7.

Directing
Introduction
Once the plans are formulated, the organization structure is created and competent persons
are appointed at various posts, the enterprise is ready to start work. The work actually begins
under the directing function.
Meaning of Directing(Executive Function)
Directing is an important managerial function that initiates action. Literally it means, moving
into action, i.e., activating human resources towards attainment of objectives of the enterprise.
It is concerned with instructing, guiding and inspiring people to achieve the objectives.
Planning, organizing and staffing are merely preparatory functions to do the work. But the
work actually starts when the manager performs the functions of directing,i.e., issuing
instructions, guiding and overseeing activities. It is the function of all managers and is on
ongoing activity. Directing is called management in action. Thus directing function leads,
supervises, motivates and communicates with the employees properly.
Features / Characteristics of Directing
Main characteristics of directing are as follows:
1. Directing initiates action :
Planning, organising and staffing are preparations for doing a work. The work
actually starts only when the manager performs the directing function.. thus
directing initiates action.
2. Directing is pervasive:
Directing is the responsibility of each and every manager. It is performed at all levels
of management and it is a function of all managers of the organization.
3. Continuous process:
Directing is an ongoing process. It does not simply means issuing an order or
instruction. A manager must continuously guide, inspire and supervise subordinates to
get things done. The directing function continues throughout the lifetime of an
organization.
4. Flows from top to bottom:
Directing takes place initially at the top level and flows to the bottom through scalar
chain. It implies that manager can direct his subordinate and the subordinate takes
instructions from the manager.
5. Human element :
Directing is an important function of management because it deals with human factor,
which are very essential and most sensitive factors of production.
Importance of Directing
Directing becomes an important factor in the efficient and effective functioning of
an organization.
1. Initiates action
Planning, organising and staffing are preparations for doing a work. The work
actually starts only when the manager performs the directing function. Thus
directing initiates action.
2. Integrates employee’s efforts
It integrates the efforts of individuals and groups to achieve common objective. this
is possible by supervision, guidance and counseling.
3. Helps in motivation
Directing function actually motivates the employees to work well to the best of
their abilities. This is to get the best result from business operations.
4. Facilitates changes :
 Most of the employee resists changes. They prefer to go on performing their
routine work. Through effective direction the employees are induced to accept
changes and challenges of the job.
5. Helps to bring stability in the organization:
Managerial function of directing involves inter personal communication,
effective leadership and motivation. This provides stability and balance in the
organization.
Principles of Directing
1. Maximum individual contribution
This principle states that directing techniques should help every individual contribute
his maximum potential for achievement of organizational objectives.
2. Harmony of objective
Every individual is assigned a particular task in the organization. he is expected to
work for the achievement of organizational objectives. so the management should try
to reconcile the personal goals of employees with the organizational goals.
3. Unity of command
According to this principle, a subordinate should get orders from one superior only.
adherence to this management principle ensures effective direction.
4. Appropriateness of direction techniques
The manager should use correct direction techniques to ensure efficiency of
direction. The techniques used should be suitable to the superior, the subordinates
and the situation.
5. Managerial Communication
Effective managerial communication throughout the organization at all levels
makes direction effective. This will provide free flow of ideas, information,
suggestions, feedback, complaints and grievances.
6. Use of Informal Organisation
Manager should make use of informal group to strengthen formal relationships. This
will improve the effectiveness of direction.
7. Leadership
Managers should be effective leaders so that they can influence the activities of the
subordinates without dissatisfying them. They should guide and counsel the
subordinates in their personal problems also. In this way, they can win the confidence
of their subordinates.
8. Follow up
A manager must not only issue orders and instructions but also follow it up
the performance of the subordinates to ensure that the work is being
performed as expected.
Elements of Directing
1. Supervision
2. Motivation
3. Leadership
4. Communication
Supervision (overseeing employees)
The term supervision consists of two words, ‘super’ and ‘vision’. Super means over and above
and vision means art of seeing objects. Thus supervision in management context means
overseeing the subordinates at work. Supervision is an essential elements of directing
functions of management. In simple words supervision is the process of intelligent overseeing
of subordinates at work to ensure desired results.
“Supervision refers to the direct and immediate guidance and control of subordinates in
performing of their tasks.” Viteles
Motivation (Stimulating employees)
The term motivation is derived from the word’ motive’ which means the needs, wants, drives or
impulses within individuals. Motives actuate people to work. It creates desire among the
employees to perform to the best of their abilities.
Need is behind all the actions of an individual. Better working conditions, more pay,
opportunities for promotion, etc., are some of the needs. To motivate the employees the
management has to understand their needs, and satisfy them by providing financial and non-
financial incentives.
“Motivation means a process of stimulating people to action to accomplish desired goals” W.G.
Scott
Motivators
The technique used to motivate people in the organization is called motivator. Better pay,
bonus, promotion, recognition, praise, etc., are different motivators to influence the people to
contribute their best to the organization.
Features of Motivation
1. Motivation is an internal feeling
Motivation is psychological phenomenon. It is a personal and internal feeling
which arises from the needs and wants of a person. It is generated within an
individual.
2. Motivation produces goal directed behavior
Motivation creates goal directed behavior. It is a behavioural concept that
directs human behaviour towards certain goals.
3. Motivation can be positive or negative :
Motivation may be positive or negative. Positive motivation means inspiring people
to work better, and appreciating a work that is well done: in certain cases, by offering
rewards or promotions. Negative motivation means forcing people to work by
threatening or punishing them.
4. Motivation is a complex process:
Motivation is a complex process. Individuals differ in their needs and wants. Different
individuals seek different things or work for different reasons. Moreover human needs
change from time to time. People satisfy their needs.
Motivation process
Human needs form the basis of motivation process. The motivation process is
summarized as follows:
1. Unsatisfied need: unsatisfied need of an individual is the first stage in
motivation process.
2. Tension: Unsatisfied need of an individual creates tension.
3. Drives: Tension stimulates action.
4. Search behaviour : Drives put him into a state of search behaviour to satisfy his needs.
5. Satisfied need : Search behaviour ends in satisfied need.
6. Reduction of tension: Once the need is satisfied, he is relieved of tension.
Importance of Motivation
1. Motivation improves performance of employee
Management can maximize the efficiency of workers through proper motivation.
The workers will be willing to work in a better way. Motivated employees give
greater performance than demotivated ones.
2. Helps to change negative attitude to positive attitude
If the organisation rewards properly and supervisor gives positive encouragement and
praises for the good work done, the worker may slowly develop a positive approach
towards the work.
3. Reduces employee turnover
Higher motivation leads to job satisfaction. This makes the employee loyal
and committed to the organisation.
 4. Reduces absenteeism
Motivation creates confidence in the subordinates and secures their loyalty to the
enterprise. This will reduce absenteeism and labour turnover. Thus the enterprise can
maintain a stable work force.
5. Helps to overcome resistance to change
Effective motivation helps to overcome resistance to change. Motivated employees
think of positive side of new changes and will co-operate with the management.
Maslow’s Need Hierarchy Theory of Motivation
Abraham H. Maslow, an American psychologist has developed a classification of human
needs which is known as ‘Hierarchy of Needs’. According to Maslow, human needs can be
classified into five categories and can be arranged in order of their importance or priority.
This arrangement of human needs according to their priority is called “hierarchy of need’.
1. Basic/ Physiological Needs
These include the need for air, water, food, shelter , clothing and other basic necessities
of life . These are the most basic needs and must be satisfied before all other needs.
Satisfaction of such needs is essential for maintaining human life. Therefore,
physiological needs are also known as survival needs. In the organization context, basic
salary helps to satisfy these needs.
2. Safety or security needs
These include the physical safety against danger (extreme weather, fire, accident, wild
animals, dacoity, etc) and economic security against old age, sickness, etc. An
employer can satisfy safety needs of his employees by offering job security, pension,
gratuity, group insurance, housing, congenial working conditions etc.
3. Social or Affiliation needs
It includes the desire for love and affection, friendship, a sense of belonging,
association, friendship with others .Organisation can satisfy these needs by
encouraging team building and providing opportunity for friendship on the job.
4. Ego or esteem needs
It includes the desire for status, prestige, dignity, self respect, independence, respect
from others etc. Organisation can satisfy these needs by offering challenging job,
recognizing good performance, providing good job titles etc.
5. Self actualization needs
This implies the desire to become what one is capable of becoming. Self
actualization needs refer to the need to grow and self fulfillment. These needs are
psychological and infinite because there is no limit to progress. Motivators like
challenging jobs, opportunities for innovation, etc. helps to satisfy self-actualisation
needs of an individual.
Maslow’s theory is based on the following assumptions:
1. People’s behaviour is based on their needs. Satisfaction of such needs influences
their behaviour.
2. People’s needs are in hierarchical order, starting from basic needs to other higher
level needs.
3. A satisfied need can never act as a motivator. Needs which are not satisfied act
as motivator for influencing human behaviour.
4. A person moves to the next higher level of the hierarchy only when the lower
need is satisfied.
Incentives
In order to satisfy the needs and motivate the employees various incentives are offered.
Incentive means all measures which are taken to motivate employees to improve performance.
Incentive may broadly classified into two :
(i) Financial incentives
(ii) Non- financial incentives
 Financial incentives
Incentives directly or indirectly associated with monetary benefits are called financial
incentives. These incentives add to the money income of the employees.
They are given below:
(a) Pay and allowance
For any employee salary is the basic incentive. By salary we mean basic pay,
dearness allowance , house rent allowance and other allowances. Every year there
will be an increase in the salary by way of increments and enhancement of
allowances occasionally.
(b) Productivity linked wage incentives
Many organizations design a wage incentive plan linking with productivity at
individual or group level.
For example, in case of differential piece wage system, efficient and inefficient
workers are paid at different wage rates.
(c) Bonus
Profit making entities will give a lump sum every year called bonus to employees.
Profit is the criterion for such a payment. It is an incentive offered over and above the
salary/ wages to the employees. Bonus is also given in the form of paid vacations or
during the festival time (Diwali, Christmas, etc)
(d) Profit sharing
Giving an opportunity to employees to get a share in the profits of the organization
over and above wage/ salary is a financial incentive. This motivates the employees to
improve the performance for increased profits.
(e) Co-partnership/ Stock option
Stock option is a monetary incentive by which organizations offer shares to their
employees at a set price which is lower than the market price. This creates a sense
of belonging on the part of employees as they are considered as part owners.
(f) Retirement benefits
Financial incentives in the form of retirement benefits such as provident fund,
pension, gratuity, etc., provide financial security to employees after retirement.
(g) Perquisites
In many organisations various perquisites and fringe benefits are given to employees as
financial incentive. These include housing, medical and vehicle allowance, education to
children, etc., which are offered over and above salary. Such benefits motivate the
employees for better performance.
Financial incentives motivate workers more at lower level than those of higher level.
Non-financial Incentives
Incentives which cannot be expressed in terms of money are called non-financial
incentives. These incentives do not add to the money income of employees. They are as
follows :
(a) Status
Status means ranking of positions in the organisation. The authority, responsibility,
recognition, prestige etc., indicate the status of a person in the organisation. Usually
this term is more appropriate to persons holding managerial positions. Status fulfils
social and esteem needs of an individual. Management often provides status symbols
facilitates like costly furniture, separate cabins, etc. to motivate employees.
(b) Organizational climate
If managers take a positive approach with individual autonomy, consideration
to employees, rewards, etc., it helps develop a favourable organizational
climate.
(c) Career advancement opportunity
If the employees are provided opportunities for their career advancement and
 growth, they feel very much satisfied and committed to organizational goals.
Opportunities of promotion and development work as a tonic and encourage
employees to exhibit improved performance.
(d) Job enrichment
Job enrichment involves adding new tasks to your employee’s existing role so they can
contribute their full potential. Allowing employees to use a wide range of skills and
abilities within their job.
It means designing jobs to include very many aspects to make it interesting to
employees. Inclusion of wide variety of work content requiring of higher level of
knowledge and skill, giving workers more autonomy and responsibility, providing
opportunities for growth, etc., are such aspects by which job itself becomes a source of
motivation to employees. Instead of doing the routine jobs, employees enjoy doing
jobs which offer them variety and opportunity to show their skill. Enhanced and
challenging jobs become a source of motivation to the individual.
(e) Employee recognition programmers
Acknowledgement and appreciation of good performance is called recognition. It
inspires to improve their performance. Recognition motivates people by satisfying
their ego needs. Some examples of employee recognition are :
 Congratulating an employee for his good work.
 Displaying on the notice board or giving in the news letter of the company
about the good performance or achievement of an employee.
 Giving cash awards or certificates for best performance.
 Rewarding an employee for the best suggestion made.
(f) Job security
Employees want a secure job. Job security ensures stability of income and relieves
them of worry. This produces greater zeal and enthusiasm on the part of employees.
(g) Employee participation
Employee participation in management refers to involving employees in the process
of decision making. It helps to secure the co-operation, commitment and
contribution of employees for the achievement of organisational goals.
(h) Employee empowerment
Empowerment means giving more autonomy and powers to
subordinates. This becomes a source of motivation to employees.
Leadership
Providing leadership to subordinates is one of the most important elements of direction. It is the
process of influencing the members of a group for the achievement of organizational objectives.
It is the ability to induce followers to perform their jobs confidently and enthusiastically.
“ Leadership is the ability of a manager to induce subordinates to work with confidence
and zeal.” -Koontz and O’ Donnell.
Features of Leadership
The following are the features of leadership.
a. Influence others
Leadership indicates the ability of an individual to influence others.
b. Change in the behaviour of others
Leadership tries to bring change in the behaviour of others.
c. Interpersonal relations
Leadership involves interpersonal relations between the leader and his followers.
Leadership involves interaction between two or more persons.
d. Achievement of organizational objectives
Leadership is exercised to achieve common goals of the organisation.
e. Continuous process
It is a continuous process of influencing behaviour of follower.
Importance of Leadership
The following are the importance of leadership.
a. Influences the behaviour of people
By influencing the behaviour of people, leadership ensures positive contributions from
their side for benefit of the organisation.
b. Personal relations
While exercising leadership, a leader maintains personal relations with the followers.
This helps the followers in fulfilling their needs.
c. Introduces changes in the organisation
The leader while performing his work brings about required changes in the organisation.
He clarifies the need for change and inspires people to accept it wholeheartedly.
d. Handles conflicts effectively
The leader handles conflicts in an effective manner without any adverse effects. A good
leader always asks the followers to accommodate things, and persuades them with
suitable clarifications.
e. Provides training to subordinates
By providing training to subordinates, a good leader builds up his successor and helps in
smooth succession process.
Leadership Styles
Leadership style refers to a leader’s behavior. The behavioural pattern exhibited by a leader
while influencing the followers is described as style of leadership.
There are three important type of leadership styles.
1. Autocratic or Authoritarian Leadership
An autocratic leader makes all policies and takes all decisions without consulting the
subordinates. He dominates and drives the subordinates through coercion and command.
He centralizes power in himself and never delegates authority. He exercises complete
control over subordinates. He uses rewards and holds threat of penalties
2. Democratic or Participative Leadership
A democratic or consultative leader takes decisions in consultation and participation with
the subordinates. He provides freedom of thinking and expression to the subordinates. He
listens to their suggestions, grievances and opinions. A democratic leader follows the
majority opinion and delegates authority to subordinates.
3. Laissez-faire or Free rein Leadership
This style represents the absence of a formal leadership. It is called free rain which means
complete freedom to subordinates to take decisions and implement them. The free-rain
leader avoids power and position. It promotes motivation and helps to make the
subordinates self-reliant.
Communication
The word “communication” is derived from the latin word “ communis” which means common.
Thus communication implies sharing of ideas in common. It means exchange of ideas, facts,
opinions, emotions, information and understanding between two or more persons.
“ Communication is an exchange of facts, ideas, opinions or emotions by two or more persons”.
Newman & Summer
Elements of communication process
The elements of communication process are explained below:
a. Sender : Sender is a person who conveys the message. The sender represents the
source of communication.
b. Message : It is the subject matter of communication. It may be in the form of facts,
information, ideas, opinions, feelings, suggestion, order, etc., intended to be
communicated.
c. Encoding : The conversion of subject matter into symbols such as words, gestures
etc., which may be understood by the receiver.
 The purpose of encoding is to translate internal thought of sender into a language, so that
receiver of the message could understand it.
d. Media/ Channel : The media by which the message is conveyed to the receiver.
The channel may be in the written form, face to face, phone call, internet etc.
e. Decoding : Decoding is the process of translating the encoded message into the
effective language, which may be understood by the receiver.
f. Receiver : The person who receives the message. He may be a listener, a reader or
an observer.
g. Feedback : It is the response or reaction by the receiver. It represents the return
flow of communication. Without it the process of communication is incomplete.
h. Noise : Noise means some obstruction or hindrance in communication. These may
be caused to the sender, message or the receiver.
Some examples of noise are:
(a) Ambiguous symbols that lead o faulty encoding
(b) Poor telephone connection
(c) Inattentive receiver
(d) Faulty decoding (attaching wrong meanings to message)
(e) Prejudices obstructing the poor understanding of message
(f) Improper gestures and postures that may distort the message.

Importance of Communication
Importance of communication can be judged from the following:
1. Act as a basis of co-ordination :
Communication acts as a basis of co-ordination. It makes possible co-ordination among
departments, persons and various activities in the organisation.
2. Helps in smooth functioning of an enterprise :
Communication makes possible smooth functioning of the enterprise. Communication is basic to
an enterprise’s existence right from its birth through its continuing life. When there is a
communication gap, all organized activities come to a standstill.
3. Acts as basis of decision making:
Communication provides the required data for decision making. Without this, managers may not
take meaningful and timely decisions. Management decisions are conveyed to subordinates for
execution through communication.
4. Increases managerial efficiency :
Communication is a prerequisite for effective performance of managerial functions. Managers
provide guidance to employees through communication.
5. Provides co-operation and industrial peace :
Mutual co-operation between the management and workers ensures industrial peace in the
organisation. The two way communication promotes co-operation and mutual trust between
management and workers.
6. Establishes effective leadership:
Communication , being the basis of leadership influences subordinates. In order to influence the
subordinates, the leader should possess good communication skills.
7. Boosts morale and provides motivation :
Effective and efficient communication system helps the management to motivate, influence and
satisfy the subordinates. This boosts the morale of employees and managers.
Types/ Channels of communication
Communication may be broadly classified as formal and informal communication.
Formal communication
Official communication along the chain of command is called formal communication. The paths
that are institutionally decided by the organisation are called formal channels of communication.
It derives its support from scalar chain of organisation. Formal communication can be further
classified as follows :
(i) Vertical communication :
Communication that flows vertically, i.e., upwards or down wards through formal channels is
vertical communication.
(a) Upward communication: The flow of communication from the lower levels to the
higher level is termed as upward communication. The purpose of this type of
communication is to inform superiors about the progress of work and difficulties faced in
executing orders.
(b) Downward communication : The flow of communication from top level to lower
level is termed as downward communication. Plans, policies, objectives etc., are
communicated by top level managers to subordinates.
(ii) Horizontal communication :
Transmission of information among persons of the same level and status is known as
horizontal communication. It take place among departmental heads who are in charge of
different functions.
(ii) Diagonal communication
Communication between persons of two departments, one holding a higher position and the
other lower, is known as diagonal communication. For example, a sales executive requesting the
purchase manager to make improvements in the quality of material purchased to fulfill the
requirement of a customer is a diagonal communication.
Formal Communication Network
1. Single chain : This kind of network exists between a superior and his subordinates . Here
communication flows from every superior to his subordinates through the single chain.
2. Wheel : In wheel network, all subordinates communicate through one superior, who act as a
central authority like a hub of the wheel. The subordinates are not allowed to talk among
themselves. Wheel network is common in centralised organisation.
3. Circular : In this network, communication moves in a circle. Each person in the network can
communicate with his adjoin two persons.
4. Free flow : In this pattern, all members of the group can freely communicate with one another.
No one has exclusive control on information flow.
5. Inverted V : In this type of network, subordinate is permitted to communicate with his
immediate superior as well as his superior’s superior. However, in the later case, only prescribed
communication is allowed.
Informal Communication
Informal communication is based on informal relationship between the members of the
organisation at same or different levels. This is free from all the formalities of formal
communication. It is a result of social interactions of people. Communication can be work
related matters as well as social communication.
Grapevine
The network or pathway of informal communication is called grapevine. The informal
communication is called grapevine because the origin and direction of flow of the informal
message cannot be easily traced. Information that passes through grapevine does not normally
follow an orderly path.
Informal Communication Network/ Grapevine Network
There are four types of such networks which are given below:
1. Single strand: In single stand network each person communicates to the other by keeping in a
sequential order.
2. Gossip: In gossip chains, each person communicates with other individual on non-selective
basis.
3. Probability: When individual communicate with other individual on a random basis, it is
called probability network.
4. Cluster : In the cluster method, the individual passes the information to only those persons in
whom he has trust.
Of all these, the cluster network is the most popular one in the organisation.
Difference between Formal and Informal communication
Formal communication Informal communication
1. Official communication along the chain 1. Informal communication is based on
of command is called formal informal relationship between the members
communication. of the organisation at same or different
levels.
2. It is slow. 2. It is fast.
3. It mainly consists of work related matters 3. It can be work related matters as well as
social communications.
4. It is easy to fix responsibility. 4. It is not possible to fix responsibility.
5. It is orderly and systematic 5. It is unsystematic
6. It serves organisational needs. 6. It serves both organizational needs and
social needs of the members of the
organisation.
7. Chances of distortion of information are 7. Chances of distortion of information are
very low. very high.

Barriers to communication
Communication barriers are the factors that obstruct the effectiveness of communication.
Any type of hurdle, blockade or bottleneck in the path of communication process is called
barriers to effective communication.
The barriers to communication usually found in organizations can be broadly be grouped into
four :
1. Semantic
2. Psychological
3. Organizational
4. Personal
1. Semantic barrier : Communication is not merely transmission of information but also a
mutual understanding. Semantic barriers are problems and obstructions in the process of
encoding and decoding a message into words or impressions. Semantics in linguistics deals with
meaning of words and sentences. The following are the semantic barriers:
(i) Badly expressed message : Lack of clarity and precision in a message makes it badly
expressed. This may happen on account of inadequate vocabulary, usage of wrong words, non-
usage of apt words to the context etc.,
(ii) Symbols different meaning : Usually words and symbols are used to communicate facts
and feelings. The same words may convey different meanings to different people.
For example, Real and Reel, Price and Prize, Plain and Plane, Mail and Male, Right and wrire,
etc.
(iii) Faulty translation : Sometimes, the communication originally drafted in one language
(Say, English) needs to be translated to the language understandable to the workers(Say, Hindi)..
If the translator is not proficient in both the language, it may cause different meaning to the
communication.
(iv) Un clarified assumptions : Some communications will have certain assumptions which
require interpretations. When the sender and the receiver interpret the message differently
misunderstanding arises.
Example, Sales manager of a company instructs the sales staff “Make every effort to achieve the
sales target “. In this manager may mean that sales are to be increased but without increasing the
rate of discount. But the staff may interpret that every effort means any discount.
(v) Technical jargon : Use of technical jargon by specialists may also pose problems. This may
not understand by persons who are not specialists.
(vi) Body language and gesture decoding : Body movements also communicate. If what is said
and what is expressed through body movements and gestures differ, communication may be
wrongly perceived.
2. Psychological barriers : Emotional and psychological factors which act as barriers to
communication are called psychological barriers. The state of mind of both the sender and the
receiver is very decisive in communication. Some of such psychological barriers are as follows :

(i) Premature evaluation : Some people are in the habit of forming a judgment before reading/
listening the entire message. This tendency is called premature evaluation. It distorts
understanding and makes communication ineffective.
(ii) Lack of attention : Some people are poor listeners. If somebody talks, they may not listen
properly. They may be day-dreaming or giving their attention elsewhere. The listener might
think that the information is not important to be attended to. This problem is common for both
superiors and subordinates.
(iii) Loss by transmission and poor retention: When communication passes through various
levels successfully, there is a possibility of message being partially lost or transmission of
inaccurate information. Similarly there is another problem called poor retention. Usually people
cannot retain all that is received as information for a long time if they are inattentive or not
interested.
(iv) Distrust: If there is distrust between the sender and the receiver, it acts as a barrier. If they
don’t believe each other, they cannot understand each other’s message in the true sense.

Organisational barriers
Organizational barriers refer to communication barriers due to organisation structure, authority
relationships, rules and regulations, etc. some of these barriers are discussed below :
(i) Organizational policy
Organizational philosophy due to organizational policy, sometimes hampers effectiveness of
communication. For example, if an organisation is highly centralised, it is not supportive to free
flow of communication.
(ii) Rules and regulations
Strict rules, regulations and lengthy procedures may be hurdle to effective communication.
Similarly, communications through the chain of command may cause delays.
(iii) Status :
Status differences of people in communication chain can also adversely affect the effectiveness
of communication. We may not expect persons of high status talk freely with those of lower
status. Similarly, subordinates at lower level also not feel confident to talk freely with
supervisors. They pass on information what superiors would like to hear and hold back
unpleasant facts.
(iv) Complexity in organizational structure :
An organizational structure having long chain of command acts as a barrier to effective
communication. Too many levels cause delay in transmission and distortion in the message.
When the message has to pass through several hands, it may get filtered, modified or lost.
(v) Organizational facilities :
Facilities like convening frequent meetings, keeping suggestion box, complaint box, conducting
cultural gathering, providing transparency in operation etc., can improve free flow of
information. Lack of these facilities may cause communication problems.

Personal barriers
Personal barriers are personal factors of both the sender and the receiver which exert influence
on effective communication. Some of Such personal barriers in between the superior and the
subordinates are given below:
(i) Fear of challenge to authority
A superior always aims to maintain a higher position and prestige in the organisation.
A superior feels that a particular communication may adversely affect his authority. The fear on
the part of such a superior compels him/her to withhold or suppress such communication.
 (ii) Lack of confidence of superior on his subordinates
Some superiors will never take into confidence the subordinates. They are reluctant to ask their
opinion nor seek their advice.
(iii) Unwillingness to communicate
Subordinates may also be unwilling to communicate with their superiors on the fear that it if
information is not correct, it will adversely affect them.
(iv) Lack of proper incentives
If subordinates are not adequately motivated or offered incentives, they will not take initiative to
communicate.

Improving communication Effectiveness/ Overcoming barriers to communication

Some of the main measures of minimizing barriers to communication are as follows:
1. Clarify the ideas before communication : The message to be communicated should be
absolutely clear and free from all ambiguity. It must be clear to the communicator himself, then
only it can be clearly conveyed to subordinates.
2. Communicate according to the needs of the receiver : For communication to be effective,
the sender must understand the intelligence level and background of the receiver. He must know
what type of information the receiver needs and in what forms.
3. Consult others before communicating : Before sending a message, it is better to consult
others in developing a plan for communication.
4. Beware of languages, tone and content of message : Languages, tone and content of
message are important aspects of effective communication. The tone or language used for
conveying the message must be easily understandable to the receiver and should not offend his
sentiments. The message should stimulate the receiver to provide response and feedback.
5. Convey things of help and value to listener: The interest and needs of the receiver should be
given prime importance through the message. In such a case, it certainly evokes response from
the receiver.
6. Ensure proper feedback : Communication is complete when the response or reaction of the
receiver becomes known to the sender. Therefore, the receiver should be encouraged to express
his reactions.
7. Communicate for present as well as future: Communication should not only serve the
purpose of present aspects but also aim at future goals of the enterprise.
8. Be a good listener : Careful listening is a prerequisite for effective communication. It is
especially true in the case of managers in an organisation. Patient listening solves half the
problem.
9. Follow-up communication : There should be a regular follow-up and review of instructions
given to subordinates. This will help to remove hurdles, if any in implementing the instructions.