Communication Barriers

8 Key excerpts on "Communication Barriers"

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  Organizational Behavior

  • Michael A. Hitt, C. Chet Miller, Adrienne Colella, Maria Triana(Authors)
  • 2017(Publication Date)
  • Wiley

    (Publisher)

  302 CHAPTER 9 Communication Barriers to Effective Communication At the beginning of this chapter, we emphasized how important timely, accurate, and infor- mative communication is to an organization’s overall performance and to the individuals who work within the firm. We also pointed out that organizations experience many commu- nication problems. Here, we address the barriers to effective communication. These barriers can be categorized into individual and organizational sources. 76 Individual Barriers Individual factors are the most commonly cited barriers to effective communication. These factors include differing perceptual bases, semantic differences, status differences, consideration of self-interest, poor listening skills, and issues related to personal space. Differing Perceptions One of the most common communication problems occurs when the sender has one perception of a message and the receiver has another. Differing perceptions are caused by differing frames of reference. Our expectations or frames of reference can influence how we recall and interpret information. 77 This communication problem is vividly displayed in an exchange that occurred bet- ween a coach and a quarterback in a hotly contested U.S. football game. There were 16 sec- onds left in the game. The team was behind by one point and had the ball on its opponent’s 20-yard line with no timeouts remaining. A field goal would win the game. The safest thing to do would be to call a running play and then kick a field goal. The coach decided, how- ever, that it was necessary to risk a pass play because no timeouts were left. (If the pass was dropped, the clock would stop. If it was caught in the end zone, the game would be won.) The coach told the quarterback to call the play that they had discussed in practice for just such a situation. But they had discussed two plays (one a pass into the end zone and the other a running play).

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  Communicating Across Cultures at Work

  • Maureen Guirdham, Oliver Guirdham(Authors)
  • 2017(Publication Date)
  • Red Globe Press

    (Publisher)

  Section 9.1 describes the language barrier, perhaps the most obvious source of miscommunication. Section 9.2 describes those barriers that are ‘universal’, but apply with particular force in intercultural situations. Section 9.3 describes prejudice, discrimination and harassment and discusses their negative consequences for individu-als, organizations and work communication. Section 9.4 describes those obstacles arising from the fact that, as Part Two showed, differences of cultural background do affect how people communicate. Section 9.5 builds on the anal-ysis in Chapter 6 of cultural differences in the factors and processes underlying behaviour to consider how those dif-ferences can create barriers to intercultural communica-tion. Section 9.6 introduces two specifically work-related types of barrier – heterogeneity of work groups and task-related conflict. Section 9.7 considers the possible barri-ers to intercultural communication created by negative or weak organizational policies regarding diversity, and the contrary effect of strong positive policies. Section 9.8 explains the particular barriers arising from mediated intercultural work communication. Chapter10 will show 156 INTERCULTURAL COMMUNICATION AT WORK how these barriers can be overcome and how effective intercultural communication can be achieved. 9.A for more on the meaning of miscommunication. 9.1 LANGUAGE BARRIERS Most people have experienced the sheer difficulties of get-ting their meaning across or understanding what is being said when they, or their interlocutor, are not fluent in the language being used. These difficulties also apply in writ-ten modes: for instance, when producing written English, cultural differences related to the alphabet, letters, way of writing, word patterns and grammar were among lin-guistic factors that created errors and difficulties faced by Arab Algerian EFL university students, a study showed.

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  Doing Business with Japan

  Successful Strategies for Intercultural Communication

  • Kazuo Nishiyama(Author)
  • 2000(Publication Date)
  • University of Hawaii Press

    (Publisher)

  Barriers to Intercultural Business Communication T wo major barriers to effective intercultural communication are differences in language and in culture. Unless both participants are truly bilingual and bicultural, they will find communication very difficult and sometimes frustrating. One of the parties in an intercultural communication is usually forced to speak a foreign language. If the foreign language ability of that party is less than adequate, he or she will be handicapped. In most instances, it is the Japanese participant who must cope with this handicap because English, not Japanese, is the most common language of interna-tional business. Serious difficulty expressing himself in English will become a barrier to communication. In addition, if he is not famil-iar with other cultures, he will routinely use his own Japanese cul-ture as the basis of perception and understanding. Americans routinely complain about certain Japanese communication habits: (1) The Japanese are so polite and so cau-tious that you never know what they are thinking.They do not say anything and keep on nodding smilingly as if they are agreeing, even when they have doubts and disagreements. (2) The Japanese use vague words and ambiguous expressions and expect others to draw conclusions. (3) The Japanese are too formal and seem to always weigh the meaning of this or that. (4) The Japanese are notoriously slow in making decisions and always avoid making quick and spontaneous decisions. (5) The Japanese are always apol-ogizing, even when there seems to be nothing to apologize for. (6) The Japanese use silence when they wish to avoid a direct answer. 1 1 c h a p t e r

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  Project Management NQF3 SB

  TVET FIRST

  • P Huygen(Author)
  • 2013(Publication Date)
  • Macmillan

    (Publisher)

  Breaking through perceptual barriers is the responsibility of all people involved in the communication. Emotional barriers The emotional barriers which prevent clear communication are fear, mistrust and suspicion. If someone is afraid of you or does not trust you, it is hard for them to hear what you are actually saying to them. By behaving in a trustworthy and ethical manner at all times, you may be able to ensure better communication with people by not creating an emotional barrier between yourselves and them. If an emotional barrier already exists, it is important to talk about it and try to resolve it. Cultural barriers In South Africa, the term cultural barriers has two meanings. • Within the diversity of the population of South Africa are many cultures. Some of the differences between the cultures have directly to do with communication. For example, in some cultures it is not considered appropriate for women to look directly at men or for young people to talk directly to older people. If this is not understood, people from other cultures may consider it rude behaviour. This belief could damage communication. • The other meaning of cultural barriers has to do with group culture within a project. All groups have a unique culture. The culture may have to do with how the members interact, the way they behave and social activities they do. For a new member this culture may be hard to grasp and break into. Being an outsider in a group is a huge barrier to communication. Language barriers In South Africa, language can pose a major barrier to communication. The assumption is often made that everyone understands English well enough to communicate effectively. This, together with a culture of fear in non-English speaking people of admitting to not understanding properly, may lead to serious miscommunication. The problem is not only that what has been said has been misunderstood, but also that the person misunderstanding may be afraid to admit this.

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  Business Communication and Character

  • Amy Newman(Author)
  • 2022(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  42 Disregarding emotions tends to make communication more challenging, not less. Other Barriers Additional barriers may cause problems at work. Communication may be impeded by physi- ological barriers—such as hearing loss, memory loss, and speech difficulties—and by physical barriers—such as dividers between cubicles. Other culprits that interfere with communication are technology problems, such as a slow Internet connection or a misdirected email; environ- mental noise, such as construction, an uncomfortable chair, or a family member during a Zoom call; and competing and distracting noise, such as too much schoolwork or a messy workspace. Much can go wrong when we communicate, but knowing how to recognize and overcome barriers increases your chance of success. With a good sense of these factors and others related to your audience, you’re ready to focus on your message and the medium. 1-5 Message and Medium Whether a communication achieves your objectives depends on how well you construct the mes- sage (the information to be communicated). Verbal messages (traditionally referred to as “oral”) are transmitted through meetings, telephone conversations, voicemails, podcasts, conference calls, or videoconferences. Written messages are transmitted through emails, reports, blogs, web pages, brochures, tweets, posts, or company newsletters. Nonverbal messages are transmitted through facial expressions, gestures, or other body movements. With so many options (channels or media), the real challenge is choosing the best medium—whether traditional or technology based—for your message. 1-5a Traditional Communication Channels Traditional forms of oral and written communication still exist in all organizations today, although they are declining—particularly since the COVID-19 pandemic, when digital communication flourished.

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  Communication in Everyday Life

  • Seyed Ali Fallahchay(Author)
  • 2020(Publication Date)
  • Society Publishing

    (Publisher)

  Global business community considers that there is no single best approach to communicate with another person. A cross cultural success totally depends on how one understands other and respect one show for others with different culture. 5.6. WORK OF CULTURE AS COMMUNICATION AND VICE VERSA To have effective communication, Culture is considered as the joining of list of barriers. It is considered that to have one single meaning of a sentence among different culture is very difficult and challenging at the same time. Founders and Directors are meant to be ready for those cultural differences and are ready to take that challenge. Communication plays a vital role in businesses. Businesses are operated through various activities that involve two or more people together; these activities are held between or among the company seniors a coworker of the company. Some of the important aspects such as coordination, negotiation, and mutual understanding between the employees and seniors are responsible to maintain good quality and services. Companies believe that effective communication should be imperious as to have effective and successful Culture and Communication 121 execution of daily operations. Globalization presents communication style in the work places as enormous around the globe. Increase in the global trade covers the way to the meeting and combining of different cultures. Operations in an organization are served by cultures. In 2010, some researchers said that, effective Communication Barriers occur when noise comes in between the elements of communication. So, of the example of these elements are the sender, the encoding, the message, the medium, the decoding, the receiver, and the feedback. Noise will affect the understanding and meaning. Communication is meant to have ‘give and take’ process, but the noise will affect the clarity of meaning and understanding. To have good business, these two aspects are considered to be the important one and highly need.

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  Business Communication

  • Thomas Means(Author)
  • 2018(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Read carefully the directions in the Personal Allowances Worksheet section. Complete the Employee’s Withholding Allowance Certificate using your personal information and following the directions you have read. Section 1.3 Applications 26 Chapter 1 Communication in Your Life Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Chapter Summary 1.1 Business Communication   The elements of the communication process are the sender, message, encoding, channel, decoding, receiver, feedback, and noise.   The purposes of business communication are to obtain or share information, build goodwill and image, persuade, and build relationships and self-esteem.   Business communication can be formal or informal, written or oral.   Business messages can be used for upward, downward, or lateral communication. 1.2 Communication Barriers   Communication Barriers are things or conditions that interfere with communication. Communication Barriers can be internal or external.   To help overcome barriers, the sender can analyze and understand the receiver and the message environment.   The sender should select an appropriate channel, either written or verbal, that the receiver will understand.   Encouraging and interpreting feedback are important duties of the sender.   To help overcome barriers, the receiver can read and listen effectively.   Technology enhances communication by making data readily available for sharing. There are many benefits and disadvantages of using technology for communication purposes.

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  Wiley Pathways Healthcare Management

  Tools and Techniques for Managing in a Health Care Environment

  • Donald N. Lombardi, John R. Schermerhorn, Jr., Tere Stouffer(Authors)
  • 2015(Publication Date)
  • Wiley

    (Publisher)

  A range of Communication Barriers and per- ceptions can negatively impact the communication process. Savvy managers can improve communications by focusing on mutual benefit, tailoring their messages, actively listening, and using effective communication techniques. Workplace con- flict may be inevitable, but proactive managers can respond effectively to conflicts, often improving situations. In particularly, negotiation is complex set of tools that managers can utilize to minimize conflict and encourage positive workplace interaction and communication. 12.1 Understanding the Communication Process The ability to communicate well, both orally and in writing, is a critical man- agement skill. Through communication, people exchange and share information with one another, and influence one another’s attitudes, behaviors, and under- standings. Communication allows one to establish and maintain interpersonal relationships, listen to others, and gain information. No manager can handle conflict, negotiate successfully, and succeed at leadership without being a good communicator. It is no wonder that “communication skills” often top the list of attributes employers look for in job candidates. 12.1.1 Communication Essentials Formally defined, communication is an interpersonal process of sending and receiving symbols with messages attached to them. The key elements in the communication process are shown in Figure 12-1. They include a sender, who is responsible for encoding an intended message into meaningful symbols, both verbal and nonverbal. The message is sent through a communication channel to a receiver, who then decodes or interprets its meaning. This interpretation may or may not match the sender’s original intentions. Feedback, when pre- sent, reverses the process and conveys the receiver’s response back to the sender. Another way to view the communication process is as a series of questions.

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