What is communication / process & barriers to communication
Definition of Communication.
The term ‘communication’ is derived from the Latin word ‘communis’ which means common. Therefore, communication may be defined as exchange of facts, ideas, opinions or emotions between two or more persons to create mutual understanding. It is a process by which two or more persons exchange ideas and information among themselves. Some popular definitions of communication are given below
1. According to Keith Davis communication is the process of passing information and understanding from one person to another, it is essentially a bridge of meaning between people. By using the bridge of meaning a person can safely cross the river of misunderstanding.
2. According to Louis A. Allen communication is the sum of all the things one person does when he wants to create understanding in the minds of another. It involves a systematic and continuous process of telling, listening and understanding. Communication is relevant to all the functions of management. However, it is particularly important for the directing function because all cther elements of directing become possible only when there is adequate communication.
Barriers to Effective Communication
Despite the development of high speed electronic devices, communications are not successful in many cases. Some of the barriers or obstacles to effective communication are given below:
1. Semantic Barriers : Semantics is concerned with the meaning of words and symbols. Semantic barriers arise in the process of encoding and decoding of message.
These barriers are as follows:
(i) Badly Expressed Message: Use of wrong words, omission of necessary words and inadequate vocabulary results in badly expressed messages. The intended meaning is not conveyed.
(ii) Technical Jargon: Specialists often use technical language which common man does not understand. Patients often do not understand many words used by doctors.
(iii) Unclarified Assumptions: A message may be misunderstood when the sender does not clarify the assumptions behind it. For example, the sales manager may instruct his staff, “Make every effort to achieve the sales target”. He may mean that sales are to be increased but without increasing the rate of discount. But the staff may interpret that every effort means any percentage of discount can be offered.
(iv) Faulty Translations: When the translater is not proficient in both the languages involved in translation, the meaning of the message may get distorted.
(v) Symbols with Different Meanings: The same word may have different meanings to different persons. For example, the word cost’ may mean one thing to production department and quite another to the sales department.
(vi) Body Language: A message may be wrongly interpreted when the sender’s body movements do not match with what he wants to convey.
2. Psychological Barriers: The state of mind of both sender and receiver affect the process of communication. For example, a worried or angry person cannot communicate effectively. Some of the psychological barriers are given below:
(i) Lack of Attention: When the receiver’s mind is pre-occupied, he fails to listen to what is said. For example, a worker explains some problems to his supervisor. The supervisor is pre-occupied with a telephone call and does not grasp the message.
(ii) Premature Evaluation: Communication is likely to fail if the receiver evaluates the meaning of message before the sender completes the message. Such premature evaluation may occur due to pre conceived notions or prejudice against the communicator.
(iii) Poor Retention: The receiver who cannot retain the information for a long time may fail to understand it. Poor retention may be due to lack of interest.
(iv) Distrust: When the sender and the receiver do not believe each other, the message may not be understood in its original sense.
3. Organisational Barriers : Some of the organisational barriers are as follows:
(i) Organisational Policy: Communication is hampered if the policy of an organisation does not support the free flow of communication. For example, in a highly centralised organisation, people are discouraged to communicate freely.
(ii) Complex Organisation Structure: When there are several managerial levels, communication gets delayed and distorted. There is loss of information as the message is transmitted again and again before it reaches the receiver.
(iii) Rules and Regulations: Rigid rules and cumbersome procedures act as a barrier to effective communication. Communication through the prescribed channels may result in delays.
(iv) Status: A status conscious manager may not allow his subordinates to express their feelings freely. Subordinates at lower levels may hesitate to speak freely to high level managers.
(v) Organisational Facilities : Lack of facilities like suggestion scheme, complaint box, social get togethers, etc. may create problems in communication.
4. Personal Barriers: Personal characteristics of both sender and receiver may affect effective communication. Some of the personal barriers are given below.
(i) Fear of Challenge to Authority: A superior is likely to withhold or suppress a message if he perceives that it will adversely affect his authority. Mnot communicate with his superiors, if he perceives that it will affect his interests.
(iii) Lack of Confidence in Subordinates: A superior who does not have confidence in his subordinates is not likely to seek their advice and suggestions.
(iv) Lack of Adequate Incentives: Employees may not take initiative to communicate in the absence of proper incentives. For example, workers may not be willing to offer useful suggestions if there is no reward or appreciation for a good suggestion.
