Professional Documents
Culture Documents
among the organizational members and also adversely affect morale of the employees as well
as are injurious to team-work. Some other reasons may be responsible for complete
breakdown in communica1ion. A large number of organisational problems are the causes for
faulty communication. It is necessary to understand communication barriers so that workable
steps can be taken to remove them for effective communication.
1. Organizational Barriers
These barriers arise when duties and lines of authority are not clearly defined. They arise on
account of distance communication, more layers of communication, lack of instructions,
heavy communication load etc. The various types of organisational barriers are as follows:
a) Policy: Broad objectives and policies of the organisation are laid down by the top
management. They are broad guidelines for everyone in the organization to follow. They
change behaviour of the receiver. Policy is generally in writing. If the policy is not supporting
the flow of communication, vertically and horizontally, it acts as hurdle in the smooth flow of
communication.
b) Rules and Regulations: Formal communication should follow the path to flow the
communication. Organizational rules and regulations sometimes work as obstacles for
transmitting message. They prescribe rigidly in the message to be communicated as well as
"the channel to be followed and through which alone the communication must move. The
rules are so rigid and formal that they restrict the free flow of communication and result in
delay in decision-making process and action.
c) Status and Position: In a tall network and flat network there are many officially
designated positions in the organization structure. It, by its nature, creates a number of status
levels. In two way communication status and position block the flow of communication
particularly in upward flow. The reasons are non-listening attitude of the superior, nonanswering and interpreting as well as withholding information etc. The superior-subordinate
relationship and interaction is not smooth always. Thus status and position relationship also
act as a powerful barrier.
d) Complex organization: Complexity in organization structure is also equally a serious
problem in the smooth flow of communication. Complexity in organization structure is a
common feature in most of the big enterprises. The organizational structure has an important
influence on the capacity of the embers to communicate. Complexity involves many layers of
supervision, long distance, more lines, communication gap organizational distance between
the workers and the top management. This is also a barrier for effective communication.
having trouble getting started, what I mean to say is......" and watch it flow. Let your thoughts
flow, brainstorm, and enjoy yourself.
b. Organize your message logically
Create an outline - from the first point in your introduction to the last one in the
conclusion. Arrange your major points in a logical order. Then start to work on your opening
and on your conclusion.
I know it sounds strange, but you should know your conclusion before you write the
rest - like in everything else, the only way to write clearly is to know where you are going.
Spend a lot of time on the headline and introduction because if you don't grab the reader's
attention right from the beginning, the reader won't read the rest, no matter how good it may
be!
c. Use plain language
Use simple words. Plain talk. Write the way you and your readers talk. Short words of one,
two, or three syllables. Forget about your power vocabulary - to communicate effectively,
simple is better. Do not use jargon.
Write in short, easy-to-read sentences. Avoid clichs - however use familiar word
combinations. Such phrases are usually well understood and remembered longer than the
sophisticated language.
Good grammar is important because it allows us to express ourselves clearly. But forget
about your high school English teacher and don't be afraid to violate the rules if it helps you
make your point. Break the rules whenever you feel that it will make the message sound more
real.
d. Concentrate on your reader
Even if you write about you yourself, your company, and your product, concentrate on
your reader. Because your reader is more important than your topic, trust me! Think about
helping your readers get involved with whatever you write about, help them understand it,
help them remember it.
To measure how well you pay attention to your readers, keep an eye on the use of pronouns
"me" and "you". By saying "you" (and yours) at least three times as often as saying I (and me,
we, mine, our) you take the focus away from yourself and put it on the reader. Whenever you
see too many "me" and "mine" rewrite until your balance is right. For example: instead of "I
think that this is really important", say - "You will find that this is very important".
e. Write about what they want to know
Provide information. Do not assume that by merely describing your product or service
you are doing great job of informing the reader. Ask yourself : What do your readers need?
What do they care about? What do they want? What do they fear? Write to answer their
needs, their wants, and their fears. Make sure that the reader will feel better informed after
reading what you wrote.
Keep in mind that your readers have in their minds one major question: "What's in it for
me?".
So keep enticing them to read all the way to the end by constantly providing
something new and important to discover. You might explain some confusing data, give a
new perspective, or introduce new facts and new ideas
You need to be aware that even after they start to read your message, they can still
dump it in the wastepaper basket if it's paper - or with a click of that deadly mouse if it is on
their computer screen.
The more you concentrate on your reader, the more likely it is that she or he will finish
reading whatever your write.
f. Understand the advantage of writing
When you speak, it's easy to get off the subject, to get tongue-tied, say something that
can be regretted, have trouble clarifying a point, or miss confusing statements.
Understand the beauty of writing and take full advantage of it. You can write and
rewrite until you express exactly what you say the way you want to say it. You never run out
of words because you can use a thesaurus and find the most effective expressions. You can
say much more in writing in less time than in the a face-to-face conversation because people
usually read faster than you or I can talk.
So, do not simply spill your words on the paper (or on the computer screen). Take your
time to craft the message. Keep reviewing it and rewriting until you say what you want to say
in the most effective and compelling way. Remember that everything worth reading was
rewritten many times.
g. Understand disadvantages of writing
In writing, we don't have the opportunity to use our voice tone or body language to
emphasize what we say. Our message has to be clear enough to stand alone. Keeping that in
mind, don't be afraid to use expressive personal statements. Don't be afraid to be different.
Probably the greatest disadvantage of writing is that people will quit reading much
quicker than they will quit listening. In real life, most people will listen to you talk even if
they are bored - just to be polite - but that won't happen in print.
Formal review periods shouldn't be the only times employees receive feedback about their
performance. There's no need to call a meeting for every individual issue that comes up, but
there also shouldn't be any surprises when workers read their reviews from the boss.
" When there is a problem with an employee's habits or actions, address it as soon as possible
after the incident occurs to avoid bringing that tension into the evaluation. If an employee's
behavior (positive or negative) doesn't warrant immediate feedback, make a note of it and use
it as a reference point during a formal or informal performance discussion
Give honest, constructive criticism
It's never easy to tell an employee what he or she needs to do to improve, but giving
constructive criticism about your workers' performance is an important part of the review
process. Be as clear and direct as possible about any shortcomings and mistakes, but also take
the time to provide solutions to those problems.
Encourage discussion about the review
Most managers agree that it's frustrating when an employee has nothing to say in response to
his or her performance evaluation. You don't want your staff to fight you on every point, but
you also don't want to meet with silence if you have suggestions. Push your employees to
give you feedback on the issues you raised. The written review should be a brief but direct
overview of discussion points, making for a more nuanced face-to-face conversation; this
requires employee feedback.
If the conversation starts to get heated and you want to avoid saying something that you
might regret, put the dialogue on hold. You can continue a more serious discussion later via
email or in another meeting, after the employee has had a chance to cool down.
End on a positive note
Always end performance reviews on a positive note. Encouraging your employees and
letting them know you appreciate what they do for the company will give an added boost to a
primarily good review, or lift your employee's spirits after a somewhat negative evaluation.
Positive phraseology and reinforcement can go a long way in giving workers the confidence
and drive they need to perform their jobs even better.