Introduction

The term communication has been derived from the latin word ‘Communis’

which means commoners. Communication is the process of passing information and

ideas from one person to another. It is the exchange of written or verbal information. The

presence of minimum of two minds is essential for communication. In fact,

communication means to convey a message by one person to another so that another

person may understand, follow and implement the message. If one person is unable to

follow messages of another it cannot be called communication. Communication

processes are sign-mediated interactions between at least two agents which share a

repertoire of signs and semiotic rules. Although there is such a thing as one-way

communication, communication can be perceived better as a two-way process in which

there is an exchange and progression of thoughts, feelings or ideas (energy) towards a

mutually accepted goal or direction (information).

Communication is thus a process by which we assign and convey meaning in an

attempt to create shared understanding. This process requires a vast repertoire of skills in

intrapersonal and interpersonal processing, listening, observing, speaking, questioning,

analyzing, and evaluating. It is through communication that collaboration and

cooperation occur.

For example, if the chairman of an enterprise delivers his speech in English in the

annual general meeting of the enterprise and there is no person who can understand

English, it cannot be called. Therefore, it is necessary for communication that the

receivers of the message must understand the message with the same meaning as the

sender of the message wants to communicate. The process of communication has become

very wide and easy with the latest scientific developments these days we find postage and

telegraph, television, television, radio, wireless and satellites as the mechanics of

communication. In this regard, the statement of Charles E. Redfield is to remember. He

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said,”communication is the broad field of human interchange of facts and opinions and

to the technologies of telephone, telephone, the telegraph, radio and the like.”

Definition

Communication is commonly defined as "the imparting or interchange of

thoughts, opinions, or information by speech, writing, or signs".

“Communication is the exchange of facts, ideas, opinions or emotions by two or

more persons.”

“Communication has been defined as transfer of information from one person to

another, whether or not it elicits confidence of becomes exchange of interactions

but the information transferred must be understandable to the receiver,”

-G.C. Brown

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Essential Elements of Communication

After a deep and analytical study of above definitions, it can be concluded that there are

five essential elements of communication. These are as follows:

a) Communication: There must be a message. The message may be in the form of

writing or verbal. It may be in the form of message, order or request.

b) Sender: There must be a sender of message.

c) Receiver: There must be a receiver of message. Generally the receiver is a

subordinate. However, the receiver of message may be the senior officer also.

d) Feedback: Feedback of message is necessary for the communication.

Communication is a circular process. Every communication leads to some

reactions or feedback, within in turn generates future communication.

Objectives of Communication

Communication has the following objectives in an enterprise:

To transfer the orders and directions: Main objective of communication in an

enterprise is to transfer the orders and directions of the officers of the enterprise to

the workers who have to implement these orders and directions.

To establish co-ordination: Establish of co-ordination is an important objective

of communication. It establishes co-ordination between various activities of a

department and between various departments of an enterprise.

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Development of Employees: Communications helps in the development of

employees because it communicates necessary information and directions to the

employees from time but which they come to know the best method of doing their

job. It also helps in solving their day-to-day problems.

Increase in morale: Effective communication increase the morale of employees

because they feel that they have an existence in the enterprise. The management

of the enterprise also considers their interests by establishing communicate with

them.

To implement the ideas: Communication is the media of implementing the ideas

of executives. The plans, rules, policies, strategies etc. are decided by the top

management of the enterprise while the actual implementation of these plans and

policies is done by the workers and it is only the communication which help in

providing a link between management and workers.

THE SEVEN C’S OF COMMUNICATION

1. Credibility

Communication starts with a climate of belief. This climate is built by performance

of the practitioner. The performance reflects an earnest desire to serve the receiver. The

receiver must have confidence in the sender. He must have a high regard for the source’s

competence on the subject.

2. Context

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A communication program must square with the realities of its environment.

Mechanical media are only supplementary to the word and need that takes place

in daily living. The context must provide for participation and playback. The

context must confirm not contradict the message.

3. Content

The message must have meaning for the receiver and it must be compatible with

his value system. It must have relevance for him. In general, people select those

items of information which promise them greatest regards. The content

determines the audience.

4. Clarity

The message must be put in simple terms. Words must mean the same thing to

the receiver as they do the sender. Complex issues must be compressed into

themes, slogan or stereotypes that simplicity and clarity.

5. Continuity and Consistency

Communication is an unending process. It requires repetition to achieve

penetration. Repetition with variation contributes to both factual and attitude

learning. The story must be consistent.

6. Channels

Established channels of communication should be used channels that the receiver

uses and respects. Creating new ones is difficult. Different channels have

different effects and serve effectively in different stages of the diffusion process.

7. Capability

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Communication must take into account the capability of the audience.

Communication are most effective when they require the least effort on the

recipient. This includes factors of availability, habit, reading ability and

receiver’s knowledge.

Effective Communication

As speakers, we sometimes focus exclusively on the information that we

want to relay. But your listener or reader may understand your message, understand

only a portion of your message, or miss your point entirely—even though you

transmitted the information accurately by your standard. It is not enough merely to

deliver a message. The message must be received for communication to be successful.

Communication modeling

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Communication major dimensions scheme

Communication code scheme

The steps involved in the send-receive model of communication are shown below.

• The sender sends a message.

• The receiver gets the message and personalizes it.

• The receiver, in turn, sends feedback and thus becomes a sender.

• The original sender now becomes a receiver and reacts to the feedback.

• Generally, a new communication sequence is then initiated.

In the send-receive model, receiving or listening is as critical as sending the message

because, without listening, it is impossible to personalize and respond to the message.

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Listening Behaviors

When you focus only on yourself, you often forget to listen, and as a result, the chances

for successful communication are poor. Listening is the basis of effective communication and

entails much more than just hearing sound.

Think about the last time you noticed someone obviously not paying attention when you

were trying to communicate. What specific behaviors did the person exhibit that led you to believe

that he or she was not attending to you? What impact did the person's behavior have on you?

Perhaps you felt alarm that your important message was not getting through properly, or

frustrated that your audience was not "getting it." You may have been offended by your listener's

inattention or felt an urge to repeat your message.

You can learn more about listening behavior by examining the type of listener you tend to

be. Use the following activity to learn more about your listening style.

Activity: Listening Self-Assessment

Read each item and then check the box indicating how frequently you actually use this skill when

talking with others. Remember, this is a self-assessment, so be honest!

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Hearing vs. Listening

Hearing is the special sense by which noises and tones are received as stimuli. Hearing is a

sensory experience that gathers sound waves indiscriminately. We can hear something without

choosing to listen.

Listening is a voluntary activity. Listening includes more than just sound being received by the ear

and transmitted to the brain. Listening includes interpreting or processing that sound. Active

listening involves listening with empathy.

Active Listening

When you listen empathically, you don't just hear words. You hear thoughts, beliefs and feelings.

Empathic listening is highly active and requires hard work. Following the steps below will help

you to improve your listening skills.

• The first step is to decide to listen and concentrate on the speaker.

• Then, use your imagination and enter the speaker's situation. Concentrate and

try to imagine his or her frame of reference and point of view.

• O bserve the speaker's vocal inflection, enthusiasm or lack of it, and style of

delivery. These are essential components of the message. If you are speaking

face-to-face, pay attention to the speaker's facial expressions and other

nonverbal cues for more insight into the message.

• Listen without interruption. Note key phrases or use word associations to

remember the speaker's content.

• Use paraphrasing or clarifying questions to confirm that you received the

intended message. Check your perceptions of how the speaker is feeling to put

the text of the message in emotional context.

• Finally, provide feedback to the speaker.

Practice Active Listening

Like other skills, listening skills improve with practice. Ask a trusted friend to Tips rate you

honestly on the listening self-assessment that you conducted earlier in this unit. Then, the next

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time someone comes to you with a problem, work on the listening skills that need improvement.

Practice empathic listening by attending, paraphrasing, and asking questions.

Roadblocks to Effective Listening

Roadblocks to effective listening can be external or internal. External roadblocks can include

distracters such as: noise, an uncomfortable temperature or seating, or an inappropriate location.

Try to be aware of external roadblocks and offset them if possible.

Internal roadblocks include a variety of conditions or reactions within the speaker or audience, such

as:

• Emotional interference.

• Defensiveness.

• Hearing only facts and not feelings.

• Not seeking clarification.

• Hearing what is expected instead of what is said.

• Stereotyping.

• The halo effect (i.e., the tendency for something to be influenced by a loosely

associated factor.).

• Automatic dismissal (e.g., "We've never done it that way before.")

• Resistance to change.

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TIPS FOR EFFECTIVE LISTENING

The following are additional techniques to help ensure active listening:

Make eye contact. Eye contact increases the chances of "getting" the message

and demonstrates interest and attention. When listening to someone on the

phone, try not to look at things that will take attention away from the speaker.

Adjust your body posture. Posture—facing the speaker and slightly leaning in

— suggests that you are paying attention and helps you to stay tuned in. When

on the phone, position yourself so that you're comfortable but not so relaxed

that you lose the ability to attend to the speaker.

Give verbal or nonverbal acknowledgment. Acknowledging the speaker helps

involve you in the communication process and shows you are paying attention.

Clear your mind. Clear your mind of your own thoughts to avoid wandering

mentally.

Avoid distracting behaviors. Distracting behaviors—playing with a pencil,

drumming your fingers, grimacing, jingling change in your pocket, or others—

may take away from your ability to listen and distract the speaker.

Essentials of Effective Communication

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Generally executives and employees both take communication as a formal

affairs and pass on information without taking any interest in the communication. The

result of such treatment is that, those who are really concerned with the message do get

it and those who have no concern receive it. Sometimes the communication is the

received after the date of taking action on it expires. In this way, the communication,

which is useless, ambiguous and defective creates misunderstanding and results in the

wastage of the employees precious time. In order to make communication useful,

effective and purposive, efforts in the following directions be made:

The message must be useful and purposive: The communication should be in

the interest of employees and aim at achieving departmental and business

objectives, otherwise there will be the wastage of time and energies.

Brief but complete: ‘Brevity is the soul of wit’ is the accepted fact, so the

communication should also be brief but complete. Efforts should be made to

communicate briefly full facts regarding message.

Simplicity and clarity: Message should be simple to be easily understood and

very clear, so that no misunderstanding may arise.

Effective language and useful subject matter: The contents of the message

should be useful from the employees and organizations point of view. The

language used should be pleasing and courteous in the case of both verbal and

written communication.

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Follow up of communication: It should be ascertained that the communicate

has received the message well in time. If he has not received, arrangement be

made to send him a copy of it. If he has received, his reaction should be

obtained. The communicator should satisfy himself that the object of the

sscommunication has been achieved.

Communication should be preferably informal: Informal communication

establishes cordial relationship between executives and employees.

Communication in such a case is passed on in a spirit of mutual trust,

confidence and goodwill.

Communicator should be in touch with the action on the messages sent by

him, so that he may issue necessary modification, if required.

Messages should be according to needs and real situations of the business:

Communication should be in accordance with the requirements of the present

business situation. They should be realize in approach, rather than being

idealistic.

Importance of Effective Communication in Business Management

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The success of an enterprise depends to a large extent on the effective.

communication system available in the enterprise. If the communication system of an

enterprise is not effective, such enterprise will not be able in achieving its pre-

determined objectives because the employees of such organisation will not know what

they have to do and what are their responsibilities and powers. They can not know

what are the policies of the enterprise in which they are working. Lack of effective

communication is a reason responsible for most of the disputes taking place between

management and workers. It is because the management does not understand its

worker and the workers do not understand their management. Therefore, effective

communication is a necessity of every enterprise. The importance of effective

communication in a business enterprise can be explained under the following heads.

1. Organised procedure of Business: Communication was not so important at

the early stage of development of business and industries. Because at that time,

a business enterprise was established by an individual and he used to direct all

the activities of the enterprise. But now the time has changed. The scale of

production has become very large and many problems have developed in

modem business enterprise. Now an individual can not manage all the affairs of

an enterprise. Therefore, it becomes necessary that there must be effective

communication system in the business enterprise, so that effective co-ordination

may be established between all the activities of a department and between all

the departments of the enterprise. If it is so, the enterprise can achieve its pre-

determined objectives easily.

2. Maximum Production at Minimum Cost: Ultimate success of an enterprise

depends upon its ability in getting the maximum production of best quality at

minimum cost, this can be done only when the workers are fully aware of the

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techniques, methods, and process of production, they have will to work and co-

operate with the management of the enterprise. This is possible only when the

relations between management and employees of the enterprise.

3. Increase in Managerial Efficiency: Effective communication helps in the

increase of managerial efficiency of the enterprise. Managerial efficiency lies in

motivating the employees to contribute their whole-hearted efforts in achieving

the pre-determined objectives of the enterprise. This can be achieved only if

there is an effective system of communication in the enterprise otherwise the

managers will not be able to communicate their orders and directions to the

employees and the employees will not be able to implement these orders and

directions.

4. Increase in Mutual Co-Operation: Effective communication helps in

increasing the mutual co-operation between management and employees. It

removes the misunderstanding between these two important parts of the

enterprise. They understand each other and they co-operate each other. Two-

way communication helps in establishing harmonious relations between

management and employees of the enterprise.

5. Quick Decisions and Implementations: The right to take decisions is not

confined to anyone person in the business enterprise these days. Many persons at

different levels of management are empowered to take necessary decisions.

Effective communication system helps in taking quick decisions because it brings

the managers and employees of the enterprise closer and helps in communicating

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the decisions to those who have to implement them. Thus, communication helps

in quick implementation also.

6. Co-Ordination: Every enterprise is divided into different departments. If these

departments are not co- ordinated, the enterprise cannot achieve its objectives.

Therefore, it is necessary that there must be complete and perfect co-ordination

between all the departments of the enterprise and such co-ordination is not

possible, without effective communication. Effective communication regulates

and directs the activities of different departments and motivates these activities to

accomplish the general objectives of the enterprise.

7. Increase in the Morale of Enterprise: Effective communication helps in

communication of orders and directions of the management to the employees on

one hand and in communicating feelings, opinions, problems and suggestions of

the employees to the management on the other. It also helps in earliest solution of

their problems. Because of this, the employees realise their importance in the

enterprise. It increases their satisfaction and morale. They contribute their whole

hearted efforts in achieving the objectives of the enterprise.

8. Effective Leadership: Effective communication is the primary requisite of f an

effective leadership. A leader can not communicate his ideals, suggestions, and ~

policies to his subordinates in the absence of effective communication. It is the"

communication which helps in communicating the opinions and suggestions of a

"' leader to his followers.

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BARRIERS OF COMMUNICATION

The word barriers means hindrances or hurdles or difficulties or problems. Barriers.

with reference to communication implies hurdles or problems on the way which

adversely affect the transmission of information from the sender to the receiver. The way

is not smooth and clear. There are many problems on the way leading to

misunderstanding or non-reaching the message to the receiver. Sometimes barriers tend

to distort the message and create frictions among the organizational mem bers and also

adversely affect morale of the employees as well as are injurious to team-work. Some

other reasons may be responsible for complete breakdown in communica1ion. A large

number of organisational problems are the causes for faulty communication. It is

necessary to understand communication barriers so that workable steps can be taken to

remove them for effective communication. As Daniel Katz has said that physical barriers

to communication are rapidly disappearing. There are several categories of barriers

causing breakdown in the communication. The main barriers are organisational,

managerial, psychological and language. The barriers are discussed below:

1. Organizational Barriers

These barriers arise when duties and lines of authority are not clearly defined. They

arise on account of distance communication, more layers of communication, lack of

instructions, heavy communication load etc. The various types of organisational barriers

are as follows:

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a) Policy: Broad objectives and policies of the organisation are laid down by the top

management. They are broad guidelines for everyone in the organization to

follow. They change behaviour of the receiver. Policy is generally in writing. If

the policy is not supporting the flow of communication, vertically and

horizontally, it acts as hurdle in the smooth flow of communication.

b) Rules and Regulations: Formal communication should follow the path to flow

the communication. Organizational rules and regulations sometimes work as

obstacles for transmitting message. They prescribe rigidly in the message to be

communicated as well as "the channel to be followed and through which alone the

communication must move. The rules are so rigid and formal that they restrict the

free flow of communication and result in delay in decision-making process and

action.

c) Status and Position: In a tall network and flat network there are many officially

designated positions in the organization structure. It, by its nature, creates a

number of status levels. In two way communication status and position block the

flow of communication particularly in upward flow. The reasons are non-listening

attitude of the superior, non- answering and interpreting as well as withholding

information etc. The superior-subordinate relationship and interaction is not

smooth always. Thus status and position relationship also act as a powerful

barrier.

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d) Complex organization: Complexity in organization structure is also equally a

serious problem in the smooth flow of communication. Complexity in

organization structure is a common feature in most of the big enterprises. The

organizational structure has an important influence on the capacity of the embers

to communicate. Complexity involves many layers of supervision, long distance,

more lines, communication gap organizational distance between the workers and

the top management. This is also a barrier for effective communication.

e) Facilities: The management in every organisation must provide minimum

facilities to handle message load and to communicate effectively. Facilities like

typing pool, media, mechanical instruments, communication carriers, cost, etc.

Organisational facilities are 'indispensable for smooth, proper and a timely flow

of communication. The purpose of the communication is defeated if minimum

facilities for transmitting message are not provided.

2. Semantic Barriers

Problems of language are called semantic barriers. Semantic barriers arise on

account of linguistic background and ability of the communicator. Linguistic barriers are

present both in oral and written communication. Different individuals may have different

educational and literacy back- ground. It is always a problem in communication between

supervisors, executives, skilled, semi-skilled, unskilled. foremen etc. Perception capacity

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differ from person to person. A message may give a variety of meanings to different

people according to their perception level. Following are the usual types of semantic

barriers.

a) Badly Expressed Message: The basic essential of an effective communication is

clarity and precision. The absence of clarity and precision in the subject matter of

communication results in badly ex- pressed message. The common causes for lack of

clarity and precision are using unfamiliar words and complex words, jargon, using

superfluous words, lack of unity and coherence use of unnecessary prepositions,

adjec- tives and adverbs lack of simplicity longer sentences, poor language, poor

construction of sentences etc.

Koontz and Donnell list common faults in the words "such faults as poorly chosen

and empty words and phrases, careless omissio'l1, lack of coherence, poor

organization of ideas, awkward sentence structure, inadequate vocabulary, platitudes,

numbing repetition, jargon, and failure to clarify implications are common."

b) Faculty Translations: The message is always an abstract and intangible requires to

use certain symbols. Transmitting and receiving of information is a continuous

process of communication in which transmitters and receivers of message function.

Encoding process translates ideas. facts, opinions, feelings into words, symbols,

action, pictures and audio-visual media. Every communicator receives various types

of communication from superiors, peers, subordinates and he must translate

information destined for subordinates, peers, and superiors into language suitable to

each. Hence the message should be encoded into a set of symbols or words

understandable to the receiver. Koontz and Donnell say that it must be put into words

appropriate to the framework in which the receiver operates, or it must be

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accompanied by an interpretation which will be understood by the receiver. So faulty

translation is a barrier on the way to effective communication.

c) Unclarified Assumptions: Assumptions or propositions are bound to be there in

message transmission Koontz and Donnell often overlooked but critically important

are the uncommunicated assumption, which underline practically all

messages.Certain implied things cannot be interpreted by the receiver correctly.

Even though a message is specified., the unclarified assumptions may not be clear to

the receiver. It may lead to delay in decision-making, loss of goodwill and taking no

action.

d) Jargon Language: All jargon in communication as far as possible should be

avoided. Jargon is a language which is special to science, technology, law,

commerce, etc. There is for instance legal jargon,military jargon, technical jargon

etc. Special and technical personnel often use technical language of their own. This

leads to isolation and limited communication and acts as communication barrier.

3. Personal Barriers

I) Barriers to Superiors: Organizational structure creates a number of status and

position levels. They may create hurdles in two-way communication. In downward

communication superiors occupy key position. The basic barrier arises on account

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of status, relationship in every organization. The superior and subordinate

relationship in the formal organization structure restricts free flow of information

and exchange of ideas, suggestions and questions: Though two-way communication

channel is there but is ineffective in practice in most of the cases. There are officers

or executives who always think to maintain distance and Status with the

subordinates. Superiors may reluctant to listen to subordinate, admit errors etc., as

they may reflect adversely on their ability and intelligence. Since their hierarchical

status and position and relationship with subordinates, they act as barriers in

effective communication. The following are the various ways:

a) Regard and Attitude: The regard and attitudes of the superiors towards

subordinates in connection with communication may affect the flow of message both

in vertical and horizontal directions. This particularly adversely affects in case of

oral communication. To mention face-to-face contacts it is more serious non-

listening attitude of the superiors desire to keep or withhold message etc. They feel

responding subordinates will lower down their prestige. So this is a serious barrier.

b) To Maintain Authority: Fear of challenge of authority is a barrier in the flow of

communication. It is the general preference of human beings to maintain prestige and

status to satisfy ego and strategy. Managers often under-rate the understanding and

intelligence of the subordinates. They often reason to withholding information partly

or wholly coming the line or downward communication or going up or upward

communication. People generally resist as frequent passing of information may

disclose their weakness.

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c) Self Satisfaction: Seniors often resist smooth flow of message. They ignore

anything that conflicts and like messages which confirm their beliefs and ideas.

They withhold information and make the subordinates to move round the

information and derive satisfaction out of it.

d) Principle of Proper Channel: They mostly insist on through proper channel which

is the essence of formal communication. The officially designated channel for

communication is the only path for formal communication. It implies that all

communications should flow through line superior. Superiors always wish to

exercise their authority and they do not like by passing them in communication.

Sometimes in order to avoid delay, communication may directly be sent to the

concerned but superiors treat this as overlooking them. For this they often insist

through proper channel.

e) Prejudice: Prejudice among the superiors may stand on the way of free flow of

information. Prejudice is a serious problem and a barrier. Prejudice creates a

barrier for a proper understanding in the organization.

f) Distrust: Distrust of communicator is a barrier. Superiors often screen or filter the

information. They are noted for modifying messages. Distrust of the superior for

any reasons restricts communication.

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g) ‘Yes' Superiors: There are some superiors in all organizations called as 'Yes' men,

who always wish to remain neutral and non-committed. This is because they may

sometimes like to be in good looks of top management. This takes the form of

acting to please the boss, not seeking clarification, not expressing opinions which

may lead to incur displeasure from boss etc

h) Complex: Personal complexity inhibits communication. No superior likes to show

his mistakes to someone else especially to his subordinates. They generally resist

the advice given by the lower level people. In their view they are less competent,

capable; they are not able to advice superiors. Lack of confidence in subordinate

complexion is a serious barrier on the way of flow of effective communication.

i) Lack of Time: 'No time', 'lack of time' are the terms frequently used by the

superiors. They do not spare considerable time to talk to their subordinates. They

feel, whether real or not, that they are overburdened with work.

j) Message Overload: Message overload is really a hurdle in the communication

process. If message overload is routine there is grave danger to orderly and smooth

flow of communication. The effects of overload may be omission of message,

errors, delay, filtering, approximation. They are barriers to communication.

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II. Barriers in subordinates: Subordinates are also equally responsible for retricting

communication now particularly in upward direction. They act as harriers in a number of

ways as indicated below:

(a) They dislike to show mistakes.

(b) People generally resist new ideas.

(c) Unwillingness to communicate upward a message on personal grounds.

(d) Lack of incentives and encouragement.

(e) They slant information relating to their failures.

4. Psychological Barrier:

The psychology of the employees in an organization is relating to security or job,

dignity, peace of mind etc. Psychological needs and feelings are the prime barriers in

organizational communication process. Listening, interpretation or encoding and

decoding of a message depends upon psychological status of both the transmitter and the

receiver. The following are some or the psychological barriers inhibiting

communication:

a) Distrust of Communicator: Roberts and O' Reilly observe dis-trust of the superior

for any reason inhibits communication. It occurs out of ill-considered judgements,

decisions not based on logic, screening and infiltration or information etc. Doing

these things frequently with these messages gradually conditions subordinates to

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delay action or to act unenthusiastically. Though it amounts to complete

communication process, it is ineffective no purpose and hence a failure.

b) Inattention: Not giving attention to read bulletins, notices, minutes and reports is a

common practice. The simple failure to listen to oral communication; the reason is

that, non-listeners are often turned off while they are pre-occupied with other

matters, like their family problems. A communication is ineffective and failure,

because the receiver is not listening. Koontz and Donnell: Unfortunately, non-

listening seems to be a chronic human railing. This is illustrated by the common

practice of arguing about an agreed matter. The reasons vary from impressing the

speaker with one’s knowledge to anxiety or plain contempt for another's view point.

c) Premature Evaluation: It is a barrier which takes the form of prematurely

evaluating communication. Rather than to keep an uncompromised position during

the interchange. Rojers and Roethlisberger in Barriers and Gateways to

Communication in 1952 identified this harrier. They realised that such evaluation

stops the transfer of information, leaving the message sender with a sense of futility.

d) Failure of Communication: In routine communication work it may usually happen

that managers often fail to transmit needed messages. There are many reasons for

failure such as laziness on thc part of the communicator, assumption that

"everybody knows," "procrastination" "deliberately" "to embarass" etc, Koontz and

Donnel observed to the uninitiated, this "barrier" seems both astonishing and

unforgivable, and yet it is a fact that managers fail to transmit needed messages.

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e) Loss by Transmission and Poor Retention: When a message passes through

various levels, it loses its meaning or is decreasingly accurate. When a subject

matter in a communication passes through various levels in the organisation,

successive transmissions of the same message are decreasingly accurate. Some

studies reveal that, in.oral communications about thirty percent of information is

lost in each transmission. So when word of mouth changes, its meaning also

changes. So in a very tall network or flat network oral communication is not

accurately dependable. Loss by transmission happens even in the case of written

communication. Loss of meaning in transmission may arise as far as

communications accompanied by interpretations. Similarly poor retention of

information is also a barrier. Some studies reveal that employees retain about 50 per

cent of message and supervisors about 60 per cent of information only.

f) Emphasis on Written Message: Under reliance on written message is equally

serious in effective communication. So management should not insist on company's

viewpoints and policies through slick easy to read, well-illustrated publications.

5. Other Barriers

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a) Resistance Change: It is a common tendency' of human being to maintain status

quo. It is a general preference to resist new ideas. When the matter is transmitted to

convey a new idea, the listeners may not listen to it in spirit. They ignore anything

that conflicts to the present belief or idea. In case he listens to new idea, may filter

in rejecting new ideas or interprets them according to his own convenience. So

resistance to change is an important obstacle to effective communication.

b) Perception: Different people may have different perceptions depending upon their

needs, social environment, level of education, and other cultural and personal

temperaments. So everyone perceives the things and approach differently. So

everyone interprets, evaluates the information received from his own point of view.

Lack of uniformity in perception or understanding is a great problem in

communication and is a barrier to communication.

c) Closed Minds: The expression closed minds refers to thinking tendency of the

people that they know everything about the issue and inhibits communication. They

do not open their minds to new ideas that are placed before them.

d) Fear: Fear is a clear barrier in effective communication. Subordinates fear of

their superiors who have in turn to depend on subordinates for information. But there are

no hard and fast rules as to kind, quality of information that the subordinates have to

communicate upward. It gives discretion to them in selecting matter, it is here that fear

comes into picture. Fear creates obstacle, and it is out of fear that certain information

though available, may not be communicated upward. It may result in sending partial,

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omission of information. They may even think that the matter is not important to

communicate. Fear of full disclosure or nondisclosure mislead a superior.

e) Lack of Ability to Communicate: Communication is an art that can be

perfected with continued experience and practice. Lack of ability to

communicate is a barrier. All communicators do not have the same skills to

communicate. Though essentials of communication are same, oral

communication needs special skills comparing to written communication.

f) Insufficient Adjustment Period: Changes in positions, status, place of

work, group affect the employees till they get adjusted to changes. Shifts in

the time, place, type, order of work. skills needed, shift in batch etc., are

common changes in the organisation. Sufficient adjustment time should be

given to think and understand the full meaning of a message.

g) Distance and Time: Distance and Time are barriers to effective,

communication. In case of written communication to far off places time and

distance inhibit communication. Delayed messages are stale message.

HOW TO OVERCOME COMMUNICATION BARRIERS

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We have identified many barriers to communication. It is our turn now to

discuss on overcoming barriers to communication and how can communication be

improved. A thorough understanding of communication barriers is the basic requirement

to find out measures to remove, or eliminate or overcome them. All types of barriers may

not arise in all organisations. Organisational barriers arise due to wrong organizational

structure. Language barrier arises in organisation where people are of different

educational background and hailed from different regions. However, the following are

some of the measures towards overcoming barriers to communication.

1. Orientation

All the employees in the organisation should be given orientation. They should be

provided with all necessary information relating to the objectives, policies, procedures,

organisational structure etc, This avoids conflicts, communication gap and

misunderstanding.

2. Suitable Language:

Using proper and appropriate language and tone definitely minimises linguistic

barriers to communication. Communication is rejected for a simple reason that it is

not understandable. Use of technical terms should be avoided and the message should

be direct, simple and in meaningful language. Different people perceive the message

differently. The manager must use common language to avoid semantic distortions.

3. Good Listening

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Empathetic listening or improving good listening habits by the receiver should be

cultivated. The recipient or receiver of communication has equal responsibility to

understand in the same sense as meant by the communicator. If the message is without

empathetic listening. response and reaction are not possible. Effective two-way

communication is possible with good listening.

4. Use of Grapevine

Strategic use of informal communication or grapevine is permitted. In the

communication network grapevine has equal important place is an essential part of an

organisation's communication. The manager can- not ignore grapevine as it exists in

spite of a number of limitations. In a number of occasions information should be

transmitted only through grapevine. Therefore, strategic use of informal organisation

will go a long way in improving effective communication.

5. Actions and Deeds

Communication through actions and deeds is the principle of effective

communication. A message is one to be acted upon. Otherwise, it tends to distort the

current and also the subsequent messages from the manager. Actions and deeds often

speak louder than words. A meaning to message is achieved only when it is acted upon it

accordingly. Action and words must go together. The acts of superior should not differ

from what he says.

6. Clarity

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As pointed out earlier effective communication is vital to successful management,

every communication should have the skills to have clarity of message. The greater task

is on the part of the sender of the message to achieve clarity. The message must be as

clear as possible in the mind of the sender what he wants to communicate. Effective

communication is possible only if the message is clearly formulated in the mind. The

subject matter should be encoded in 1he direct and simple language. The purpose of

communication is to make the recipient to understand the message, this is possible with

clarity of communication.

7. Knowing the Receiver

The importance of understanding the receiver and needs of the receiver cannot be

overlooked. The message content is to meet the needs of the receiver. The information

should be of value to the receiver in the present needs as well as in the long run. Sender

of the message is to have full knowledge about the receiver, his capabilities, background,

level of intelligence, social climate, receptiveness, temperament and attitudes etc.

8. Inter-Personal Relationship

Developing proper inter-personal relations is more helpful in over coming barriers

to communication. In the organisation there must be good relations between different

people. Lack of co-operative activity among the people may result in non-accomplishing

the dignity, individuality of the subordinates and always be kind and sympathetic to

them.

CONCLUSION

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Management as we know is a teamwork. The team consists of all the individual working

in the enterprise. These individuals may be managers at all levels and workers in different

capacities. Achieving the objectives of the enterprise requires appropriate link, contact

and relationship among employees at different levels and various positions. In other

words, effective communication can establish the desired link through formal and

informal media. Communication, as such is the soul of modern complex, varied and

dynamic business situations.

BIBLIOGRAPHY

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Comprehensive Business Studies by A.K Ghose

www.google.com

www.wekepedia.com

Effective Communication Independent Study December 2005 FEMA

34

S.NO. CONTENTS PAGE

NO.

1 Introduction 1

2 Definition 2

3 Essential Elements of Communication 3

4 Objectives of Communication 3

5 THE SEVEN C’S OF COMMUNICATION 4

6 Effective Communication 6

7 Hearing vs. Listening 9

8 Roadblocks to Effective Listening 10

9 TIPS FOR EFFECTIVE LISTENING 11

10 Essentials of Effective Communication 12

11 Importance of Effective Communication in Business

Management

14

12 BARRIERS OF COMMUNICATION 17

13 HOW TO OVERCOME COMMUNICATION BARRIERS 30

14 CONCLUSION 33

15 BIBLIOGRAPHY 34

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