This document discusses barriers to effective communication in organizations. It identifies semantic, psychological, organizational, and personal barriers. Semantic barriers include issues with message expression, symbol interpretation, faulty translations, assumptions, technical jargon, and body language. Psychological barriers involve premature evaluation, lack of attention, transmission errors, and distrust. Organizational barriers consist of restrictive policies, regulations, status issues, and complex structures. Personal barriers are fears of challenging authority, lack of confidence, and unwillingness to communicate without incentives. The document provides recommendations to overcome these barriers, such as eliminating perception differences, using simple language, reducing noise, active listening, managing emotions, simplifying structures, avoiding overload, giving feedback, selecting media appropriately, and allowing flexibility

1. Barriers of
effective
communication

2. Team members
1.Abhay Krishna
2.Varsha
3. Abhirami
4.Vaishnav
5.Adhil

3. B a r r i e r s o f
communication
Communication barriers are the factors that obstruct the effectiveness of
communication. Sometimes message sent by the sender does not match
the receiver in the same manner as expected by the sender.

4. A. Semantic barriers
These are concerned with the meaning of words and symbols. Sometimes
the same words and symbols can be understood differently by different
people in the organization. These are discussed below:
1. Badly expressed message
Sometimes intended meaning may not be conveyed by a manager to his
subordinates. This is due to inadequate vocabulary, usage of wrong words,
omission of needed words etc.
2. Symbols with different meanings
A word may have several meanings. Receiver has to perceive one such
meaning for the word used by communicator. Example-Prize, price, right,
write etc.

5. 3. Faulty translations
Sometimes the communications originally drafted in one language (e.g.,
English) need to be translated to the language understandable to workers
(e.g., Hindi). If the translator is not an expert, he may make mistake in
translation.
4. Unclarified assumptions
Some communications may have certain assumptions which are subject
to different interpretations.
5. Technical jargon
It is usually found that specialists use technical words while explaining to
persons who are not specialists in the concerned field. Therefore, they may
not understand the actual meaning of many such words.

6. 6. Body language and gesture decoding
Every movement of body communicates some meaning. The body
movement and gestures of communicator matters so much in conveying the
message. If there is no match between what is said and what is expressed
in body movements, communications may be wrongly conveyed.
B. Psychological barriers
Emotional or psychological factors acts as barriers to communicators. For
example, a worried person cannot communicate properly and an angry
receiver cannot understand the real meaning of message. The state of mind
of both sender and receiver of communication reflects in the effective
communication. Some of the psychological barriers are:

7. (i) 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 or prejudices against the communication
(ii) Lack of attention
The pre-occupied mind of receiver and the resultant non-listening of
message acts as a major psychological barrier. For instance, an employee
explains about his problems to the boss who is pre-occupied with an
important file before him. The boss does not grasp the message and the
employee is disappointed.
(iii) Loss by transmission and poor retention
When communication passes through various levels, successive
transmissions of the message results in loss of, or transmission of
inaccurate information. This is more so in case of oral communication.
Usually people cannot retain the information for a long time

8. (iv) Distrust
Distrust between communicator and communicate acts as a barrier. If the
parties do not believe each other, they cannot understand each other's
message in its original sense
C. 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:
(i) Organisational policy
If the organisational policy is not supportive to free flow of communication,
it may hamper effectiveness of communications. For example, in an
organisation with highly centralised pattern, people may not be encouraged
to have free communication

9. (ii) Rules and regulations
Rigid rules and huge procedures may be a hurdle to communication.
Similarly, communications through prescribed channel may result in delays.
(iii) Status
Status of superior may create psychological distance between him and his
subordinates. A status conscious manager also may not allow his
subordinates to express their feelings freely
(iv) Complexity in organisation structure
In an organisation where there are number of managerial levels,
communication gets delayed and distorted as number of filtering points are
more.

10. D. Personal barriers:
The personal factors of both sender and receiver may exert influence on
effective communication. Some of the personal barriers of superiors and
subordinates are mentioned below:
(i) Fear of challenge to authority
If a superior perceives that a particular communication may adversely affect
his authority, he or she may withhold or suppress such communication.
(ii) Lack of confidence of superior on his subordinates
If superiors do not have confidence on the competency of their
subordinates, they may not seek their advice or opinions.

11. iii) Unwillingness to communicate
Sometimes, subordinates may not be prepared to communicate with their
superiors, if they perceive that it may adversely affect their interests.
(iv) Lack of proper incentives
If there is no motivation or incentive for communication, subordinates may
not take initiative to communicate. For example, if there is no reward or
appreciation for a good suggestion, the subordinates may not be willing to
offer useful suggestions.

12. How to overcome these barriers of
communication
1.Eliminating differences in perception: The organization should
ensure that it is recruiting right individuals on the job. It’s the responsibility
of the interviewer to ensure that the interviewee has command over the
written and spoken language.
2.Use of Simple Language: Use of simple and clear words should be
emphasized. Use of ambiguous words and jargons should be avoided.
3.Reduction and elimination of noise levels: Noise is the main
communication barrier which must be overcome on priority basis. It is
essential to identify the source of noise and then eliminate that source.

13. 4.Active Listening: Listen attentively and carefully. There is a
difference between “listening” and “hearing”. Active listening means hearing
with proper understanding of the message that is heard. By asking
questions the speaker can ensure whether his/her message is understood
or not by the receiver in the same terms as intended by the speaker.
5.Emotional State: During communication one should make effective
use of body language. He/she should not show their emotions while
communication as the receiver might misinterpret the message being
delivered. For example, if the conveyer of the message is in a bad mood
then the receiver might think that the information being delivered is not
good
6.Simple Organizational Structure: The organizational structure
should not be complex. The number of hierarchical levels should be
optimum. There should be a ideal span of control within the organization.
Simpler the organizational structure, more effective will be the

14. 7.Avoid Information Overload: The managers should know how to
prioritize their work. They should not overload themselves with the work.
They should spend quality time with their subordinates and should listen to
their problems and feedbacks actively.
8.Give Constructive Feedback: Avoid giving negative feedback. The
contents of the feedback might be negative, but it should be delivered
constructively. Constructive feedback will lead to effective communication
between the superior and subordinate.
9.Proper Media Selection: The managers should properly select the
medium of communication. Simple messages should be conveyed orally,
like: face to face interaction or meetings.

15. 10.Flexibility in meeting the targets: For effective communication in
an organization the managers should ensure that the individuals are meeting
their targets timely without skipping the formal channels of communication.
There should not be much pressure on employees to meet their targets.

16. THANKS