Page 266 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Principles and Practices of Management

Notes 2. Encoding: Once the source has decided what message to communicate, the content of the
message must be put in a form which the receiver can understand.
3. The Message: The message is the actual physical product from the source encoding. The
message contains the thoughts and feelings that the communicator intends to evoke in the
receiver.

4. The Channel: The actual means by which the message is transmitted to the receiver (visual,
auditory, written or some combination of these three) is called the channel. The channel is
the medium through which the message travels.

Example: Documenting an employee’s poor performance in writing conveys that the
manager has taken the problem seriously.
5. Decoding: Decoding means interpreting what the message means.
6. The Receiver: The receiver is the object to whom the message is directed. Receiving the
message means one or more of the receiver’s senses register the message.

Example: Hearing the sound of a supplier’s voice over the telephone or seeing the boss
give a thumbs-up signal.
7. Feedback: The final link in the communication process is a feedback loop. Feedback, in
effect, is communication traveling in the opposite direction. If the sender pays attention to
the feedback and interprets it accurately, the feedback can help the sender learn whether
the original communication was decoded accurately.

14.4 Barriers to Effective Communication

Barriers to communication are factors that block or significantly distort successful communication.
Effective managerial communication skills helps overcome some, but not all, barriers to
communication in organisations. The more prominent barriers to effective communication
which every manager should be aware of is given below:
1. Filtering: Filtering refers to a situation where sender manipulating information so it will
be seen more favourably by the receiver. The major determinant of filtering is the number
of levels in an organisation’s structure. The more vertical levels in the organisation’s
hierarchy, the more will be the opportunities for filtering.

2. Selective Perception: Selective perception means seeing what one wants to see. The receiver,
in the communication process, generally resorts to selective perception, i.e., he selectively
perceives the message based on the organisational requirements, the needs and
characteristics, background of the employees, etc. Perceptual distortion is one of the
distressing barriers to the effective communication.

Example: The employment interviewer who expects a female job applicant to put her
family ahead of her career is likely to see that in female applicants, regardless of whether the
applicants feel that way or not.
3. Emotions: How the receiver feels at the time of receipt of information influences effectively
how he interprets the information.

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