Communication stands as an integral part of every organization that defines the success in the achievement of its goals. It gives people a sense of direction, as the contacts bind them together in business relationships. For this reason, such function cannot be undervalued by the managers in order to communicate properly among themselves and with their employees within the company, as well. Besides, the transfer of information can be complicated by the different types of barriers. They prevent the message transmission to the recipient. Thus, the manager should understand their types in order to develop the successful guidelines, tools and practices for their overcoming. The semantic, physical, personal and process barriers are four basic obstacles in the way of active organizational communication.
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The process barriers break a common understanding in the exchange of information. As a consequence, the communication process is blocked. The manager must make sure that all stages of the communication process are going on successfully: from the sender to the encoder, then to the decoder and finally to the receiver. Proper planning and purpose are the essential tools for overcoming the process barrier. Hence, the manager should develop a communication network as it is the main procedure that will provide the transfer of clear and well-understood messages (Moshiri, 2010). In its turn, feedback will determine the effectiveness of the process. The managerial communication system is the simplest working communication procedure. Any instrument such as computer, phone or other device can be used as the transmitter. Both vertical and horizontal departments are included in the communication process. Accordingly, every worker must have a clearly defined role. The managerial task is to select the member of staff in each department, who will be responsible for data transfer to the section.
Without doubt, the developed communication network is valuable for the organization, because it transmits the instructions to employees and establishes the direction. Thus, the members of the organization will understand what kind of organization they are working for.
Religious, cultural and ethnic as the personal communication barriers
They are linked with different worldview of people. The period of getting used to varied cultures shared in the organization may hinder the communication. As a result, there can be also the language barriers. In addition, gender, education and social class barriers also exist. The ethics program is the central tool of the manager in setting the formal procedures for defining the standards of behavior in order to overcome the personal barriers. It is determined by the ethics policies, the strategic leadership and the ethical institutional practices (Hahn, 2008). The manager should present information to employees and motivate them. The important part of motivation is knowledge that their opinions are heard and used. That is why, active and effective listening is one more instrument to overcome the block. The improvement of listening skills will automatically develop the communication skills, because a patient listener is always a skillful communicator. Employees ought to listen to their managers, as well.
Communication with team members on a common platform and free expression of thoughts are significant for the organization. These personal effects can reduce the misunderstandings and conflicts.
Physical distractions can affect the effectiveness of communication
The physical barriers may be comprised of marked boundaries, closed office doors or screen separating persons of different status, large or isolated working areas. An appropriate choice of media can remove the distance between the staff. Drop-in visitors, telephone calls and other similar interruptions can be obviated by giving the clear guidelines for the secretary. Interaction with the team members on a regular basis and promotion of morning meetings at the workplace are the following tips for effective managerial communication. Morning meetings help work together on an open stage and plan the full-time. Conference room, meeting area or other noise free zone has to be chosen for communication. Therefore, the manager must know where to conduct a dialogue and give the instructions (Hahn, 2008).
The semantic barriers occur in the case of the miscommunication, when the workers use dissimilar interpretation of the lettering or speak different languages. The usage of precise messages can limit the misunderstanding. The successful manager needs to communicate efficiently with the subordinates, expressing the views clearly for the team members. He/she must never use slang or jargon as well as dialect and ambiguous words in the speech. The manager also should find out whether the subordinates understand their responsibilities and his/her messages. If language is identified as the barrier, the possible solution may be to hire a translator for the foreign employees. Coeducation of managers and employees is the fundamental procedure for overcoming the semantic barrier. Cross-training is also the powerful tool that encourages open communication among the team members. The proper training program makes the policy of the organization clear to the team (Laughlin, 2011).
The general approach for overcoming the barriers includes collection and classification of information, development of a plan for addressing the identified barriers and the use of monitoring system.
The manager is responsible for the communication process. The course of action can be the biggest barrier to active decision-making communication. Thus, the manager’s task is to find the common ground for proper connection. Ideally, every member of the group must talk, listen and give feedback to others for providing the reliable communication. Through the communication network, the manager can easily perform the whole process of communication in the organization. Seminars, group discussions, regular meetings, the implementation of ethics and training programs should be used to overcome any potential barriers that may arise.