Introduction

It is probably no surprise that managers frequently cite communication breakdown as one of their major problem. The problem of communication arises because there are various obstacles which may entirely prevent a communication, filter part of it out, or give it incorrect meaning. These obstacles are known as communication barriers. In todays world, communication is a major part of our life and barriers to communication is the problem. No organization can exist without proper communication. Communication with internal environment and with the external environment is the need of the organization. If there is not proper communication because of any reasons then it will lead to ambiguous result.

Methodology
To know which method is used for, completing the project firstly we have to know basically what primary data and secondary data are. Primary Data Information collected for the specific purpose at hand or specifically for the currently undertaken. Secondary Data Information that already exists somewhere, have been collected for another purpose. I used secondary data for this project. I refer some books and also some websites for the project. These books and websites are mentioned in the bibliography.

Communication

Most of the people already have some idea of what we mean of communication. The simple reason is that most of the time we are in one situation or another that involves communication. Even then its worthwhile to make an attempt to understand the exact meaning and nature of this most important activity of ours. The word communicates comes from the Latin verb communicate that means to impart, to participate, to share or to make common. Whatever is common is shared by all. Hence the sense of sharing is inherent in the every origin and nature of communication. And, what is it that we share in communication? The one word answer is-information, i.e., something to tell, in whatever we like, or, as the situation demands.

Features of communication

Whatever the form or situation or event, all communication has some clearly identifiable that we can be stated as follows:

(a) In the first place, communication is meaning-based. As has been very succinctly said by a specialist, The most immediate need for communication is to be able to refer to a core of basic referents or thing in the real world, that is, to be able to name things, states, events, attributes, using the word he/she knows. In addition, we must be able to link words together so as to make proposition. Hence, the need to be clear-headed about what we want to say. (b) Secondly, its important to note that all the communication is conventional and, to a large extent, tradition-bound. As English, for example, dominates business world wide, it is not only necessary for us to imbibe the convention of English speech and writing, but the time-honored traditions of the organization to which we belong, whether a multinational corporation or traditional Indian familyowned organization or government organization. As S.V. Guptan of Administrative Staff College of India, Hyderabad points out The different levels of relationship mesh into a matrix communication relationship deeply influenced by the past. Guptan goes on stay, The past cannot be wished away, however strong the desire. The
4

acorns of past have a definite strong influence, and the long shadows they cast on the lives of present generation, have a clear story to tell. The relationship in communication provides a context for interaction. In almost all cases over time, the relationship between people expansively spreads beyond the functional interaction, encompassing other areas of their behavior and life. This leads to communication relationships that begin at a point of function, and then work beyond it. (c) Thirdly, all communication is interactional. It is the use of language to keep open channels of communication between people and establish suitable report. IT is thus aimed largely at the need of speaker and hearer, or writer or receiver, to feel valued and approved of. (d) Fourthly, communication is always supposed to be appropriate. In all its forms it must take into account the relationship between speaker/writer and hearer/receiver, and the constraints imposed by setting and circumstances, and selection of language/style/tone according the age, rank and status of the participants in the communication event. This will further depend on the factor age, sex, familiarity, and the roles of speaker and hearer, or writer and receiver, which will determine strategies whether a speaker adopts either affiliation or conversational implying

dominance, or in other words, the language he uses gives indications of his hierarchical status.
5

(e) Fifthly, its must be noted that all communication is structured. Recent studies in communication regard every piece of communication, whether spoken or written, as a genre, look into the pattern of its information-structuring or logical organization and come up with useful inference for the consumption of the corporate world: A classic example is that of administrative or commercial letters-that which communicates an administrative decision. The letter may communicate good news (yours application for promotion to the higher grade has been put up before the board of directors) or it may communicate bad news (your application has been rejected). Both letters will probably be written in the same bureaucratic style but they will probably be organized very differently. The good news letter will announce the award early, where as the bad news letter will prepare the ground what its known as buffer statement and the bad news will come late. Equally important is the difference between the purposes of the two letters beyond the shared superficial intent of providing information about success or failure of the application. The good news will be constructed in such a way that the continuation of the correspondence is encouraged, whereas the other one will be designed to terminate the correspondence by giving the unlucky recipient the least possible scope for objection or complaint.

Importance of communication
At this point it became obligatory to identify the factors responsible for growing importance of communication.
1. Large size of organization: We are living in the age of mega-

organization. Modern organizations are needed stupendous in size as compared to the enterprises of yesterdays. Many of them have thousand of people working together in one unit or likewise in different units spread in different states or across the globe. Moreover it is in the very nature of enterprise to grow in the size with the passage of time. The result is that, in many organizations, the levels of hierarchy have gone up. Generally there are three to five levels of hierarchy. But in many cases there are thirteen to fifteen levels. It is needed a difficult task to manage a juggernaut like such a huge organization. Communication is of vital importance in directing people, getting feedback and so on.
2. Growth of trade unions: Associations or unions of worker,

especially after the World war-1, have been emerging as a force to recon with. No system of management can wok efficiently without taking the unions into confidence. The managers have to negotiate with the representative of employees on various issues affecting the
7

employment conditions prevailing in the organization. It was not considered so very important in the past. But in modern time no organization can work satisfactory without the mutual understanding and co-operation between management and trade unions. In this regard communication plays the most vital role.
3. The Human Relations Aspects: Since 1930s it has being

increasingly recognized that the managements sole aim is to integrate people in order to encourage them so that they are in position to perform there best of their capacity. This is essentially a social process. No need to say that it is difficult to get work out by people unless they are treated humanely. It has been widely recognized and accepted the human relationship within any organization have now changed from master-servant relationship to partnership relationships. Workers are not machines. They are vibrant living persons having their individual as well as collective needs, feelings and aspirations. Communication helps a manager n developing relationships, changing attitude, boosting morale and soliciting cooperation. So, communication is very central to any organization as a tool of building and maintaining human relations.
4. Public Relation Aspects: Organizations serve the society at large in

various field and aspects. Hence the communication between the. Like many other aspects of management, the idea of social responsibility of business got currency very recently and the managers came to be responsible to various section of society, specially the customers,
8

government, suppliers and public. Communication between them and the organization is necessary for putting the proper image of the whole business in perspective. Managers therefore, have to be good communicators with the society. They have to be wisely sensitive to the internal as well as external environment of the organization.
5. Technological Advancement: As has been repeatedly observed and

stated, the world is changing fast owing to scientific and technological advancement. Often it leads to problems as subordinates resent or support these changes. This affects the relationship between superiors and subordinates very vitally. If there is no proper communication between the two, the work suffers and complaints and disputes may crop up. Technology affects not only the methods of working but also the composition of groups. Such changes disrupt the inter relationships and pose a challenge to the management to educate the subordinates so that they may smoothly adapt to the dynamic character of the organization.
6. Advances in Behavioral Sciences: Management today is profoundly

influenced by the advances and thrilling discoveries and theories of behavioral sciences like Sociology and Psychology, Transactional analysis, Philosophy, both ancient and modern, and spiritualism. A well-educated modern executive is excited by and familiar with the writings of Freud and Jung, Eric Berne and Thomas A. Harris, Dale Carnegie and Stephen Covey, Edward de Bono, Deepak Chopra. T he sum total of the writings of all these thinkers and educators is that we
9

start looking at the human nature from very different angels, appreciating different aspects of human behavior and become better communicators. And in that process we improve relationships and realize the importance of communication.

10

Process of communication

The communication process is the inter-relationship between interdependent components. It consists of a whole series of related actions and reactions which together result in the sharing of meaning. In order to understand how communication works, it is necessary to describe each of these components and how each component part fits into the whole process. A simplified model of the communication is describe below, this model tell us what the individual parts of communication process are and how these are related to each other. It also identifies the crucial points in the process and provides a guide for analysis and planning of messages. Different parts of communication process are described below:

1. Sender: The process of communication begins when the sender sender

feels the need for it and the idea generates in his mind. Sender or transmitter is the source of the message and wants to transmit it for same purpose. The sender may be a speaker, a writer or an actor. He must have a clear picture in his mind of what he wants to communicate. Several ideas may germinate in the senders mind. The sender must identify, analysis and sequentially arrange the idea before transmitting them to the receiver. Otherwise the receiver may feel that the sender is mentally toying with half backed ideas. The ideas should be concrete. The sender should encode the in the form of a message.

11

2. Message: A message means what is being communicated. It may be

verbal (spoken or written) or non verbal (e.g. appearance, body language, silence etc.). Message is the heart of communication.

3. Encoding: The sender put his ideas or facts into words, symbols, pictures
or gestures which the other person can understand. This part of the communication process is called encoding. It also involves the choice of appropriate so that the idea is translated into a message that can be transmitted to others. Words and symbols should be selected carefully keeping in mind the purpose of communication and the needs of the receiver. Words and symbols should be suitable for transmission, reception and understanding. Thus, the contents and language of communication constitute the message.

4. Channel and Medium: Channel connects the sender with the receiver.
For instance, time table of a college is the channel which ensures that the teacher and the students go to the same classroom at the same time. No communication can take place if the teacher goes to room No. 21 but the students to room No. 12. Medium is different from channel. For example, a letter is the medium whereas mail service is a channel. Speech is the medium but loudspeaker is the channel. In oral and visual communication the message may be transmitted instantaneously. But in written messages there is a time gap between dispatch and receipt of the message.

5. Receiver: The person or group to whom the message is directed is known

as receiver. The receiver represents the destination for the message. He may

12

be a listener, a reader or a viewer. Like the sender he has an image of himself or of the sender.

6. Decoding: The receiver translate the words and symbols used in the
message into idea and interprets it to obtain its meaning. This is called decoding and it is opposite of encoding. If the receiver is familiar with the codes used and his perception is good , he will derive more or less the same meaning as meant by the sender. The message should be accurately reproduced in the receivers mind.

7. Feedback: After deriving meaning the receiver reacts or responds to the

message. He sends back his response to the sender. This return flow of communication is called feedback. The process of communication is incomplete until the sender receives the feedback. If the feedback is in tune with the message, communication is said to be effective.

13

Basic forms of communication

A channel of communication is the route or path over which messages flow from sender to the receiver. Channels are lines of communication and these should not be too long otherwise message may be distorted before it is received. The flow of messages should be carefully organized into a welldesigned network of channels so that their flow is smooth and free. There are two broad channels for communication; 1. Formal Communication 2. Informal Communication

1. Formal Communication: Formal or official communication refers to

the flow of messages along the routes prescribed in the organization structure. Formal channels are deliberately designed and represent authority responsibility relationships between different positions in the organization. For example, if a branch manager wants to communicate with the chairman of the bank, the former has to pass his message through the area manager, regional manager and other functionaries. Every employee is required to use the prescribed channel so that the concerned officers are kept informed of what is happening in the organization. The phrase through power channel means that sender of a written message has to pass it on to the addressee through somebody occupying a responsible position in the hierarchy of the organization. Formal communication
14

channels are prescribed and controlled by managers and supervisors in the organization. They constitute the main line of communication of the organization. It is the primary network of communication. Messages of various types flow up and down in the hierarchy in the forms of reports, suggestions, grievances orders, instructions, etc. Formal messages do not happen of themselves. These are carefully thought-out well designed to meet the needs and goals of the organization.

15

Advantages of Formal Communication

1. Formal communication allows flow of information in an orderly and authentic manner as it takes place along the officially prescribed routes. 2. Formal channels cover all sub system of an organization. It is useful for reaching out easily to the branches and offices of an organization spread far and wide. 3. Informal channels of communication there is a tendency to filter information. Therefore managers at higher levels are not bogged down with it. 4. Formal communication satisfies the people occupying managerial positions and helps them in exercising control over subordinates. It enables manager consolidate the organizations.

Limitations of Formal Communication

1. Formal channels of communication tend to inhibit the free flow of information as messages have to pass through the prescribed routes. 2. Formal communication are slow and rigid. Therefore, they are time consuming.

16

3. Formal communication channels are expensive as the messages are generally in writing. 4. Due to tendency of filtering information distortions may occur when the message has to pass through several level of authority.

17

Informal Communication or Grapevine

Man is by nature gregarious as he likes to move about in groups. Whenever two or more persons meet they tend to talk on various topics. As a result there arises a secondary network of information in the organization. This network represents informal channels of communication which exist side by side with the formal channels of communication. Informal communication is also known as grapevine. It represents the unofficial channels of communication which are created and controlled by people themselves rather than by the management. Informal communication or grapevine becomes routine under the following conditions: 1. When an organization is passing through a difficult period and its members lack a sense of direction and develop feeling of uncertainty. 2. Employees form informal groups due to feeling of inadequacy and lack of self confidence. 3. Managers from a favoured or coterie group due to which other employees get a feeling of isolation or insecurity. Grapevine satisfies the social needs of members of an organization and servers to fill gaps in the formal communication system. The main characteristics of grapevine are as follows: 1. It is more people-oriented than issue-oriented. 2. It may not be fully authentic and dependable. 3. It flows in all directions. 4. It travels very fast. 5. It is not possible to identify the exact source of grapevine.
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Advantages of Grapevine

1. Speedy Transmission: Informal channels of communication transmit information very fast. This is because the message has not to pass through any prescribed routes. Any rumour spreads like wild fire. As soon as an employee comes to know something which he feels is confidential or top secret he communicates it to his colleagues. Sometimes managers also transmit information by using just between you and me remarks. 2. Valuable Feedback: Managers can obtain useful feedback concerning their decisions and actions through the grapevine. Informal channels provide feedback must faster than the formal channels. 3. Psychological Satisfaction: Informal communication draws employees closer to each other and creates in them a sense of belonging. It strengthens group identity and maintains the organization as a social entity.

4. Support to Formal Channels: The grapevine serves as a supplementary

channel of communication. The formal channels of communication impose certain constraints on the free flow of information and take more time. Grapevine can be used to transmit information which is considered unsuitable for the formal channels of communication.

19

Limitations of grapevine

1. Misunderstanding: Grapevine often carries incomplete information. Therefore, it may not give the complete picture and may create misunderstanding. 2. Incredible: Informal channels of communications enjoys less credibility. As the information spreads through the word of mouth it can not always be taken seriously. 3. Damage to the organization: Gossip and rumour are an essential part of grapevine. Grapevine may distort the true picture. All kinds of stories may be spread about responsible people and the image of the organization may be spoiled. Rumours may cause serious damage before management becomes aware of them and takes remedial actions.

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Types of Communication
Communication in an organization is multidimensional as it flows in several directions. It may flow vertically, horizontally and diagonally. Vertical communication flows between superiors and subordinates. It may flow downward or upward. Thus, the directions in which communication may be send are as follows: 1. Downward 2. Upward 3. Horizontal or lateral 4. Diagonal or crosswise

1. Downward Communication: Downward communication flows from a higher authority to a lower authority. For example, the manager of a branch may communicate next years deposit targets of the branch to his employees. Orders, instructions, policy statements, notices, circulars, job sheets, and employee handbooks are the main forms of downward communication.

Downward communication is very common. It is based on the assumptions that at higher level individuals have the authority to communicate to lower level persons. It is also known as downstream communication. Managers have to be effective communicators. Goals and policies of the company need to be explained clearly and precisely. Subordinates have to be encouraged to talk and share information good or bad.
21

Both oral and written media are used for downward communication. Faceto-face talks, telephone and public address system are the means of oral messages. Written messages are transmitted in the forms of circular, notices, house organs, bulletins and manuals. Audio- visual media like film slides may also be used to provide information and to explain work procedures to employees.

2. Upward communication: Upward or upstream communication means

the flow of information and ideas from lower levels of authority (subordinates), to higher levels (superiors). For example, a branch manager may send quarterly reports to the regional manager on the performance of the branch. Upward communication can be in the form of written and oral messages which contain suggestions, grievances, complaints, appeals, etc. Managers are now giving increasing attention to upward communication.

3. Horizontal or Lateral Communication: Horizontal communication

refers to the flow of information and ideas between persons and departments at the same level of authority. It is communication among individuals and groups of equal rank and status. For example, production department may communicate with marketing department. Horizontal or lateral communication is a very frequently used channel. The main purpose of horizontal communication is to ensure mutual cooperation and coordination between peers and inter-dependent work units.

Horizontal communication occurs through both spoken and written words. Face-to face exchange of views and conversation over telephone are
22

example of spoken words. These allow freedom of expression due to informal atmosphere. Doubts can be cleared on the spot and immediate feedback is available. Periodical meetings between heads of departments also enable persons of equal status to share information and ideas. Such discussions help to solve common problems and to create team work. Letters, memos and reports are written means of horizontal communication Horizontal communication is essential for the smooth functioning of every organization. The work of different employees and departments is interdependent. For example, the sales department cannot sell goods unless the goods are produced at the right time and cost and in right quality. Production department cannot do so until the purchase department procures the required materials and machinery. This is possible only when the finance department provides adequate funds at a required time. Horizontal keeps every department informed of the needs and activities of other departments.

4. Diagonal or Crosswise communication: Diagonal or crosswise

communication takes place persons working at a lower level interact with those working at a higher level across the limits of their reporting relationships. The persons who communicate are neither in the same work unit not at the same level of organizational hierarchy. For instance, the production manager may communicate directly with sales officers in the marketing department.

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Barriers to communication
The term barrier means hurdle, hindrance or obstacle. Thus, barriers to communication imply hurdles or obstacles on the way of transmission of message from the sender to receiver. In practice, there exist several barriers in communication, which render it ineffective. They generate confusion, conflict and misunderstanding in the organization by creating bottlenecks, delays and distortions of information. Several organizational problems relating to smooth working and human relations exist today in the enterprises because of these barriers. Sometimes, barriers tend to distort the message and create friction among the organizational members and also adversely affect the morale of the employees as well as are injurious to teamwork. Some other reasons may be responsible for the complete breakdown in communication. A large number of organizational problems are caused by barriers to communication. It is essential to find out such barriers and take steps to remove them for the accomplishment of effective communication.

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Noise as a Barrier
Noise is the disruption or interference in communication process anywhere. It can occur at any point in the communication process. Noise can be the sound of someone coughing, a truck driving by, or two people talking close at hand. It can also include disruptions such as a letter being lost in the mail (either traditional or electronic), a telephone line going dead, or one of the participants in a conversation being called away before the communication process is completed. Noise may arise because a manager is not able to express himself well; attention of listener is not on the message: memos are poorly reproduced or written and thus are hard to read. However, if communication is two way, communicator may determine if the message has been received and if it has produced intended response.

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Types of Barriers
Various kinds of barriers to communication may be classified as (1) Language or semantic barriers. (2)Psychological barriers (3)Organizational structure barriers (4)Personal barriers. (5)Other barriers

Language or Semantic Barriers

Language is the carrier of all information and ideas. People of different levels understand, write and speak differently. A speech or statement given in English may not be understood by many of employees in a factory. The language having the use of mathematical symbols and abbreviations, or self-coined words may not be understood by the recipients. In such cases, the communicator should use the language and words mostly used and easily understood by the receivers. Sometimes, loosely structured message may also render communication ineffective. Lack of coherence, errors of omission and commission in sentence construction use of jargons and such other deficiencies mar the meaning and message of communication. Just as thinking can corrupt the language used, the latter can also corrupt thinking.
26

The most common types of semantic barriers are as follows: Unclear Message: Lack of clarity and precision in a message

(a)

makes it badly expressed. Poorly chosen and empty words and phrases, careless omission, lack of coherence, bad organization of ideas, awkward sentence structure, inadequate vocabulary, platitudes, numbing repetition jargon, failure to clarify implications are some common faults found in this case. Faulty translation: Every manager receives various types of

(b)

communications from superiors; peers, subordinates and he must translate information destined for subordinates, peers and superiors into language suitable to each. Hence the message has to be put into words appropriate to the framework in which the receiver operates, or it must be accompanied by an interpretation, which will be understood by the receiver. This needs a high level of linguistic capacity. Approximate understanding of words and the consequent faulty translations lead to impaired efficiency and heavy costs. Specialists Language: It is often found that technical

(c)

personnel and special groups tend to develop a special, peculiar and technical language of their own. This increases their isolation from others and builds a communication barrier. Whatever be the intention of this special language, it hinders their communication with persons

27

not in their speciality, because of receivers ignorance of that type of language. Unclarified Assumptions: There are certain uncommunicated

(d)

assumptions, which underlie practically all messages. Though a message appears to be specific, its underlying assumptions may not be clear to the receiver.

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(1)

Psychological Barriers

Psychological needs and feelings are the prime barriers in organizational communication process. Listening, interpretation or encoding and decoding of a message depend upon the psychological state of both transmitter and the receiver. The following are some of the psychological barriers inhibiting communication:
(a) Differences in Perception: Perpetual barriers may arise due to

differences between individuals in the way they perceive, organize and understand their environment. Sometimes, barrier may also be due to the use of a particular language or jargon by people belonging to the same occupational group. Differences in perception arise from different job experiences, educational backgrounds, value systems, and so on. Accordingly, a person receiving a message may interpret it in the light of his own background. If there is an openess in relationship, everything that is communicated will be readily believed. Not so, however, if there is a mutual distrust or misunderstanding between the sender and the receiver of the message.

29

(b) Closed Minds: One of the assumptions implicit in the communication process is that both the receiver and the sender have open minds, which enable them to process information in an uninhibited manner. If people limit their agenda to their own narrow goals and views, no effective communication is possible because closed minds regard all information as unnecessary overload. (c) Inattention: Communication has no impact on those who are unable or unwilling to listen. This may be a matter of motivation. If people do not pay the required degree of attention to listening and understanding the messages they are supposed to receiver, communication will lose its purpose. Also some people are too quick in commenting on information as it is being received from the sender, without waiting for full information. This may drive the sender frustration and into a sense of futility. The sender may then learn to be diffident in transmitting messages to such pre-mature evaluators. (d) Emotions: How the receiver feels at the time of receipt of information influences effectively how he interprets the information. For example, if the receiver feels that the communicator is in jovial mood, he interprets that the information being sent by the communicator to be good and interesting. Extreme emotions and jubilation or depression are quite likely to hinder the effectiveness of communication.

30

(e)Distrust of communicator: It arises out of ill-considered judgments

or illogical decisions or frequent countermanding of the original communication by the communicator. Repeated experience of this kind gradually conditions the receiver to delay action or act unenthusiastically, hence making the communication unsuccessful, though apparently it is complete.

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(2)

Organizational Barriers
An organization is a deliberate creation for the attainment of certain

specified objectives. This is usually attempted through a variety of official measures such as designing the organizational arrangement for performance of various activities, prescribing of various policies, rules, regulations and procedures, laying down of norms of behavior, instituting a reward-and-punishment system, etc. All the inner processes, including communication in different directions, are markedly affected by the prescriptions. As such major organizational barriers are as follows:
(a) Status Relationship: Organization structure

creates a number of status levels among the members of the organization. Status refers to the regard and attitude displayed and held towards a position by the members of the organization. For instance, there is a difference in the status level of the chief executive and director-incharge of production of a company. This difference becomes apparent as one communicates with another. This may create hurdles in two-waycommunication. The common causes for obstacle in communication due to status are non-listening habit of the superior and desire
32

to keep maximum information with oneself. Sometimes, also avoid seeking clarifications from the superior because they feel that it will lower down their prestige. The barrier due to status or position can be overcome if there is free and fair two-way flow of communication in the organization.
(b) One-way flow: Effective communication is a

two-way street. In two-way communication, both the sender and the receiver feel free to interact in ways, which tend to enhance the quality of exchange process. But where the flow of feedback from the receiver or the listener is blocked, understanding will suffer. In fact, one-way communication in some situations is not communication at all.
(c) Organization structure: The organization

structure has an important influence on the ability of the members of the organization to communicate effectively. But these days, the organization structure of most big enterprises is complex involving: (1) several layers of supervision, (2) long communication lines, (3) co-existence
33

of

specialists,

and

(4)

organizational distance between the workers and the top management. Organization because structure creates problems

communication may break down at any level of supervision due to faulty transmission
(d) Rules and Regulations: Organizational rules

and

regulations

affect

the

flow

of

communication by prescribing the subject matter to be communicated and also the channel through which these are to be communicated. The rules may restrict the flow of certain messages and may leave many important ones. On the other hand, communication through proper channel in a specified way prescribed by these rules delays it and works against the willingness of persons to convey the message. This barrier is strongly operative in Indian public sector enterprises where observance of rules and regulations is more rigid. Distance barriers: Distance is another barrier to effective communication. If both communicator and communicatee are at distant places, the communicatee fails to get
34

(e)

the immediate clarification required. He implements the way he understands the communication.
(f) Physical Barriers: Communication becomes

ineffective due to physical factors such as noise pollution of machines, vehicles and environment. Due to noise pollution and suffocation a communicator cannot give complete and effective message to communicatee.
(g) Mechanical Barriers: Equipments used for

communication should be in the perfect working order. Any defect in the equipments may distort the impressions. Sometimes, it becomes too late to communicate as the scheduled time passes away.

35

(3)

Personal Barriers

While the organizational factors are, no doubt, important influences operating on communication, a host of factors internal to the two partiessender and receiver-to this process also exert important influences on its operation, as communication is basically an inter-personal process. Some of the personal barriers are as follows:
(a) Attitude of Superiors: The attitudes of

superiors towards communication in general or in any particular direction affect the flow of messages in different directions. For example, if this attitude is unfavorable, there is greater possibility that messages would not flow adequately from and/or to superior.
(b) Lack

of

confidence

in

Subordinates:

Superiors generally perceive, correct or otherwise, that their subordinates are less competent and capable, they are not able to advise superiors or they may not have some information coming downwards.

(c) Insistence of Proper Channel: One of the

basic features of superiors exercising of the

36

authority is that they wish to remain in communication links and they do not like any type of bypassing in communication. bypassing may, Communication through

sometimes, be necessary but superiors treat this as thwarting of their authority and this blocks the flow of communication.
(d) Ignoring

Communication:

Sometimes

superiors consciously and deliberately ignore the communication from their subordinates to maintain their importance. This works against the willingness of subordinates to communicate.
(e) Filtering of information: Sometimes, the

sender intentionally screens the information for passing only such information, which will look favorable to the receiver. This is because of the simple reason that no one likes to show his mistakes to someone else, especially to his boss. The boss, on the other hand, wants to obtain information about what is actually going on, especially those actions that need his attention. The remedies for filtering are a well-designed feedback system, development
37

of rapport with subordinates, listening to subordinates with an understanding attitude and reducing the fear of failure.
(f) 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.
(g) Message Overload: Message overload is

really a hurdle in the communication process. If message overload is routine, there is a grave danger to the orderly and smooth flow of communication. The effect of overload may be omission of message, errors, delay, filtering, approximation. They are barriers to communication.

(h) Barriers in Subordinates: Subordinates are

also

equally

responsible

for

restricting

communication flow particularly in upward direction. They act as barriers in a numbers of ways as indicated below: (1) (2) They dislike to show mistakes. People generally resist new ideas.
38

(3) Unwillingness to communicate upward a message on personal grounds. (4) Lack of incentives and encouragement. (5) They suppress information relating to their failures.
(i) Miscellaneous Barriers: Sometimes, sheer

fear

and

distrust

mar

effective

communication. The sender may fear that the consequences of transmitting a particular message may destabilize his own position or the position of the receiver, even though it is in the larger interest of the organization to communicate. Some managers also lose credibility if they are indecisive, inconsistent and indiscreet in transmitting and receiving information. People who receive from and transmit information to them seldom attach much importance to the content. Also personality clashes among individuals clog the communication hatred, also channels. interfere Emotions, values with and the jealousy, interests conflicting

communication process.

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(5) Other Barriers

(a) Information Overload: Everyday, the number of documents on the

Internet increases by 7.5 million. In addition to these documents, people receive more and more messages via e-mail, overnight express couriers, fax machines, voice mail, websites, regular mail, pagers, and cell phones. A recent study by office-equipment maker Pitney Bowes found that, on a typical day, the average office worker sends and receives over 200 messages. The content of messages ranges from crucial news and information to chitchat and jokes. The sheer number of messages can be distracting, making it difficult to discriminate between useful and useless information. Some companies are dealing with this information overload by encouraging employees to send fewer messages and by discouraging the use of the word urgent. Others are encouraging employees to tune out and disconnect. Still others are taking more extreme measures. Nonetheless, the realities of todays workplace make tuning out a virtual impossibility. Technology has created an expectation for instant answers. Not only is it unrealistic for employees to ignore a crucial project or a spate of e-mail messages asking for additional information, but its quite common for professionals to find themselves constantly tied to work. They make calls on their cell phones as they commute. They check their pagers and voice mail at

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business meetings, in their kitchens, and at the grocery store. They take work home and plug into their company intranet in the evening.
(b) Restrictive Environments: Every link in communication chain is

open to error. So by the time a message travels all the way up or down the chain, it may bear little resemblance to the original idea. If a companys formal communication network limits the flow of information in any direction (upward, downward, or horizontal), communication becomes fragmented. Lower-level employees may obtain only enough information to perform their own isolated tasks, learning little about other areas; thus, only the people at the very top of the organization can see the big picture. When managers use a directive and authoritarian leadership style, information moves down the chain of command, but not up. In a recent poll of 638 employees, 90 percent said they had good ideas on how their companies could run more successfully. Yet more than 50 percent said they were prevented from communicating these thoughts because of a lack of management interest and a lack of effective means for sharing their ideas.

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Gateways to effective communication

Overcoming barriers and achieving effective communication

Developing and maintaining a system of good communication is the primary job of any executive. But it should be kept in view that mere transmission of information does not, in any way, ensure effective communication. Effectiveness largely reciprocal understanding, mutual exchange of ideas, facts, and information for it is not one-sided game or the exclusive affair of the transmission of message. Essentially, it is a system that makes or unmakes communication effective. The characteristics of a good communication system are discussed below:
(1) Two-way Channel. In communication two parties are

involved, namely, the sender or transmitter, and the receiver of the message. Naturally, mere transmission of facts, ideas, opinions, etc., does not make any communication effective and meaningful. The imperative need is to keep the channel open for sending the receivers views, understanding and opinion about the event informed. In other words, no single entity, but both the transmitter and the receiver have a joint role making the communication effective. Clearly, therefore, a good communication system should be like a two-way traffic. Transfer of
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knowledge, information, views, etc., should move from the sender to the receiver and vice versa without any interruption.
(2) Mutual Trust. A communication system may be

considered good when mutual understanding exists between the transmitter and the receiver of the message, no matter the communication takes place among the executives or executives and subordinates. Absence of mutual understanding signifies the lacuna in the system in the sense that any communication becomes a one-sided game only. Existence of healthy interpersonal relationship between the seniors and the subordinates is also an indicator of a good system of communication existing in any department or organization. It should be noted that no organization can accomplish its goals without group effort which substantially depends on healthy interpersonal relations. It signifies that mutual trust exists between the superiors and subordinates and everyone takes into confidence the views of others.
(3) Clarity of Message. The message must be as clear as

possible. No ambiguity should creep into it. The message can be conveyed properly only if it is clearly formulated in the mind of communicator. The message should be encoded in direct and simple language so that the receiver is able to understand it without much difficulty.
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(4) Timely Message. Considerable attention should be

given to the timeliness of communication. Old information is worse than none at all. The message will be received and responded to differently by different individuals and groups at the same time or by the same individuals and groups at different times. Even in any emergency one dare not overlook the situational, psychological, and technical aspect of timing.
(5) Consistency

of message. The message to be

communicated should always be consistent with the objectives, policies and programmes of the enterprise. It should not be conflicting with the previous communications; otherwise it would create confusion and chaos in the organization. If the new message is an amendment of the old message, this fact should be stated very clearly so as to reduce the scope of confusion in its implementation.
(6) Good Relations. The mode of communication should

be chosen in such a manner that it does not hurt the feelings of the receiver. It should create proper understanding in their minds if it is to achieve good human relations in the enterprise. It is equally

44

essential that the communicator also attempts to understand the receivers.

(7) Feedback. Feedback provision in the communication

process calls for making it a two-way process. The sender must try to ascertain through some signals whether or not he is properly understood. He should also try to know the reaction of the receiver of the message. In case of face-to-face communication, it is easier to get feedback information by seeing the emotions and expressions on the face of the listener. But in case of other types of communication, the communicator will have to do a lot to get clues of the reaction of the receiver of his message.
(8) Empathetic Listening. Manager should resist the

temptation of making premature evaluation of a subordinate communication or interrupting him in the course of his communication. Only then free and frank response can be ensured. Empathetic listening also allows smooth flow of information.
(9) Flexibility. The communication system should be

flexible

enough

to

adjust

to

the

changing

requirements. It should be able to carry extra loads of information without much strain. It should absorb new techniques of communication with little resistance.
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Use of a wide range of media such as oral and written messages, face-to-face contacts, telephonic calls, group meetings, etc., should encouraged without any hesitation.
(10)

Shared Activity. Effective communication is the

responsibility of all persons in the organization. They may be at any level- managerial or non managerial. They are all working towards a common goal. It means that all of them have a share, directly or indirectly, in many different ways, in the process of communication. Whether communication is effective can be judged on the basis of the intended results. And the results are the responsibility of the entire organization. It has, therefore, to group-responsibility. Managers are advised to consult with others whenever necessary. Often it is necessary to seek the authority to communicate before a message is sent, or someone is to be kept in the picture in regard to the action intended. It is, therefore, useful to remember the headings For Action and For Information when communications are being planned.
(11)

Common Set of Symbols. The encoding and

decoding of the message should be done with symbols that are familiar to the sender and the receiver. It is an immutable condition of communication that the code
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or set of symbols be mutually understood/intelligible. That is why managers, and especially the specialist staff are advised to avoid unnecessary technical jargon, which is intelligible only to the experts in their respective fields. Quite often communication becomes ineffective if the specialists/technical experts, who are accustomed to using a special kind of vocabulary and phraseology among themselves, use their particular variety of language even with the administrative or accounts section of the organization. They must remember that, beyond their jargon, there is a common core of language.
(12)

Focus the needs of the receiver. Whenever we

communicate we must keep in mind the needs of the receivers of the message/information. It should be our endeavour to that whatever we communicate should be of value to the receiver, both in the short run and in the distant future. Our awareness of the needs of the receiver will make him more receptive.
(13)

Controlling

emotions. and

Emotions colleagues

play in

an an

important role in interpersonal relationships between superiors, subordinates organization. It should be, therefore, an important aim of communication to create an environment in which people are motivated to work toward the desired goals
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of the enterprise while they achieve their personal goals. There must be generated a healthy climate of involvement and synergistic growth. It must also be remembered that an important function of communication is control- not just top-down control but also self control. It means that a successful communicator must learn/train himself to exercise restraint on his emotions, especially anger. The truth is that we do not always communicate in a fully rational manner. Our reasoning is often clouded with negative feelings/emotions. And that leads to all sorts of misunderstandings incoming self-control.
(14)

owing That is

to

emotion-loaded the MBO

encoding of the message or misinterpretation of the message. why (Management By Objectives) philosophy emphasizes

Politeness. This leads us to the tonal aspect of

communication. There is a saying, The tone makes the music. In the same way, in communication, the tone of voice, the choice of language and the congruency or logical connection between what is said and how it is said influence the reactions of the receiver. That is why managers are advised to shun authoritarianism, or in other words, to exercise authority with grace. Everybody knows that politeness pays, and it is reflected so very loudly both in words
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and actions. Moreover in an organization, politeness encourages participative communication involving people at all levels, leading to lateral and diagonal communication from the conventional, hierarchicallystructured downward communication.
(15)

Eliminate noise. Every possible effort must be

made to eliminate the element of noise that distorts communication at the transmission stage. It becomes especially important in the wake of modern technological advancement. Anything going wrong with the equipment or any disturbance in the transmission line is bound to defeat the very purpose of communication.
(16)

Completeness. One must also endeavour to send Incomplete communication annoys the

complete message, furnishing all necessary facts and figures. receiver as a result of which proper feedback will not come. The message should be so organized that the receiver is not left in doubt about any aspect of the message.
(17)

Conciseness.

Completeness

does

not

mean

inclusion of unnecessary details or diversions. As effective communication is concise and crisp. The

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sender should be clear headed and properly focused in his vision.

(18)

Proper use of body language. Proper use of body

language is of paramount importance, especially in oral communication. No oral communication can be successful or effective if we do not take care of our body language. In the first place there must be good eye contact with the person to whom we are speaking. The movements of our hands and feet must be graceful. Every listener observes carefully how we walk and how we talk. Our gait says a lot about us. A warm handshake can do wonders. Holding our head straight on our shoulders shows confidence. In fact, our overall appearance can really make or mar our communication.

Principles of effective communication

It is indeed very difficult to suggest an exhaustive list of essential features of good system of communication. It will depend on the specific needs of the situation. However, the following guidelines or principles may be followed to achieve a good system of communication:

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(1) Speed: A good system of communication must ensure a speedy

transmission of message. The time taken to transmit a message to its destination and the speed of communication system should be considered on the basis of the urgency of communicating the message.
(2) Clarity of Message: The beginning of all communication is some

message. The message must be as clear as possible. No ambiguity should creep into it. The message can be conveyed properly only if it is clearly formulated in the mind of the communicator.
(3) Creation of Impression: The communication must create a positive

impression with the recipient, i.e., it should produce the desired reaction from the person receiving it. In some cases, a formal letter is adequate while in others it might result in the communication being thrown unread into the waste-paper basket. Creation of Response or feedback: Feedback refers to the transmission of information concerning the effect of any act of communication. Thus a manager, who sends a directive to his subordinate, should know the response of the latter. Feedback information flow upward and downward. Its purpose is to reinforce the action implied in any act of communication. Feedback also provides an opportunity for suggestion and criticism by the receiver of the information.

(4)

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(5) Accuracy: The communication medium should ensure accuracy in the

transmission of messages. There is no logic in having a system that is cheap but faulty in transmitting messages. Hence, written communication is desirable as words spoken are liable to be misheard.
(6) Economy: The communication system should be as much economical

as possible. But efficiency of the system should be sacrificed to achieve economy. The cost of communication system should be kept under limits by discouraging unnecessary messages.
(7) Secrecy: The communication system should ensure secrecy and there

should be no leakage of information. Thus quality becomes all the more necessary if the messages are of confidential nature.
(8) Safety: A good communication system must guard against the risk of

loss in transit. If an important legal document is to be mailed, it is advisable to send it by registered post or courier service.
(9) Two-way Traffic: Communication should be a two-way traffic. It

should not be only downward. The workers should be able to convey their suggestions and grievances to the top management. Two-way communication is also necessary for feedback information.

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Ten Commandments of effective communication

(1)Listen attentively; find areas of common interest; listen for main ideas. (2)Plan ahead; be prepared; avoid important situations if possible; and the message brief. (3)Avoid stereotyping and the assignments of individuals or ideas to right categories. (4)Distinguish between the desire to know and the need to know. (5)Distinguish among facts, references, and conclusions. (6)Avoid attributing motives to others. (7)Attend to behavioral cues as well as language or diction. (8)Say enough, but leave some things unsaid. (9)Dont shun all conflict, but avoid the unnecessary conflict. (10) Withhold value judgements about context or delivery, until strategically appropriate.

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The seven Cs communication

(1) Clarity. The message must have meaning put in simple terms.

Words must mean the same thing to the receiver as they do to the sender. Complex issues must be compressed into themes, slogans or stereotypes that have simplicity and clarity.

(2) Credibility. Communication starts with the climate or belief. This climate is built by performance on the part 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 have a high regard for the sources competence on the subject. (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 the greatest rewards. The content determines the response of the audience. (4) Context. A communication must square with the realities of its environment. Mechanical media are only a supplementary to the words and the need that takes place in daily living. The context must confirm, not contradict the message.

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(5) Completeness. Every communication must be complete and adequate. Incomplete messages keep the receiver guessing, create misunderstanding and delay actions. Every person should, therefore, be provided with all the required facts and figures. For example, when the factory supervisor instructs workers to produce, he must specify the exact size, shape, quality and cost of the product. Any assumptions behind the message should also be clarified. While answering a letter, all questions raised in the letter must be replied. (6)Capability. Communication must take into account the capability of the audience. Communications are most effective whey they require the least effort on the part of the recipients. This includes factors like reading ability and receivers knowledge.

(7) Channels. The established channels of communication that the receiver uses and respects should be used. Creating new ones is difficult. Different channels have different effects and serve effectively in different stages of the diffusion process.

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Suggestion
On the basis my findings, I suggest that the people should be aware about the communication skills. Educational CDs should be used for this purpose because it will practically explain about the proper way to communication. The concept of educational CDs also helpful for illiterate people, as it doesnt require any theoretical explanation. About solutions, I suggest that the concept of ombudsperson should be appreciation and adopted. As this concept will help to remove the communication gap between the superiors and subordinates. Proper care should be taken in case of communication through Television because a little mistake will convey the wrong message. Television includes both visual and audio communication, which easily understood by the people.

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Conclusion

After finding the different barriers to communication and theirs solutions I conclude that despite of these barriers, communication is very important in our life. In todays world, where information technology (I.T.) is so important for various industries, firms, institution, bank, etc. we cannot forget the importance of communication. To use this technology we need human skills and teamwork, which only come by communication. So, it is clear that where all the sectors are important we have to accept that communication is much more important as all these sectors become handicapped without communication.

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Bibliography

For preparing the project I referred some books and some websites which are mentioned below:
1. SINHA

K.K. Business Communication, Galgotia Publishing

Company, 2006edition. (Page no. 54- 80)

2. BOVEE C.L. Business Communication Today, Published by

Dorling no. 116-139)

Kindersley (India) Pvt. Ltd... , Licenses of Pearson

Education in Education in South Asia., SEVENTH EDITION. (Page

3. www.prenhall.com/bovee. (August, 2009)

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