1. Effective communication can be hindered by various barriers in the communication process that can distort messages. Physical, semantic, organizational, psychological, personal, cultural and gender barriers were discussed.
2. Physical barriers include noise, distance, information overload, and environmental factors that can disrupt clear transmission of messages. Semantic barriers occur when senders and receivers assign different meanings to words. Organizational barriers involve issues like status differences, policies and complex structures.
3. Psychological barriers relate to mental states like lack of attention, distrust, and emotions that influence understanding. Personal barriers are individual factors that affect one's ability to communicate. Cultural and gender differences can also introduce barriers if they are not understood by all parties.
The document discusses performance management and appraisal. It covers:
1) The difference between performance appraisal and performance management, with appraisal focusing on evaluation and management focusing on goals.
2) Why performance management is used, including alignment with quality management and strategic goals.
3) Components of an effective performance management process, including goal setting, feedback, and assessment.
The document discusses various topics relating to training and developing employees, including:
1) The purpose and process of employee orientation to help new employees feel welcome and understand expectations.
2) The four-step training process of instructional design, needs analysis, program implementation, and evaluation.
3) Different training methods such as on-the-job training, lectures, and programmed learning.
The document discusses training and development in an organization. It defines training as an organized process to teach employees skills for a specific purpose, such as bridging gaps between job requirements and employee skills. Training aims to improve employee knowledge, skills, behaviors, and attitudes. The document outlines the training process, including assessing needs, setting goals, designing programs, implementation, and evaluation. It also discusses different training methods, such as on-the-job and off-the-job, and who conducts training. Evaluation of training programs measures reactions, learning, job behavior changes, impact on the organization, and achievement of goals.
Performance Management And Appraisal - HRMFaHaD .H. NooR
This document discusses performance management and appraisal. It defines performance appraisal as assessing employee performance, setting work standards, and providing feedback to motivate employees. Performance management is described as an integrated approach to ensure an employee's performance supports organizational strategic goals. The document outlines the building blocks of an effective performance management process and guidelines for setting SMART goals. It also discusses different performance appraisal methods like rating scales, rankings, and critical incidents. Challenges like unclear standards and biases are addressed. The role of supervision and HR in appraisals is covered along with conducting effective appraisal interviews.
This chapter discusses the importance of evaluating training programs and the process of planning and implementing effective training evaluations. There are several reasons to evaluate training, including demonstrating the measurable benefits of training investments and identifying ways to improve programs. Effective evaluations assess outcomes related to learning, transfer of skills to the job, and business results. Different evaluation designs have strengths and weaknesses depending on factors like whether comparisons are made to untreated groups. Calculating return on investment and conducting utility analysis can help determine the financial benefits of training programs.
This document provides an overview of training and development techniques discussed in Chapter 8. It begins with an introduction to employee orientation and the training process. It then discusses various training methods like on-the-job training, apprenticeship training, lectures, and computer-based training. It also covers management development, overcoming resistance to change, and evaluating training efforts. The document is from a 10th edition human resources textbook and aims to help readers understand key concepts around employee training.
The document discusses equal opportunity and anti-discrimination laws in employment. It covers five major laws that prohibit discrimination based on characteristics such as race, sex, religion, disability status and more. It also discusses concepts like adverse impact, reasonable accommodations, and defenses employers can use against discrimination claims. Finally, it examines diversity management programs, affirmative action plans and issues like reverse discrimination.
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
The document discusses performance management and appraisal. It covers:
1) The difference between performance appraisal and performance management, with appraisal focusing on evaluation and management focusing on goals.
2) Why performance management is used, including alignment with quality management and strategic goals.
3) Components of an effective performance management process, including goal setting, feedback, and assessment.
The document discusses various topics relating to training and developing employees, including:
1) The purpose and process of employee orientation to help new employees feel welcome and understand expectations.
2) The four-step training process of instructional design, needs analysis, program implementation, and evaluation.
3) Different training methods such as on-the-job training, lectures, and programmed learning.
The document discusses training and development in an organization. It defines training as an organized process to teach employees skills for a specific purpose, such as bridging gaps between job requirements and employee skills. Training aims to improve employee knowledge, skills, behaviors, and attitudes. The document outlines the training process, including assessing needs, setting goals, designing programs, implementation, and evaluation. It also discusses different training methods, such as on-the-job and off-the-job, and who conducts training. Evaluation of training programs measures reactions, learning, job behavior changes, impact on the organization, and achievement of goals.
Performance Management And Appraisal - HRMFaHaD .H. NooR
This document discusses performance management and appraisal. It defines performance appraisal as assessing employee performance, setting work standards, and providing feedback to motivate employees. Performance management is described as an integrated approach to ensure an employee's performance supports organizational strategic goals. The document outlines the building blocks of an effective performance management process and guidelines for setting SMART goals. It also discusses different performance appraisal methods like rating scales, rankings, and critical incidents. Challenges like unclear standards and biases are addressed. The role of supervision and HR in appraisals is covered along with conducting effective appraisal interviews.
This chapter discusses the importance of evaluating training programs and the process of planning and implementing effective training evaluations. There are several reasons to evaluate training, including demonstrating the measurable benefits of training investments and identifying ways to improve programs. Effective evaluations assess outcomes related to learning, transfer of skills to the job, and business results. Different evaluation designs have strengths and weaknesses depending on factors like whether comparisons are made to untreated groups. Calculating return on investment and conducting utility analysis can help determine the financial benefits of training programs.
This document provides an overview of training and development techniques discussed in Chapter 8. It begins with an introduction to employee orientation and the training process. It then discusses various training methods like on-the-job training, apprenticeship training, lectures, and computer-based training. It also covers management development, overcoming resistance to change, and evaluating training efforts. The document is from a 10th edition human resources textbook and aims to help readers understand key concepts around employee training.
The document discusses equal opportunity and anti-discrimination laws in employment. It covers five major laws that prohibit discrimination based on characteristics such as race, sex, religion, disability status and more. It also discusses concepts like adverse impact, reasonable accommodations, and defenses employers can use against discrimination claims. Finally, it examines diversity management programs, affirmative action plans and issues like reverse discrimination.
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
Session 8 conflicts and negotiations n stress mgtDelwin Arikatt
The document discusses organizational conflict and its management. It defines conflict as a struggle between incompatible goals, needs or people. There are different types of conflict, including cognitive, affective, intra-group and inter-group. Moderate conflict can benefit organizations by stimulating new ideas and solutions, while very high or low levels of conflict hinder performance. Effective conflict management involves addressing the source of conflicts and handling disputes in a constructive manner.
This document summarizes key concepts about performance management and appraisal from Chapter 9. It discusses the differences between performance appraisal, which focuses on assessing and providing feedback to employees, and performance management, which takes a more integrated strategic approach. The chapter covers defining employee goals, potential problems with appraisal methods like the halo effect and bias, who should conduct appraisals, and how to conduct effective appraisal interviews that provide objective feedback to employees.
The document provides an overview of career management concepts and best practices for employers. It discusses traditional versus career development focuses, the roles of individuals, managers, and organizations in career development, methods for enhancing diversity through career management, and how career development can foster employee commitment. The key topics covered include career planning, mentoring, promotions, transfers, innovative corporate initiatives, and retirement.
1. Early management approaches included scientific management, which focused on efficiency, and administrative theory, which examined organizational principles.
2. The behavioral school emphasized the human element, with Hawthorne studies showing the importance of groups and workplace culture.
3. Modern approaches include systems theory, contingency theory, and emerging ideas around quality management.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
Human resource management gerry dessler chapter#1Humza Ali
This document discusses the role of human resource management. It explains that HR involves carrying out the human resource aspects of a management position, such as recruiting, training, and rewarding employees. Both line managers and HR staff managers have responsibilities relating to HR. The HR department helps coordinate personnel activities and advises line managers. The role of HR is changing due to factors such as globalization, technology, and changing workforce demographics. HR professionals now require both business and HR proficiencies.
The document summarizes key aspects of decision-making as discussed in Chapter 6 of a management textbook. It describes the eight steps in the decision-making process, including identifying the problem, criteria, alternatives, selecting an alternative, and evaluating. It also discusses rational decision-making assumptions and limits, as well as intuitive decision-making. Different types of problems, decisions, policies, procedures and rules are outlined.
This PowerPoint presentation summarizes key points from Chapter 7 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding interviewing job candidates. The presentation covers the different types of interviews, such as selection, appraisal and exit interviews. It also discusses factors that can undermine an interview's usefulness, such as nonverbal behavior and impression management. Additionally, it provides suggestions for conducting effective interviews, such as preparing for the interview, structuring questions, establishing rapport, and closing the interview. The overall goal is to help the audience understand the interview process and how to effectively interview candidates.
The document outlines the 8 step decision making process that managers follow: 1) Identify the problem, 2) Identify decision criteria, 3) Allocate weights to criteria, 4) Develop alternatives, 5) Analyze alternatives, 6) Select the best alternative, 7) Implement the selected alternative, and 8) Evaluate the effectiveness of the decision. It also discusses rational decision making and how managers can make effective decisions by following a process with characteristics like involving stakeholders and considering risks.
This document outlines the steps in developing a total compensation strategy and discusses internal alignment, which refers to pay relationships among jobs within an organization. It also covers job analysis, which involves defining jobs by their tasks and skills requirements. The results of job analysis are used to create job descriptions and for job evaluation. Job evaluation is the systematic process of determining the relative worth of jobs within an organization based on factors like skills, effort, and responsibilities. Several common job evaluation methods are discussed, including ranking, classification, factor comparison, and point methods. The point method breaks jobs into compensable factors that are scaled and weighted to determine total points for each job.
This document discusses planning and strategy for organizations. It defines planning as identifying goals and courses of action, while strategy is deciding on goals, actions, and resource allocation. There are different levels and time horizons for plans, from short-term operational plans to long-term strategic plans. Scenario planning involves generating forecasts of future conditions and responses. Strategies are formulated through analyzing strengths, weaknesses, opportunities, and threats via SWOT analysis. Porter's five competitive forces model also informs strategy by assessing rivalry, potential entry, supplier and customer power, and substitutes.
The document summarizes key aspects of decision making by managers from a chapter in a management textbook. It discusses the eight-step decision making process, types of decisions including programmed versus nonprogrammed, and decision making conditions such as certainty and risk. Key models and exhibits are presented to illustrate decision criteria weighting, alternative assessment, and the differences between structured and unstructured problems.
This document discusses strategic human resource management and the HR Scorecard. It begins by outlining the strategic management process and defining key terms like vision, mission, strategy, and strategic plan. It then explains the importance of aligning HR with organizational strategy through a strategy-oriented HR system. The HR Scorecard is introduced as a 7-step approach to creating HR systems that support strategic goals. It involves defining strategy, identifying required outcomes, competencies, policies, and measures to monitor performance.
Chapter 11 Performance Management and AppraisalRayman Soe
This document discusses performance management and appraisals. It begins by defining performance management as processes used to identify, encourage, measure, evaluate, improve, and reward employee performance. It then distinguishes performance management from performance appraisals. The document outlines the components of an effective performance management system and various methods for identifying and measuring employee performance, including setting performance standards. It also discusses developmental and administrative uses of performance appraisals and potential issues.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
The document discusses key aspects of labor relations and collective bargaining. It covers topics like union organizing drives, NLRB elections, collective bargaining processes, grievance procedures, and different types of strikes and bargaining items. Specifically, it provides details on the aims of unions in improving wages and working conditions, the types of union security arrangements, employer responses to organizing activities, and the roles and duties of supervisors and NLRB hearing officers during union elections.
This document discusses training and development. It defines training and development and discusses their aims. It also covers the nature of training and development and reasons for training employees. The document outlines the training process, including needs assessment, instructional design, implementation, and evaluation. It provides examples of areas that receive training, such as knowledge, technical skills, and social skills. The document also gives an example of diversity training provided by Toys 'R' Us and discusses techniques and methods used in training programs.
The document provides an overview of communication skills and perspectives in communication. It discusses key aspects of the communication process including the sender, message, encoding, channels, decoding, receiver, feedback and context. It also examines barriers to effective communication such as physiological, physical, cultural, language, gender, interpersonal, psychological and emotional barriers. Finally, it explores different perspectives in communication including past experiences, prejudices, feelings and environment which can influence how communication is perceived.
Barriers in the communication process with possible solutionsTinasheMunasheGondo
This document discusses barriers to effective communication and possible solutions. It defines communication and barriers, then outlines 9 common types of barriers: physiological, psychological, physical/environmental, cultural, personal, social, semantic, linguistic, and organizational. For each barrier type, examples are provided. The document also discusses the six C's of effective communication (complete, clear, consideration, concise, correctness, courtesy). Finally, it provides possible solutions to overcoming different barrier types, such as ensuring proper seating, language usage, organizational structure, and cultural understanding. The overall goal is to identify barriers that interfere with communication and how to enhance the communication process.
Session 8 conflicts and negotiations n stress mgtDelwin Arikatt
The document discusses organizational conflict and its management. It defines conflict as a struggle between incompatible goals, needs or people. There are different types of conflict, including cognitive, affective, intra-group and inter-group. Moderate conflict can benefit organizations by stimulating new ideas and solutions, while very high or low levels of conflict hinder performance. Effective conflict management involves addressing the source of conflicts and handling disputes in a constructive manner.
This document summarizes key concepts about performance management and appraisal from Chapter 9. It discusses the differences between performance appraisal, which focuses on assessing and providing feedback to employees, and performance management, which takes a more integrated strategic approach. The chapter covers defining employee goals, potential problems with appraisal methods like the halo effect and bias, who should conduct appraisals, and how to conduct effective appraisal interviews that provide objective feedback to employees.
The document provides an overview of career management concepts and best practices for employers. It discusses traditional versus career development focuses, the roles of individuals, managers, and organizations in career development, methods for enhancing diversity through career management, and how career development can foster employee commitment. The key topics covered include career planning, mentoring, promotions, transfers, innovative corporate initiatives, and retirement.
1. Early management approaches included scientific management, which focused on efficiency, and administrative theory, which examined organizational principles.
2. The behavioral school emphasized the human element, with Hawthorne studies showing the importance of groups and workplace culture.
3. Modern approaches include systems theory, contingency theory, and emerging ideas around quality management.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
Human resource management gerry dessler chapter#1Humza Ali
This document discusses the role of human resource management. It explains that HR involves carrying out the human resource aspects of a management position, such as recruiting, training, and rewarding employees. Both line managers and HR staff managers have responsibilities relating to HR. The HR department helps coordinate personnel activities and advises line managers. The role of HR is changing due to factors such as globalization, technology, and changing workforce demographics. HR professionals now require both business and HR proficiencies.
The document summarizes key aspects of decision-making as discussed in Chapter 6 of a management textbook. It describes the eight steps in the decision-making process, including identifying the problem, criteria, alternatives, selecting an alternative, and evaluating. It also discusses rational decision-making assumptions and limits, as well as intuitive decision-making. Different types of problems, decisions, policies, procedures and rules are outlined.
This PowerPoint presentation summarizes key points from Chapter 7 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding interviewing job candidates. The presentation covers the different types of interviews, such as selection, appraisal and exit interviews. It also discusses factors that can undermine an interview's usefulness, such as nonverbal behavior and impression management. Additionally, it provides suggestions for conducting effective interviews, such as preparing for the interview, structuring questions, establishing rapport, and closing the interview. The overall goal is to help the audience understand the interview process and how to effectively interview candidates.
The document outlines the 8 step decision making process that managers follow: 1) Identify the problem, 2) Identify decision criteria, 3) Allocate weights to criteria, 4) Develop alternatives, 5) Analyze alternatives, 6) Select the best alternative, 7) Implement the selected alternative, and 8) Evaluate the effectiveness of the decision. It also discusses rational decision making and how managers can make effective decisions by following a process with characteristics like involving stakeholders and considering risks.
This document outlines the steps in developing a total compensation strategy and discusses internal alignment, which refers to pay relationships among jobs within an organization. It also covers job analysis, which involves defining jobs by their tasks and skills requirements. The results of job analysis are used to create job descriptions and for job evaluation. Job evaluation is the systematic process of determining the relative worth of jobs within an organization based on factors like skills, effort, and responsibilities. Several common job evaluation methods are discussed, including ranking, classification, factor comparison, and point methods. The point method breaks jobs into compensable factors that are scaled and weighted to determine total points for each job.
This document discusses planning and strategy for organizations. It defines planning as identifying goals and courses of action, while strategy is deciding on goals, actions, and resource allocation. There are different levels and time horizons for plans, from short-term operational plans to long-term strategic plans. Scenario planning involves generating forecasts of future conditions and responses. Strategies are formulated through analyzing strengths, weaknesses, opportunities, and threats via SWOT analysis. Porter's five competitive forces model also informs strategy by assessing rivalry, potential entry, supplier and customer power, and substitutes.
The document summarizes key aspects of decision making by managers from a chapter in a management textbook. It discusses the eight-step decision making process, types of decisions including programmed versus nonprogrammed, and decision making conditions such as certainty and risk. Key models and exhibits are presented to illustrate decision criteria weighting, alternative assessment, and the differences between structured and unstructured problems.
This document discusses strategic human resource management and the HR Scorecard. It begins by outlining the strategic management process and defining key terms like vision, mission, strategy, and strategic plan. It then explains the importance of aligning HR with organizational strategy through a strategy-oriented HR system. The HR Scorecard is introduced as a 7-step approach to creating HR systems that support strategic goals. It involves defining strategy, identifying required outcomes, competencies, policies, and measures to monitor performance.
Chapter 11 Performance Management and AppraisalRayman Soe
This document discusses performance management and appraisals. It begins by defining performance management as processes used to identify, encourage, measure, evaluate, improve, and reward employee performance. It then distinguishes performance management from performance appraisals. The document outlines the components of an effective performance management system and various methods for identifying and measuring employee performance, including setting performance standards. It also discusses developmental and administrative uses of performance appraisals and potential issues.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
The document discusses key aspects of labor relations and collective bargaining. It covers topics like union organizing drives, NLRB elections, collective bargaining processes, grievance procedures, and different types of strikes and bargaining items. Specifically, it provides details on the aims of unions in improving wages and working conditions, the types of union security arrangements, employer responses to organizing activities, and the roles and duties of supervisors and NLRB hearing officers during union elections.
This document discusses training and development. It defines training and development and discusses their aims. It also covers the nature of training and development and reasons for training employees. The document outlines the training process, including needs assessment, instructional design, implementation, and evaluation. It provides examples of areas that receive training, such as knowledge, technical skills, and social skills. The document also gives an example of diversity training provided by Toys 'R' Us and discusses techniques and methods used in training programs.
The document provides an overview of communication skills and perspectives in communication. It discusses key aspects of the communication process including the sender, message, encoding, channels, decoding, receiver, feedback and context. It also examines barriers to effective communication such as physiological, physical, cultural, language, gender, interpersonal, psychological and emotional barriers. Finally, it explores different perspectives in communication including past experiences, prejudices, feelings and environment which can influence how communication is perceived.
Barriers in the communication process with possible solutionsTinasheMunasheGondo
This document discusses barriers to effective communication and possible solutions. It defines communication and barriers, then outlines 9 common types of barriers: physiological, psychological, physical/environmental, cultural, personal, social, semantic, linguistic, and organizational. For each barrier type, examples are provided. The document also discusses the six C's of effective communication (complete, clear, consideration, concise, correctness, courtesy). Finally, it provides possible solutions to overcoming different barrier types, such as ensuring proper seating, language usage, organizational structure, and cultural understanding. The overall goal is to identify barriers that interfere with communication and how to enhance the communication process.
This document discusses various barriers to effective communication. It identifies 5 main types of barriers: noise, semantic barriers, organizational barriers, psychological barriers, and other barriers. Noise can be physical (external distractions) or psychological (internal distractions that prevent focus). Semantic barriers involve issues with common language, vocabulary, jargon, grammar and clarity. Organizational barriers include inefficient communication chains, inappropriate media use, and fear of superiors. Psychological barriers involve assumptions, perceptions, resistance to change, and selectivity. Other barriers include cultural differences, poor listening skills, conflicting information, and incongruity between verbal and nonverbal messages. The document provides examples and explanations for each type of barrier.
Barriers to communicatibhxhsbsuzbon (1).pptxKelvinSerimwe
This document discusses barriers to communication. It begins by defining barriers to communication as anything that interferes with the receiver understanding the message as intended. It then categorizes barriers as being either internal (within the sender/receiver) or external (outside influences).
Some of the key internal barriers discussed include fatigue, attitudes, emotions, lack of understanding. External barriers include noise, distractions, technology issues, environment. Specific barriers explored in more depth include language barriers, cultural differences, semantics, perception errors, jargon. The document concludes by providing tips for overcoming barriers such as developing communication skills, choosing the right time/person/medium to communicate, and ensuring the message is properly matched to the recipient.
Communication is the process or tool for sharing the information within a company or outside the company.
Barriers are anything that prevents us from receiving and understanding the messages others use to convey their information, ideas, and thoughts.
Barriers to communication A Lecture By Allah Dad Khan VP Agri University Pesh...Mr.Allah Dad Khan
1. The document discusses various barriers to effective communication, including physical barriers like noise, outdated equipment, and poor lighting, as well as semantic/linguistic barriers caused by differences in language or terminology.
2. Psychological barriers are also examined, such as attitudes, perceptions, emotions, and assumptions that can interfere with understanding.
3. Organizational and cross-cultural barriers are mentioned as well, along with body language barriers and interpersonal barriers in communication. The document provides examples and explanations of multiple barrier types that can hinder clear transmission of meaning between individuals.
There are several common barriers to effective communication in business contexts, including semantic, physical, psychological, personal/emotional, socio-cultural, and physiological barriers. Semantic barriers arise from limited knowledge of linguistic symbols and misunderstandings due to ambiguous meanings. Physical barriers include environmental factors like distance and noise. Psychological barriers occur when the receiver is distracted by their own thoughts and emotions. Personal and emotional barriers stem from human emotions, beliefs, attitudes, and lack of trust. Socio-cultural barriers capture differences in generations, cultures, and information levels. Physiological barriers relate to impairments in body organs like speaking abilities. These barriers can be overcome through techniques like eliminating differences, using simple language, active listening, managing emotions,
The document discusses several common barriers to effective communication in businesses. These include sender breakdown from providing too much information, method breakdown from using an inappropriate communication method, and recipient breakdown from the recipient deliberately misinterpreting the message. Other barriers are long chains of command, vague purposes, inappropriate mediums, red tape, status differences between parties, distance between locations, and distractions. The document then discusses physical, system design, and attitudinal barriers in more depth.
we gather effective information and take a little detail that explain whole concept of communication and non verbal communication with factors and barriers in communication..
The document discusses barriers to communication, dividing them into those caused by the sender/recipient and those from outside influences. Barriers caused by the sender/recipient include distortion, inadequate communication skills, lack of listening ability, attitudes/feelings, differences in background, opinions, beliefs, and personal characteristics. Non-verbal behavior can also create barriers if it sends a different message than the words. The document provides tips for overcoming barriers, such as developing communication skills, listening actively, choosing when/who to communicate with carefully, and matching the expression to the recipient.
The document discusses the key barriers to communication, including physical/environmental, language/semantic, psychological, and socio-cultural barriers. Physical barriers include noise, time/distance limitations, issues with communication systems, improper medium selection, and temperature/humidity. Language barriers can arise from differences in languages spoken, multiple word meanings, similar sounding words with different meanings, technical jargon, and misinterpreted instructions. Psychological barriers originate from the mind and include ego, prejudice, emotions/feelings, self-image issues, filtering of messages, closed-mindedness, perceptions, retention ability, interests/attitudes, and daydreaming. Socio-cultural barriers relate to differences in concepts of time, social hierarchies,
This document discusses various barriers to effective communication in English. It identifies 8 categories of barriers: 1) physical or environmental, 2) physiological or biological, 3) semantic or language-based, 4) personal, 5) emotional, 6) socio-psychological, 7) cultural, and 8) organizational. Examples are provided for each category of barriers. The document emphasizes that overcoming communication barriers requires understanding how factors like environment, health, language differences, personal attributes, emotions, social and cultural norms can negatively impact the transmission and reception of messages.
There are several types of barriers to effective communication, including physical, semantic, psychological, technological, and organizational barriers. These barriers can interfere with the message being sent or received as intended. Some key barriers are differences in language or culture that lead to misunderstandings, distractions that reduce attention, and complexity within organizations. To overcome these barriers, senders should ensure their ideas are clear, frame their message for the receiver's understanding, get feedback, be good listeners, use visual aids when possible, and choose an appropriate time and place for communication.
The document discusses various barriers to effective communication. Some of the key barriers mentioned include noise, lack of subject knowledge, semantic barriers due to differences in comprehension or conventions of meaning, inattentive listening, inappropriate medium, differing interests and attitudes, closed minds, differing status between communicators, and overcommunication. Solutions provided to overcome these barriers include selecting an appropriate medium, creating an environment conducive to listening, understanding different perspectives, and using clear and simple language.
The document discusses communication and defines it as the exchange of facts, ideas, opinions or emotions between two or more people. It outlines the key elements of the communication process, including the information source, encoder, message, decoder, destination, and feedback. It also discusses various barriers to effective communication such as physical, semantic, socio-psychological, and cultural barriers. Finally, it provides some strategies for overcoming barriers to communication.
The document discusses various barriers to effective communication and ways to overcome them. It identifies physical, linguistic, cultural, emotional, organizational, and psychological barriers. Physical barriers include noise, lighting etc. Linguistic barriers are due to differences in language or use of jargon. Cultural barriers arise from differences in values, customs etc. between social groups. Emotional barriers stem from feelings like mistrust or fear. Organizational barriers can be due to stress or poor interpersonal relations. Psychological barriers relate to attitudes and perceptions. The document provides suggestions to overcome each type of barrier, such as using appropriate language, learning about other cultures, managing emotions, and promoting open-mindedness.
This document provides an introduction to communication, outlining key topics including why communication is important, why study business communication, definitions of communication, and barriers to effective communication. Specifically, it discusses how communication allows the exchange of information and feelings between individuals. It also notes that communication plays an essential role in business management and involves a constant flow of information within organizations. The document then explores definitions of communication and some common theories of communication, including the electronic and social environment theories. Finally, it outlines several barriers to effective communication, such as psychological, emotional, perceptual, semantic, and selectivity barriers.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
2. Introduction
Effective communication is achieved when
the message sent is received by cent accuracy
, which is a rare phenomenon. It is because of
various hurdles or barriers in the
Communication process. The hindrances
distort the messages and the communication
becomes ineffective and incomplete.
2
4. Physical Barrier
● These are communication interferences that
occur in the environment in which
communication occurs
● These are easily visible and can take any form,
for instance, closed doors or walls. The physical
barrier is very high if the distance between the
sender and receiver is also too much.
● Physical barriers are described as structural
obstructions in both humanmade and natural
environments 4
5. Some of the interferences are :
■Noise
• There are various types of noise like technological noise,
written noise, and environmental noise, and all of them are
considered physical barriers in communication.
■Distortion
• Distortion means misrepresentation, and that is what
happens when a message is sent. Actual meaning of the
message is lost in transition or during the handling process
while encoding and decoding the communication. In simple
words, human perception can easily distort the meaning of
the message. 5
6. ■ Information overflow
Sometimes, the communication fails as the
information is more than the amount that can be
received by the sender at that specific time.The
receiver is unable to collect the full information
and might miss or misinterpret the message. As
the message fails to get the desired result, it acts
as a physical barrier in communication.
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7. Causes of physical barriers
■Environment
• Includes wind, rain, thunder that creates a random
noise . Improper lighting and sudden thunder distort
proper communication . Unstable temperature is
another environmental factor that is capable of
disturbing the flow of the message.
■Time
• Shortage of time or sending a message in
inappropriate time can be a significant cause of
physical barriers as the message is then not conveyed
effectively. It is essential to keep the time of the
message accurate
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8. ■Distance
If the sender and receiver of the message are
sitting at a far distance, then they will have to
substitute personal communication with emails,
messages, video-conferencing, or phone calls.
Types of physical barriers in the workplace
• Poor lighting
• Background noise
• Closed doors
• Broken and old equipment that is used as a
communication tool
• Uncomfortable temperatures 8
9. Semantic Barrier
● Semantics is the branch of linguistics dealing
with the meaning of words and sentences.
●It occurs when the sender and receiver have
different understandings of the message sent.
●Semantic barriers are concerned with problems
and obstructions in the process of encoding and
decoding of message into words or impressions.
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10. Types of Semantic Barriers in
Communication
Direct meaning of any word
which must be shared by two
people to understand each
other is the denotative
meaning. The barriers that
arise due to the definition or
meaning of a word used
differently by sender and
receiver is denotative barriers
of communication. They
disagree on the meaning of a
word as they are unaware of
the other persons’ meaning.
The implied meaning of a word
is known as Connotative
meaning. Connotative barrier in
communication refers to the
difference of meaning according
to different abstract situations,
contexts, actions and feelings.
Both the communicators know
both meanings of the word, but
use only one meaning according
to the context, which might be
being used differently in the
context.
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Denotative Barriers Connotative Barriers
11. Causes of Semantic Barriers
■ Homophones
Homophones are the words with same pronunciation but
different meaning which might have different spelling too.
For example: Words buy, by and bye. They have same
pronunciation, but different meanings and spellings.
■ Homonyms
Homonyms are the words which have the same
pronunciation and their spellings are mostly same, but the
intended meaning is different.
For example, the noun “bear” and the verb “bear” has
different meanings but same pronunciation and spelling.
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12. ■ Homographs
Homographs are the words that have the same
spelling but the pronunciation and meaning are
different.
Eg : - The research lead to the discovery of lead
■ Cultural difference
Many words have fixed meanings in different
norms. So, confusion arises in communication due
to meaning of different signs and symbols in
different cultures, causing semantic barrier
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13. ■ Difference in use of words
Words can mean something different in two different languages even
though the words have the same pronunciation and spelling.The
unfamiliarity with the word might make the listener react in a bad
way.
■ Differences in dialects
People from different parts of the world use different dialects for the
same language and pronounce a word differently. People, who speak
more than one language can not speak a particular language they use
less in the same way the people whose native language or mother
tongue.
■ Body language and gestures
When what you speak and your body language (kinesics) is different,
the listener can get offended. Inconsistent body language creates
conflict.
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14. Organizational Barriers
■ Status differences : - If sender has a higher
status than receiver , then has a tendency of
not disclosing all the information to receiver to
maintain importance
■ Organizational facilities : - Organization need to
hold meetings , suggestion boxes , and
complaint boxes for effective communication
to increase information potancy
■ Choice of channel
■ Organizational policies 14
15. ■ Complexity in organization structure: In an
organization where there is a number of
managerial levels, communication gets delayed
and distorted a number of filtering points are
more.
■ Poor coordination
■ Goal conflicts
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16. Tips to prevent
organizational barrier
1. face-to-face communication should be
encouraged.
2. top management should take sincere and
concrete actions to establish a free and
permissive climate favoring upward
communication.
3. a people-centered rather than a production-
centered attitude by management along with
an open door in fact as well as in word are
other essential elements for effective
communication.
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17. Psychological or Emotional
Barriers
Communication is highly influenced by the mental
condition that the communicators are in and is
disturbed by mental disturbance. If the people
involved in communication are not emotionally
well, they won’t be able to communicate properly.
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18. Causes of Psychological
Barriers
■ Lack of Attention
When a person’s mind is distracted or preoccupied with other things,
the person is not able to form proper message, listen to what others
tell him/her, interpret the message as required and give proper
feedback.
■ Distrust and Defensiveness
PoorLack of trust makes them derive negative meaning of the
message and they ignore the message. When a person tries to force
his/her own ideas and opinions, then receiver does not listen. If the
receiver does not agree to the message provided or thinks of it as a
threat, he/she will not listen to it.
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19. ■ Poor Retention
Retention of information is the capacity of the memory of the brain to store
information and the way brain stores information in memory. Brain does not
store all the information it comes across, but only the ones it deems useful
for future. So, half the information is lost in the retention process.Similarly,
brain also loses information that is old and not taken as useful with time.
Extracting the information is also a process in the formation of message.
Here, the brain tries to remember the required information, the fragments
of which have already been lost.
■ Closed Mind and Filtering
Man is selfish by nature and put his own needs and problems above all else.
This sometimes leads people to filter information that someone is trying to
convey to them. This might be due to mistrust, competition, jealousy, or the
view that the message is insignificant.
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20. ■ Perception, Viewpoint, Attitudes and
Opinions
● Perception is the mindset using which people judge,
understand and interpret everything. Each person has
his/he own perception of reality which is shaped from
mental and sensory experiences.
● viewpoint is also a mindset to look at the world. Sender
might have a particular viewpoint that is not shared by
the receiver. The sender does not explain the viewpoint
but takes the viewpoint as granted. The message is not
understood by the receiver as must have been
understood, creating a barrier to effective
communication.
● Attitude is the established way in which we think and
feel about things and ideas which also creates a
psychological communication barrier.
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21. ■ Emotions
Anyone who isn’t in a good mood is likely to talk less or
talk negatively.Various other emotions like fear,
nervousness, confusion, mistrust and jealousy affect
communication process.
■ Premature Evaluation
Some people are always in a hurry by habit. These kinds of
people most likely make quick judgments and jump into
conclusions. They do not consider all aspects of the
information such as social, cultural, economic, etc. and
often end up taking quick and wrong decisions.
It is important to hear the whole message to make proper
judgments because they are not changed easily after they
are once made. 21
22. Personal Barriers
The Personal Barriers relate to the factors that are
personal to the sender and receiver and act as a
hindrance in the communication process. These
factors include the life experiences, emotions,
attitudes, behavior that hinders the ability of a
person to communicate.
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24. Financial Barriers
Sometimes people can't communicate their ideas
and opinions in lack of necessary funds
Technological Barriers
Time and Again , technological innovations like
SMS , MMS , e mail etc need one to be acquainted
with the technology. Failure of know-how of a
technology is hurdle to efficient communication 24
25. Cultural Barriers
Different cultures have different meaning of words,
behaviors and gestures. Culture also gives rise to
prejudices, ethnocentrism, manners and opinions. It
forms the way people think and behave. When
people belonging to different cultures
communicate, these factors can become barriers
Causes of Cultural Barriers
■ Language
■ Signs and symbols
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26. ■ Stereotypes and Prejudices
Stereotyping is the process of creating a picture of a whole culture,
overgeneralizing all people belonging to the same culture as having
similar characteristics and categorizing people accordingly. It is a
belief about a certain group and is mostly negative.Stereotyping can
be done on the basis of many things like nationality, gender, race,
religion, ethnicity, age, etc.
■ Behavior and Beliefs
Cultural differences causes behavior and personality differences like
body language, thinking, communication, manners, norms, etc. which
leads to miscommunication.
■ Ethnocentrism
It is the process of dividing cultures as “us” and “them”.The people of
someone’s own culture are categorized as in-group and the other
culture is out-group. There is always greater preference to in-group.
There is an illusion of out-group as evil and inferior. This evaluation is
mostly negative.
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27. ●Gender barriers have become less of an issue in recent
years, but there is still the possibility for a man to
misconstrue the words of a woman, or vice versa.
●Even in a workplace where women and men share equal
stature, knowledge and experience, differing
communication styles may prevent them from working
together effectively.
●can be inherent or may be related to gender stereotypes
and the ways in which men and women are taught to
behave as children.
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Gender Barrier
29. Conclusion
Communication is not a one-way street. To have
others open up to you, you must be open
yourself. By overcoming the the barriers to
communication, you can ensure that the
statement you are making is not just heard, but
also understood, by the person you are speaking
with. In this way, you can be confident that your
point has been expressed
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