make the letter but she gave him some
explanation to give reason why he has to make an agreement letter.
15
yang soal ke kapolres aja, mungkin yang bisa pak Th ngobrol ke kita. (about we want to go to the Marshal, maybe Mr. Th can explain more to us.)
Positive Politeness - be optimistic
16
jadi bapak ibu, surat-syaratnya kita pending dulu, karena kita janjian jam 8 dengan beliau. Kesepakatan kita-kita mungkin selesai dulu. Mungkin ada beberapa hal yang kita fokuskan,
begitu? (Everybody, let's postpone the letter first, because we
make a promise to meet the marshal at 8. we should finish our agreement here. Maybe there is any problem that we should focus on, right?)
Positive Politeness - be optimistic
The leader gives her order by questioning to the member, but it seems she assumes that the other member will accept it.
17
iya, MuPel (Musyawarah Pelayanan) itu. Itu nanti kita bicarakan lagi (So, about MuPel (Delibration Ministry). That will be discuss again later.)
Positive Politeness - promise
The leader requests to discuss about the problem and promise that it will be done later.
18 terus persyaratan sudah? (how about the requirement?) Bald on record This strategy does nothing to minimize threats to the listener's “face”
19 memang harus di masukan (It have to be included) Bald on record This strategy does nothing to minimize threats to the listener's “face”
20 minimal pendidikan? (The minimum education?) Bald on record This strategy does nothing to minimize threats to the listener's “face”
21
ya jadi nanti kita bisa bicarakan masalah bayaran itu kan supaya enak, gitu kan? (So, we can talk about the salary later, so it will clear, right?)
Positive Politeness - be optimistic
The leader gives her order by questioning to the member, but it seems she assumes that the other member will accept it.
22
atau undang aja besok to, supaya bisa dibicarakan lebih lanjut soal ini. Gimana2nya to? (Or just invite them tomorrow, so this problem can be discussed more. How it will be, right?)
Positive Politeness - be optimistic
