Barriers to Communication Essay Example for Free

Barriers to Communication judgeOrganisational tattle relates to the way ecesiss adapt themselves to changing environments, extern eithery and internally. The focus is on interaction with stakeholders and within the cheek and with co-workers. In these interactions different perceptions (in meanings and interests) must be dealt with to create public ground. Barriers to discourse refers to any kind or form of communication impediment within an organization such as noise, bureaucracy and semantic differences.The organisation that I used to work for is SIRDC and it is primarily involved in scientific research and innovation. It is located more or less 15kilometres away from town in the Hatcliffe Extension argona. The barriers to communication in the organisation include the followingsemantic barriersDid you hear what I meant for you to hear? This has been a frequent statement in the boardrooms With todays increasingly diverse workforce, it is lite to believe you have conveye d information to some(a)one, but you argon non aware that they interpreted you differently than you intended. Unfortunately, you habit be aware of this problem until a major problem or issue turf outs out of the admiration. This normally arises due to the interpretation of different words.Due to the diverse educational and cultural backgrounds http//www.ntsearch.com/search.php?q=backgrounds%3Bv=56 in my organisation, semantics acts as a hindrance to effective communication as passel http//www.ntsearch.com/search.php?q= large number%3Bv=56 would argue that we agreed to pursue other option in the last meeting when it was not the cause. This is normally prevalent when the business http//www.ntsearch.com/search.php?q=business%3Bv=56 people http//www.ntsearch.com/search.php?q=people%3Bv=56 in the organisation are discussing issues with the scientists on the viability of their innovations. The organisation has chemists, engineers, marketing http//www.ntsearch.com/search.php?q=marke ting%3Bv=56 personnel, financial analysts, nutritionists, electricians, biotechnologists among umteenothers.BureaucracyWhen organizations are just acquiring started, their leaders can often prize themselves on not being burdened with what seems as bureaucratic overhead, that is, as extensive written policies and procedures. Writing http//www.ntsearch.com/search.php?q=Writing%3Bv=56 something bring can be seen as a sign of bureaucracy and to be avoided. As the organization grows, it involve more communications and feedback to remain healthy, but this communication is not valued. As a result, increasing confusion ensues unless commission http//www.ntsearch.com/search.php?q=management%3Bv=56 matures and realizes the need for increased, reliable communications. This was the case when the department that I was under was at its infancy level and this was done to have confidence of other institutes within the organisation, since our department was mainly support in nature.Organisatio nal StructureHowever, at the organizational level, authority tends to be centralised at the top and this usually results in information taking too long to reach all the employees. The Director-General has the final say in the all the organizational decision making process. The Public relations department is responsible for all the organizational communication even on technical aspects unless the technical people http//www.ntsearch.com/search.php?q=people%3Bv=56 are given the authority to talk to the media.Assumed KnowledgeIf I know it, then everyone must know it. mayhap the most common communications problem is managements (leaders and managers) assumption that because they are aware of some piece of information, than everyone else is, too. Usually staff are not aware unless managementhttp//www.ntsearch.com/search.php?q=management%3Bv=56 makes a deliberate attempt to carefully convey information. This has been the case especially on the technical fields where the managers think that every employee is aware of the basics in the colligate field. Sometimes, employees will be scared to ask because the boss has already assumed that everyone knows the principles. The result is that the business line http//www.ntsearch.com/search.php?q=job%3Bv=56 is not done properly and incompetence is labeled to the subordinates.Information OwnershipSome people http//www.ntsearch.com/search.php?q=people%3Bv=56 within the organisation would not want to share information with others and this has been termed HITES Holding Information To Enhance Status. This is usually the case in fields such as information technology (IT) where a person is only if employed because of the knowledge of a particular program. If he is to teach others the he loses his expert mogul and negotiating power within the organisation. Such group of people http//www.ntsearch.com/search.php?q=people%3Bv=56 can make the organisation be at ransom if their demands are not met.EthnocentricityThis is mainly to do wi th judging people http//www.ntsearch.com/search.php?q=people%3Bv=56 according to ones civilization and thinking. This is a result of diverse cultures and different levels of education http//www.ntsearch.com/search.php?q=education%3Bv=56 within the organisation.Camps within an organizationCamps are usually created based on political persuasion, religious beliefs, as well as on tribal grounds. Since my organization is a parastatal and it is in the Presidents Officehttp//www.ntsearch.com/search.php?q=Office%3Bv=56, it is expected that within the organization we should be pro-government. However, some people http//www.ntsearch.com/search.php?q=people%3Bv=56 are known to support other parties, so communication tends to be hindered as one is not so sure how to respond to certain issues raised. Tribal issues tend to hinder communication in my organization as some people http//www.ntsearch.com/search.php?q=people%3Bv=56 feel one tribe is getting the attention of the select executive in t he organization. This has been further worsened in the recruitment exercise for senior posts.Managers failure to recognize the efforts of subordinatesIf I need your opinion, I will tell it to you. Communications problems can arise when management http//www.ntsearch.com/search.php?q=management%3Bv=56 simply sees no value whatsoever in communicating with subordinates, believing subordinates should turn out up and do their jobs http//www.ntsearch.com/search.php?q=jobs%3Bv=56 as assigned. This kind of attitude discourages the subordinates and might force them to just leave the mistakes that their superior has done which might be detrimental to the organizational objectives and goals.The attitude of I know everything has retarded the learning http//www.ntsearch.com/search.php?q=learning%3Bv=56 process in the organization. Inexperienced managers are usually the culprits in this regard as they maintain no need to communicate with subordinates. So whats to talk about? Communications prob lems can arise when naif management http//www.ntsearch.com/search.php?q=management%3Bv=56 interprets its job http//www.ntsearch.com/search.php?q=job%3Bv=56 to be solving problems and if they are no problems/crises, then in that respect is nothing that needs to be communicated.ConclusionEffective internal communications start with effective skills in communications, including basic skills in listening, speaking, questioningand sharing feedback These can developed with some concerted review and practice. Perhaps the most important outcome from these skills is conveying that you value hearing from others and their hearing from you. Sound meeting management http//www.ntsearch.com/search.php?q=management%3Bv=56 skills go a long way toward ensuring effective communications, too. A key ingredient to growth effective communications in any organization is each person taking responsibility to rove when they dont understand a communication or to suggest when and how someone could communica te more effectively.