question_answer 22)

What are the common barriers to effective communication suggest measures to overcome them?

Answer:

Common Barriers to Effective Communication Managers in all organisations face problems due to communication barriers. These barriers may prevent a communication or filter part of it or carry incorrect meaning due to which misunderstanding may be created. Therefore all managers should take some steps to overcome these barriers. There are broadly four groups of barriers (i) Semantic Barriers Semantic barriers are concerned with problems and obstructions in the process of encoding and decoding of message into words or impressions. Normally, such barriers result on account of use of wrong words, faulty translations, different interpretations etc. These are discussed below (a) Badly Expressed Message Sometimes the message is not communicated correctly by the manager because of inadequate vocabulary, usage of wrong words, omission of needed words etc. (b) Symbols with Different Meaning A word may have several meanings. Receiver has to perceive one such meaning for the word used by communicator. (c) Faulty Translations Sometimes while translating if incorrect translation is done due to poor command over both the languages then meaning of the message changes. This lead to cause different meanings to the communications. (d) Unclarified Assumptions Sometimes communication may have certain assumptions which are subject to different interpretations. The one should always clear the meaning of what he is instructing the worker to do, so that the worker has no doubts in his mind. (e) Technical Jargon Sometimes specialists may use technical words in their communication by which the receiver is not aware. Therefore, they may not understand the complete conversation. (f) Body Language and Gesture Decoding The body movement and body gestures plays an important role in conveying the message. If there is no match between what is said and what is expressed in body movements, communications may be wrongly perceived. (ii) Psychological Barriers Emotional or psychological factors acts as barrier to communications e.g., a person who is worried cannot understand what is being told. Some of the psychological barriers are (a) Premature Evaluation Sometimes people evaluate the meaning of message before the sender completes his message. Such premature evaluation may be due to pre-conceived notions. (b) Lack of Attention If the mind is pre-occupied then the result is non-listening of message by receiver act as a major psychological barrier. (c) Lon by Transmission and Poor Retention When message passes through various levels, successive transmission of message results in loss of information. It happenes mostly with oral communication. Also people cannot retain the information for a long time if they are inattentive or not interested. (d) Distrust If the communicator and communicate do not believe on each other, they cannot understand each other message in its original sense as they are not giving importance to the information exchanged. (iii) Organisational Barriers The factors related to organisation structure, authority relationships, rules and regulations may sometimes act as barriers to effective communication some of these barriers are (a) Organisational Policy If the organisational policy is not supportive to free flow of communication, it may hamper effectiveness of communications. (b) Rules and Regulations Rigid rules and cumbersome procedures may be a hurdle to communication similarly, communication through prescribed channel may result in delays. (c) Status Status of superior may create psychological distance between him and his subordinates. The people working at higher level may not allow his subordinates to express their feelings freely. (d) Complex Organisational Structure In an organisation where there are number of managerial levels, communications gets delayed and distorted as number of filtering points are more. (e) Organisational Facilities For smooth clear and timely communication proper facilities are required like frequent meetings suggestion box, internet connection, inter-com facility. Lack or ineffectiveness of these facilities may create communication problems. (iv) Personal Barriers The personal factors of both sender and receiver may exert influence on effective communication. Some of the personal barriers are (a) Fear of Challenge to Authority If a superior feels that a particular communication may affect his authority negatively then he/she may not speak it out clearly and openly. (b) Lack of Confidence of Superior on his Subordinate If superiors do not have confidence on their subordinates, they may not seek their advice or opinions. (c) Unwillingness to Communicate Sometime subordinator may not be prepared to communicate with their superiors, if they think that it may adversely affect their interests. (d) Lack of Proper Incentives If there is no reward for communication then employees may not be motivated to communication, e.g., if there is no reward or appreciation for a good suggestion, the subordinate may not be willing to offer useful suggestions again. Some measures which can be adopted by organisations to improve communications are (i) Clarify the Ideas Before Communication The entire message to be communicated should be studied in depth, analyzed and stated in such a manner that it is clearly conveyed to subordinates. The message should be encoded in simple language which is understandable. (ii) Communication According to the Needs of Receives All managers should be aware of the understanding level of his/her subordinates. He should adjust his communication and select the words according to the education and understanding levels of subordinates (iii) Consult Others Before Communicating Before communicating anything, others who are linked with it in some way or the other should be taken into confidence for developing a better plan. (iv) Beaware of Languages, Tone and Content of Message The language used for communication should be understandable to the listener. The tone of the appropriate and the matter should not be offending to anyone. (v) Convey Things of Help and Value to Listener It is always better to know the interests of the people with whom you are communicating. If the message relates directly or indirectly to such interests and needs it certainly evokes response from communicate. (vi) Ensure Proper Feedback The receiver of communication may be encouraged to respond to communication. The communicating process may be improved by the feedback received to make it mm responsive. (vii) Follow up Communication There should be a regular follow up and review on the instructions given to subordinates. Such follow up measures help in removing hurdles if any in implementing the instructions. (viii) Be a Good Listener Manager should be a good listener. Patient and attentive listening solves half of the problems. Managers should also give indications of their interest in listening to their subordinates.