MINOR PROJECT REPORT

ON
AN ANALYSIS OF EFFECTIVE COMMUNICATION

SUBMITTED BY –
NAME: SACHIN KUMAR MISHRA
ENROLL NO: 0581221808
B.B.A. (B&I)-3rd Sem

DELHI COLLEGE OF ADVANCE STUDY

AFFILIATED TO G.G.S.I.P.U
B-7 SHANKAR GARDEN, VIKASPURI, NEW DELHI-110018

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 Declaration

I here by declared that the work presented in the project Repotted, titled “An
Analysis of Effective Communication”, Carried out by me as a part of BBA
(B&I) curriculum in the 3rd semester. The report is an authentic record of my
work. It is further declared that the report has not been submitted earlier for
any other degree and diploma.

Place:-……………..
Date:-……………...
Name- Sachin Kumar Mishra
Enroll no.-0581221808
Candidate sign

Supervisor’s Name
Mr. B.K. JHA
(Supervisor sign)

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 Preface

This project is a modest attempt at discussing an “Analysis of effective

Communication”. As the communication barriers is one of the major
problems in today’s world.

The first part of the project gives an overview of the business

communication. The second part deals with the different types of barriers in
communication. The third part suggests how these barriers can overview. It
becomes more important because business communication is such a
dynamic area, becoming more and more interesting in our ‘global village’ so
its barriers should be overcome for proper organizational communication.

I am thankful to all those whose ideas have been helpful in preparing this
project. I express my sincere appreciation to them. I am really grateful to the
director Mr. N. Mohan of my college, project supervisor Mr. B.K. Jha,
seniors, and my friends in college. Finally, I owe many thanks to my family
for their constant support and encouragement.

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 Index
Topic Page no.

1. Introduction 5
2. Methodology 6
3. Communication 7
Features of communication 8
Importance of communication 11
4. Process of Communication 15
5. Basic Forms of Communication 18
6. Types of Communication 25
7. Barriers to Communication 28
8. Types of Barrier 30
9. Gateways to Effective Communication 44
10.Principles of Effective Communication 51
11.Ten Commandments of Effective
Communication 54
12.Seven C’s of Communication 55
13.Suggestion 57
14.Conclusion 58
15.Bibliography 59

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 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 today’s 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.

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 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.

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 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 it’s 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.

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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, it’s 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 family-
owned 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

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 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 whether a speaker adopts
‘conversational’ strategies implying either ‘affiliation’ or
dominance’, or in other words, the language he uses gives
indications of his hierarchical status.

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(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.

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 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 union’s into confidence. The managers have to negotiate
with the representative of employees on various issues affecting the

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 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 1930’s it has being

increasingly recognized that the management’s 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,

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 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

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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.

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 Process of communication

The communication process is the inter-relationship between inter-

dependent 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 sender’s 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.

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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

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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 receiver’s 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.

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 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 well-
designed 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

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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.

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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.

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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.

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 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.

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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 year’s 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.

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Both oral and written media are used for downward communication. Face-
to-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

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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 inter-
dependent. 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.

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The most common types of semantic barriers are as follows:

(a) Unclear Message: Lack of clarity and precision in a message

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.

(b) Faulty translation: Every manager receives various types of

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.

(c) Specialist’s Language: It is often found that technical

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

31
not in their speciality, because of receiver’s ignorance of that type of
language.

(d) Unclarified Assumptions: There are certain uncommunicated

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.

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(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.

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(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-way-
communication. The common causes for
obstacle in communication due to status are
non-listening habit of the superior and desire

36
 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 of specialists, and (4)

37
 organizational distance between the workers
and the top management. Organization
structure creates problems because
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.

(e) Distance barriers: Distance is another

barrier to effective communication. If both
communicator and communicatee are at
distant places, the communicatee fails to get

38
 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.

39
(3) Personal Barriers

While the organizational factors are, no doubt, important influences

operating on communication, a host of factors internal to the two parties-
sender 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

40
 authority is that they wish to remain in
communication links and they do not like any
type of bypassing in communication.
Communication through bypassing may,
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

41
 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) They dislike to show mistakes.
(2) People generally resist new ideas.

42
(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 channels. Emotions,
jealousy, hatred, conflicting values and
interests also interfere with the
communication process.

43
(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 today’s 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 it’s 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

44
 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
company’s 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.

45
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

46
 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.
47
(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

48
 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.
49
 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
50
 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. Emotions play an

important role in interpersonal relationships between
superiors, subordinates and colleagues in an
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
51
 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 owing to emotion-loaded
encoding of the message or misinterpretation of the
incoming message. That is why the MBO
(Management By Objectives) philosophy emphasizes
self-control.

(14) 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
52
 and actions. Moreover in an organization, politeness
encourages participative communication involving
people at all levels, leading to lateral and diagonal
communication from the conventional, hierarchically-
structured 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

complete message, furnishing all necessary facts and
figures. Incomplete communication annoys the
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

53
 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:

54
(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.

(4) 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.

55
(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.

56
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)Don’t shun all conflict, but avoid the unnecessary conflict.

(10) Withhold value judgements about context or delivery, until

strategically appropriate.

57
The seven C’s 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 source’s 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.

58
 (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 receiver’s 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.

59
 Suggestion

On the basis my findings, I suggest that the people should be aware about
the communication skills. Educational CD’s should be used for this purpose
because it will practically explain about the proper way to communication.
The concept of educational CD’s also helpful for illiterate people, as it
doesn’t 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.

60
 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 today’s 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.

61
 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 Kindersley (India) Pvt. Ltd... , Licenses of Pearson

Education in Education in South Asia., SEVENTH EDITION. (Page
no. 116-139)

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

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