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 Communication Barrfers·
yfJYSICAL AND ~~HA NICA L BARRIERS- .
Noise: Conunumcat10n does not occur in tot 11 . .
(O disturbs or interfer es with comm • .· na Due y noise-fr ee environ ment. Noise,though of varying
umcatio to high ·l I f . . .
degree, d t d · er eve O · noise m telephone some tlme
t information may be screene
i[relevan ou an sometime rel t · .c: •
h conditions andfaul ty tele co . . evan 11110rmatton may be left out. Adverse
weat er t ffi h' - mmumc ation system are the other most common barriers . Noise
ra 1c mac mes, human sou d .
dueto heavy
. . d'ffi n s, constrnct1on/demolition works, fans etc.,make
1 1
cu t. Whatev er that distracts the receiver's attention causescommw1ication
conunurucation
breakdown.
(2) Distance: Long diSt ances between the senders and receivers can also obstruct
s teJe
effectivecommw1ication. If sender and receiver are separated by geographical distance
canres~lt in
communication is most often resorted to disturbance in telephone connection
miscommunication or incomp lete communication.
is sw-e to
(3) Time: Time refers to the reachin g of the message . If an imp011ant message reacheslate it
t shifts fail
affect communication. For instance, factories have shift systems.Persons working in differen
to communicate due to time gap.
(4) Information Overlo ad: It refers to excessive transmission of information. Muchm
ore information
analyze,
than what the receiver can process is transmitted to him. Thereceiver cannot w1derstand, digest,
s:
and act upon information overloa d that isbeyond his mental capacity. It results in various problem
(a) Receivers may not act upon a part of the information, which may be an important one.
(b) They may make errors in processing excessive information.
(c) If they wish to be accurat e, they may delay the processing of infonnation.
ding to
(5) Physical Barriers: Outdate d machines and ~quipment may produce excessive noiselea
, too cold or
physical barriers in commu nication . Further, distraction, like backgroundnoise, poor lighting
ication.
too hot weather, etc. affect the morale of the employeesand also obstruct effective commun
and
(6) Use of Words with Differe nt Meanings: Communication is mainly carried throughspoken
example, the
written words. But the words used may convey different meanings todifferent people. For
or listener
word 'tube' may mean a fluorescent tube, a cycletube, or a water tube. When the reader
, there occurs
assigns a different meanin g toa word than what the writer or speaker intended
econom ic,
miscommunication.People interpre t the same word differently due to differences in their
social, cultural and educational backgrounds.

LANGUAGE OR SEMANTIC BARRIERS-

e and speak
Language is the carrier of all information and ideas. People of different levels tmderstandwrit
nt given in
different ly. Many of the employ ees in a factory may not understand a speech or stateme
English. The most commo n types of semantic baniers are as follows:
. Poorly
(I) Unclear Message: La.ck of clarity and precis~o~ in a message makes it badlyexpressed
s10 ation of ideas,
chosen and empty words and phrases, careless om1s _n, lackof col~erence, bad organiz
and failure to
awkward sentence structure inadequatevocabulary, platitudes, numbing repetition jargon,
th
clarify implications aresom : commo n faults fOLmd in is case.
 (2) W ords or Symbols
with Multiple Meanings:A wo
to percei.ve one such meaning rd may have sevei.a1 meanings · Thereceiver haa
for the word used for the commu . ,
may be used in three different sen mcator. For example' the word val\Je'
ses:
(a) The value oh his book is & 200
.
(b) We value our customers.
(c) The value of learning com
puter skiUs lies in the fact tha
demanding. t jobs in induS try are highly
·
In the first example, the tenn ·
'value' means 'cost' while in the
'importance'. In business, the term second and thirde~am~les, it
'values' is also used to convey'eth means
(3) Technical Words or Jargon ical business practices.
s: It is often found that specia
technical language of their res lists and technical personneltel1 d
pective fields. This increases the ~o use
communication barrier. Whate ir isolationfrom others and bm
ver be the intention of the lds a
communication with persons not spe cial language, it hinders their
in their specialty,because of the
language. receiver's ignorance of that typ
· e of
(4) Faulty Translation: Some
times, the instructions originally
need to be translated to the lan drafted in one language(egg,
guage und erstood by the workers (e.g. ,Hi English)
proficient with both the langua ndi. If the translator is not
ges , mistakes may creepin causin
one. g different meaning than the
intended
(5) Unclarified Assumptions:
Sometimes, messages are based
to different interpretations. For on ce1iain asswnptionsw hich are
example, theboss instructs hissubord:inate, "T subject
boss may mean that subordinate ake care of our guest". The
should takecare of transport , foo
until he leaves the station.The sub d, accommodation , etc. of the
ordinate may interpret that the gu guest
care. est is to be esc orted to the hotel with
(6) Body Language and Ge
stures: Alongwith ·verbal com
communication is body langua mtmication, another impo1tantm
ge and gestures used by the ode of
communication is not matching person who istalking. If the
with the body language, thelistene verbal
the meaning. r ma y get con fus ed and misunderstand

SOCIO-PSYCHOLOGICAL BA
RRIERS-
The state of mind of a person
has great influence over the
consequences. For example, a . interpretation of' · +-
frightened person may not com 111 1 om1at·1011 an d'its
.
person may not receive the mu nicate pro per ly s· -
. . message properly. Some of
the , 1m11ar1yan angry
commurucat10n are as follows: psy chological b . • . , .
ain ers toe ffective
(1) Differences in Perception: Per
ceptual barriers may arise due
the way they percei•ve, orgam.ze, to differences bet , . . .
and understand the.u enviro
.
nment.Sometimes ba .· v. eemnd1v1duals m
.
·
to the use of a particu •
lar language or Jargonby the peo ' me r may also be d
. . ple belonging to the sam
Differences m percept10nan.se fr . . . e .
om different Job experiences, edu
cational backgrouoc cupational grouue
andso on. nd P·
s, value systems.
Di
(2) fferences in Attitudes: People differ with regard to
with communication. For examp . attitudes and opinio .
ns w1 hoften . t £
t withour attitudes uc
le, if the message is consisten
a11d in er ere
opinions we
 recei ve it favorably. On the other hand, if the mess
ageis contrary to our expectations, beliefs, and
cheri shed value s we do not react favorably to it. For
example, a news of bonus is likely to be
recei vedfa vorab ly by employee. But they may oppo
se a move of the mana geme nt to install latest
mach ines due to belie f that it will reduce job opportunities
for them.
(3) Emotions: How the receiver feels at the time of recei
pt of information influence effectively how he
interprets the information. For example, if the receiver feels
that the commm1icator is in jovial mood, he
interprets that the information being sent by the comm
unicator to be good and interesting. Extreme
emotions and jubilation or depression are quite likely to
hinder the effectiveness of communication.
(4) Inattention: Communication has no impact on those who
are unable or unwillingto listen. This may
be a matter of motivation. If people do not pay the
requiredegree of attention to listening and
understanding the messages they are suppose;to receiver,
communication will lose its purpose. Also,
some people are too quick incommenting on information
as it is being received from the sender, without
waitingfor full infom1ation . This may drive the sender to
frustration and into a sense of full information.
The sender may then learn to be diffident in transmitting mess
ages to suchpremature evaluators.
(5) Closed Minds: One of the assumptions implicit in
the communication process;that both the receiver
and the sender have open minds, which enable them to proce
ss information in an uninhibited manner. If
people limit their 'agenda' to their own narrow goals and
views, no effective communication is possible
because closed mind,regard all information as unnecessary
'overload'
(6) Premature Evaluation: Some people form a judge
ment before receiving the completemessage.
Such premature evaluation prevents effective communica
tion. Once youform a judg emen t or response
your mind is closed to the rest of the message. Theju
dgement or · decision based on incomplete
information is likely to be wrong. Youconcentration is lost.
·
(7) Cultural Differences: Cultural differences are faced
when managers deal with people of different
cultures. Culture refers to values, beliefs, norms, attitudes
and perceptions of people of different nations
(India, America, Japan etc.) or regions(different regions in
India ). When managers deal with employees
of different nations(in multinational corporations), they
must regard cultural values or beliefs;
otherwise,they may not be able to convey what they really
wish to. Symbols, words, colours,gestures,
language must be carefully selected when senders of infor
Q nations or regions.
mation are dealingwith people of different

ORGANISATIONAL BARRIERS
(1) Status Relationships: Status refers to the regard
and attitucledisplayed and held towards a position
by the _members of the organization. Forinstance, there
is a difference in the status level of the Chie f
Executive · Officer(CEO) and director-in charge of prod
becomesapparent as one communicates w·t1 uc t·10n o f' a company. Tlus · d'f-.:-.
1 1erence
• . 1 1
anot h Tl ·
commumcation. The common causes for obst' 1 · er. us may creat e hurdl es in two-way-
. . · ·
ace m commrnuca
of the superior and des1Te to keep maximum ir.formation witho t1on due to status are non-listening habit·
neself
(2) ~ne- :a~ Flow:_ Effective com~tmication is a two-w
ay street. In two-waycommunication. botJ1 the
sen er an t e receiver feel free to interact in ways which
tend to enhance the quality of the exchange
 process. But where the flow of
~ feedbackti:om the rec eiv1Jr or
suuer the I' , .
tstener is blocked understa ct·
(3) Complex Organization Structure: Th · 11 mg
will
e orga.n iza r
ability of the members of the
. organization to communicion structw-e has an impo i t' nf1
ate ~ . l
structure of most b1g . r an i uence on the
enterpnses is complex involv e1lective y.B ut these day s th
. . li ing · (a) .
commumcation nes , (c) co . .
.
severa1 1aye rs of sup erv, e orgamzation
-existence of specialists and ision (b) 1
workers an d th etop manageme (d) . . .
nt. • orgamzat10n al distance bet.ween ong
the
(4)Rigid Rules and Regulation
·b· s : Organizational mles and reg
by prescn mg the sub'~ect-matt ulations affect the flowof c
. .
· d er to be communicated and als
commurucate . othe channel t11r h h' h tlonunumcation
oug w 1c 1ese are to be
(5) Distance Barriers: Dista
nce is another barrier to eff
communicate are at distant pla ective communication. lf com
ces , the communication fails. municator and

GATEWAYS TO EFFECTIV
E COMMUNICATION:
1. Two-way Channel: In comm
unication, two parties are inv
olved, namely , the senderand
of the message. Naturall y,
communication effective and
mere transmission of facts,i
deas, opinions, etc., does not
the receiver 4
meaningful.The imperative nee make any
the receivers ' views,underst d is to keep the channel open
anding, and opinion about for sending
singleentity, but both the tra the event infonned . In oth
nsmitter and the receiver has er words, no
effective. a joint role in making thecommw1ication
2. Clarity of Message:The
message must be as clear as po
message can be conveyed pro ssible. No ambiguity shouldcre
perly only if it is clearly formu ep into it. The
message should be encoded lated inthe mind of the commu
in direct and simplelanguage nicator. The
so that the receiver is able to
without much difficulty. understand it
3. Timely Message: Consi
derable attention should be ~iv
information is worse than en to tl~e timeliness ofcomm~
none at all. The message wi ication. Old
'fti · d. 'duals and groups at the ll ber ece 1~ ed. o_r res ponded to dtffere~tly by
d1 erent m 1v1 sametime or by the same md
1v1duals and groups at different
times. .
4 Consistency of Mess age·· The message to be communicated should
•. . . . d ogrammers of the enterp always beconsistent with the
ob1ective, po11c1 es an pr rise. It sho uldnot be conD1. ctm . . .
J • • th · it would createconfusion and . g with the previo us
mmurucat1ons; o erwise chaos m the orgamzatlon . .
co fth . If the new me
is an amendment o e old message this fact should be stated very clearl ssa ge
, y so as to reduce the scope
nfus'1on in its implementation.
otico • • • J1Nvision in the
5. Feedback: F communication process calls for . .
. through some signals wheth m~lung 1t a two-way process.
The sender er ornot he 1s properly under
ion of the receiverof the me stood. He
should al ssage. In case of face-to-face
backinformation by seeing the
conununi emotions and expressions
types of communication, the com 011 the
face oftbe municator will have to do a lot
er of his message.
to ge tclues