CTH: Communication of Organic Adhocracy Empowerment of MSMEs Large Family

This study aimed to understand the organization and communication process of the Cooperative Trading House (CTH) which encouraged micro, small, and medium enterprises (MSMEs) to be more involved in communication to enhance business opportunities. This research used an interpretive paradigm with the Grounded Method Theory (GMT) approach. The data were collected through interviews and documentation. Researchers conducted interviews with 17 key informants including the head of the main organization, expert staff, owners of MSMEs, and trainers. Then, the data were analyzed by a quasi-qualitative design. The results showed that CTH was an adhocracy with an organic structure configuration; a small organization with a basic structure, but it seemed considerable with nearly 7 million members of MSMEs. Grounded Theory is a non-profit organization such as CTH which can survive and take a strategic role as the head of a large family sustainably by merging into the members' business; involve expert staff, consultants, entrepreneurs, trainers, mentors, and other professionals in the project team; implement empowerment business communication patterns with a spirit of brotherhood, friendship, cooperation to live and nurture, and strengthen each other for the sake of mutual progress; develop ethics of honesty, mutual trust, mutual interest, and fairness in profit sharing. Research findings are discussed in an organizational and communication context.

buyers in the domestic market environment with or without going through the Indonesian Retail Entrepreneurs Association (Aprindo), East Java. MSMEs that are already successful and independent, without going through CTH directors or staff, can have direct contact with brokers, suppliers, users, and buyers in the domestic market.
Communication that occurs among MSMEs is also multi-directional and multi-role. One MSMEs at a time can take on the role of a supplier for other MSMEs as a user, at other times one MSMEs can also function as a broker for other MSMEs as a buyer. MSMEs in the context of organizational communication can play a role, either as a broker, supplier, user, or as a buyer, either partially or simultaneously. Partial communication can occur between MSMEs suppliers and MSMEs users, MSMEs suppliers and MSMEs buyers, and MSMEs suppliers and MSMEs brokers. Simultaneous communication can occur between MSME brokers with MSME suppliers and MSME users, MSME brokers with MSME suppliers, and MSME buyers.
Communication processes in CTH are following the internal communication of the organization from Welch and Jackson (2007) that: (1) internal communication in CTH occurs in line managers, namely communication between CTH administrators and MSMEs' owners who are oriented towards giving directions about competitiveness; (2) in CTH there is internal communication among teammates, namely among MSMEs owners who coordinating like a team; (3) in CTH there is an internal communication of project partners, namely between the management and the MSMEs' owners which building communication like two successful teams that support each other, and; (4) in CTH there is internal company communication, namely the chairman of CTH who conveying goals, objectives, new developments, activities, achievements and other matters to the CTH and MSMEs' administrators.
CTH also builds organizational communication with cross-border institutions to seek export market opportunities. These institutions are expected to connect CTH with users, buyers, and brokers so that Indonesian MSMEs' products can penetrate the export market.
The organizational communication processes carried out by CTH appear to be inseparable from the organizational structure, CTH environment, and the interests of MSMEs. This is following the definition of an organization with the organizational structure features proposed by Wrench (2012), at least in three basic processes, namely: the external environment, input, and throughput.
CTH's external environment includes all vendors (suppliers and brokers); competitors, customers (users and buyers), and other stakeholders in the domestic and export market environment. The external environment has an impact on CTH which has open, free boundaries in the flow of information and very adaptive to environmental changes.
Inputs are the resources that CTH brings from the external environment to achieve its goals. They are physical materials, people, and information. Physical materials or physical materials owned by CTH include offices, product showrooms, a supply of MSME products itself. People are the resources that animate CTH, including the leaders and staff of the East Java Cooperative and MSME Service, Apkrindo directors and CTH expert staff, MSME actors who are members of CTH and suppliers, brokers, users, and buyers. Information refers to any data that an organization needs to have to create knowledge (Atwood, 2009). For example, CTH researches to determine product trends that the market is interested in. Research data can be used for product development.
Throughput is what an organization does with inputs within the boundaries of the organization itself. CTH has a throughput in the form of a basic organizational structure, consisting of a director and three expert staff. CTH is an adhocratic type that has a very high configuration of organic, decentralized organizational design and delegation of decision-making authority. This is because CTH operates in an external environment of the domestic and export markets which are very dynamic and volatile. This is similar to the design of division of labor decisions, departmentalization, design of outreach decisions, and design of delegation of authority decisions (Gibson et al., 1994). First, the director and staff of CTH decided to sort all tasks into small tasks in turn that can be carried out by MSMEs owners. The director and staff of CTH sort the overall task activity into a set of related activities. Second, the director and staff of CTH decide the basics of grouping the work of MSMEs. This decision is the same as in other classification decisions and this can result in groups containing relatively homogeneous or heterogeneous jobs of MSMEs. This is called a departmental design decision. Third, the director and staff of CTH decide exactly the size of the MSMEs group that reports. They do not only report to the director together with the CTH expert staff as "superiors," but also "reporting" to fellow MSMEs members. This decision involves determining a broad range of controls. This is known as the surveillance outreach design decision. Fourth, the director and CTH staff distribute authority among MSMEs owners. Authority is the right to make decisions without the approval of the director or CTH expert staff. This is called the design of delegation of authority decisions.
Communication processes in CTH are following the definition of communication as a process and communication as a channel proposed by Wrench et al. (2008). Communication is a process of a series of interactions that change over time and produce changes in the people involved in the interaction. The success or failure of informative or persuasive efforts can change the way people interact with one another in future interactions. For example, MSMEs' owners who are involved in communicative interactions can partially become a broker, supplier, user, and broker, as well as simultaneously act as a broker, supplier, and at the same time as a user. Communication as a channel shows the communicative interaction processes in CTH are mediated by information technology. Communication as a channel with the mediation of short message applications, electronic mail (email) and WhatsApp, telegram, and others allows messages to be conveyed in a flash between communicants.
Communication processes in CTH are also following the definition of communication as a two-way process between actors. "Interaction" does not only mean "direct reciprocal dialogue," but also "acting on one another and having an influence on one another" (Neumann, 2008). Interaction does not only refer to the feedback process, as well as a direct interaction between people, but it can also refer to a more abstract concept of interaction related to how people relate to other meanings in developing their meanings (van Ruler, 2018). The focus of interaction, whether mediated or not, is an interpersonal conversation (dialogue). Dialogue means focusing attention on the act of turning in another direction and listening to each other regarding differences to improve the quality of communication (Broome, 2009). The theoretical explanation can be perceived from the meaning of communication actors in CTH. Each communicant can interpret the messages in the communication process. This was mainly because communication developed into a dialogue between individuals between CTH directors, CTH expert staff, and MSME actors. When the communicant presents himself with the interests and goals of being a broker, as a supplier, as a user, and as a buyer, and when the director of CTH and CTH staff position themselves as guides, each communicant will easily understand because they are in a dialogue that strongly supports interpretation.
The communication processes in CTH are also following the theory of the Communicative Constitution of Organizations (CCO). Reality is an explanation in which humans construct themselves through interactive conversations (van Ruler, 2018). The organization emerged "through the laminated flavor-making activity of the members, relentlessly renegotiated." People orient themselves toward one another, leading to moments of consensus, but the consensus is constantly being renegotiated. Mutual orientation is a process that occurs constantly in interactions (Taylor & Van Every, 2000). In communication, what matters is not how individuals understand communication, but how subsequent communication interprets previous communications connected to it; only communicative events can determine the particular way in which the communicative events preceding them are understood (Schoeneborn & Blaschke, 2014). Interaction is not a matter of how meanings meet, but how meaning is continuously created and developed in a continuous process of conversation (van Ruler, 2018).
Communication processes in CTH are also following the communication lens as a process of Omnidirectional diachronic meaning development. Interaction should be perceived as a virtual process that occurs at the level of interpretation made by the sender and receiver, which influences the meaning people to give to the message and the effect of the message. Judging from this lens, actors are not always related or close to each other (van Ruler, 2018).
The image of communication as a two-way circular (cyclical) process shows what and how a person communicates has an effect that can change future communication. Reciprocal-cycle communication implies that communication returns, in a full circle, to the same point from which communication started (Dance, 1967).
This theoretical explanation can be illustrated that the simultaneous communication between CTH directors, CTH and MSMEs staff and between MSMEs with a broker-supplier-user-buyer cycle is repeated communication and returns to the starting point of communication, namely from the broker to the buyer, from the supplier to the broker, from the user to the supplier, from the buyer to the user, and starts again from the broker.
This illustration is consistent with the statement by Ritzer (2000) that "the general mechanism for selfdevelopment is reflexivity or the ability to place oneself unconsciously in the place of others and act when others act. One can examine oneself just as anyone else will". This explains that in the communication process, the broker will also position itself in the position of the supplier when dialogue with the supplier, and vice versa; In addition to positioning itself as a supplier, a supplier will also position himself as a user when having a dialogue with the user, and vice versa; Users will position themselves as buyers when negotiating with buyers, and so on. These processes occur to facilitate communication because each of them develops an understanding of one's position in the position of others, so that communication can be maintained and the interests of each can be communicated properly, and each other's goals can be achieved, because of each other. support the achievement of common goals and each makes mutually beneficial decisions.
Communication processes in CTH seem to be communication between individuals only because it is perceived as a communication between the CTH director, CTH, and MSMEs staff and among MSMEs that have a broker-supplier-user-buyer cycle. This is because CTH is a typical decentralized organic organization with a high level of delegation of authority or a low level of centralization and formalization. This is because high centralization and formalization will limit interaction and communication (DeLeon, 1993).
Each section seems to be able to make its own decisions without going through an organizational coordination mechanism with CTH. Indeed, CTH is deliberately designed like that to achieve the goal of advancing MSME members or fostering members to become independent and successful. Communication that occurs in CTH is organizational communication. The progress achieved by MSMEs is the goal of CTH. MSMEs that are already successful and independent can completely separate from CTH to build communication with the domestic market environment and the export market. However, successful and independent MSMEs still want to be with CTH. This shows that CTH has the meaning of being the right organization to accommodate and fight for the interests of MSMEs. Successful and independent MSMEs will shift as assisted MSMEs to become pilot MSMEs and can take on the role of mentoring MSMEs for other MSMEs. The director and staff of CTH and the practitioners of MSMEs have built a collective system for the common goal, "CTH success is MSME success" and "MSME success is CTH success." This is following Mumby's (2013) statement that organizational communication is the process of creating and negotiating a coordinated system of collective meaning through symbolic practices oriented towards achieving organizational goals.
Multi-directional, multi-functional, multi-role and reciprocal communication processes are also following the notion of organizational communication as a phenomenon (Deetz, 2001). Communication between CTH directors, CTH and MSME staff, and between MSMEs that have a broker-supplier-user-buyer cycle can be seen as a specific phenomenon or a series of phenomena in the organization. When partially or simultaneously as a broker, supplier, user or buyer, director and staff of CTH as well as MSME actors, it can be said that they are communicating the organization.

Research Method
This research used an interpretive paradigm with the Grounded Method Theory (GMT) approach. The data were collected through interviews and documentation. Researchers conducted interviews with 17 key informants, namely three leaders from the Office of Cooperatives and MSME of East Java Province as the parent organization, a director and 2 CTH expert staff, as well as 10 MSME actors and a trainer. Then, the data were analyzed by using a quasi-qualitative design.

Results and Discussions CTH: Adhocracy with an organic structural configuration
The structural configuration of an adhocracy is a low level of formalization, organic, selective distribution of decentralized power, work coordination with work quality adjustments requires expertise, and operates in a complex and dynamic environment (Minner, 1988). Covin et al. (1994) characterized organic structures through the attributes of decentralized decision making, informality, and flexibility. This characteristic corresponds to CTH. The CTH Director stated: "We, CTH administrators and members of MSMEs ... are involved in open communication that flows without obstacles .... coordination can happen automatically… I can make decisions immediately… CTH staff can also make decisions quickly without coordinating with me… because through the application I know… I monitor every communication process… and I already know the direction… know the conclusion I know the decision even though has not been decided yet…." Berry (1998) characterizes the organic organization with unspecialized job variables and unclear job tasks; loose surveillance coverage, blurred linkages between authorities; Broad communication networks, varied departmentalization, small differences between lines and staff, decentralized decision-making and high levels of delegation, integration using project committees and teams, being in an unpredictable and turbulent environment, unspecialized work and unclear work assignments. This variable corresponds to CTH which does not have the main in the future we will not have any partners in CTH, my reputation as an individual and as an entrepreneur and also as a member of CTH could be damaged…. " The dominant lateral communication in CTH refers to the application of McGregor's theory of Y. CTH management views that MSMEs actors have the capacity and motivation, and have the potential to take responsibility. This is marked by decentralized decision making and more delegation of responsibility to MSMEs. Enrichment of jobs at the organizational level at the bottom will help MSMEs accept responsibility. Inviting MSME actors to participate in decision making, because with participation, MSMEs may show commitment to the goals of CTH, and at the same time the needs of MSME actors or owners will be fulfilled (Berry, 1998).

Grounded Theory
Non-profit organizations such as CTH can survive, function, and take a strategic role as the head of a large family in a sustainable manner by merging into the members' MSME business; involve expert staff, consultants, entrepreneurs, trainers, mentors, and other professionals in the project team; implement empowerment business communication patterns with a spirit of brotherhood, friendship, cooperation to live and nurture and strengthen each other for the sake of mutual progress; and develop ethics of honesty, mutual trust, mutual interest, and fairness in profit sharing.

Implications, Limitations, and Areas of Advanced Research
The theory of adhocracy and the configuration of organic organizations have relevance to the organization of CTH. On the other hand, CTH also shows the configuration of power or control structures in the hands of the director and expert staff. Configuration of professional and divisional structures on empowerment projects at CTH is in the hands of professional operators, namely expert staff, consultants, entrepreneurs, trainers, assistants, and empowerment of MSMEs. CTH has implications for theoretical development in organizational theory because it has a complex configuration and influences administrative management practices and organizational behavior with high volume loads. This will have implications for the need for managerial innovation, organizational learning, and proactive information technology which will help reduce the operational burden of management.
The communication theories used in this study have relevance to the practice of CTH communication. On the other hand, CTH also shows a social and ethical configuration in communication. The social configuration appears in a small body of a very simple organizational structure but looks very large because it contains members of nearly 7 million MSMEs. CTH has implications for theoretical development in organizational communication theory because it bears the burden of communication traffic of 7 million members which is very crammed and if it is not resolved, it will likely cause congestion and even reverse flow in the form of decreased communication. This will have implications for the need for a web template that sorts communication traffic by sectoral lines which will help reduce the operational burden of communication between the management and the MSME members of CTH.
This study was unable to reach a richer range of themes from more key informants from various business sectors. This study recommends future research to involve research teams in a more specific area with an analysis per business sector so that sources of bias can be eliminated.