‘Alpha Electronics’ had recently received a large order for the supply of electronic control panels. The management was under pressure to deliver it on time. When one of the production lines started malfunctioning, the Production Manager, Suresh, was concerned. Although ‘Alpha Electronics’ was an organisation with highly centralised pattern where free communication was not encouraged. Suresh, still decided to call his senior technician, Manoj, to understand the problem. Suresh had the reputation of being unapproachable. He was conscious of his seniority and position so he rarely encouraged his subordinates to speak freely. Manoj was nervous as the production line was damaged due to his own negligence and he thought sharing it with his senior, Suresh, would adversely affect his interests. Anyhow, he had to go to Suresh’s office. When Manoj entered Suresh’s office, he saw that Suresh was pre-occupied with an important file before him. Suresh asked Manoj to explain what the problem was. Manoj reluctantly started explaining, but he felt that Suresh wasn’t listening to him. So Manoj did not share the complete information and the problem in the production line could not be rectified on time.
Identify and explain four communication barriers discussed in the above case.
‘Alpha Electronics’ had recently received a large order for the supply of electronic control panels. The management was under pressure to deliver it on time. When one of the production lines started malfunctioning, the Production Manager, Suresh, was concerned. Although ‘Alpha Electronics’ was an organisation with highly centralised pattern where free communication was not encouraged. Suresh, still decided to call his senior technician, Manoj, to understand the problem. Suresh had the reputation of being unapproachable. He was conscious of his seniority and position so he rarely encouraged his subordinates to speak freely. Manoj was nervous as the production line was damaged due to his own negligence and he thought sharing it with his senior, Suresh, would adversely affect his interests. Anyhow, he had to go to Suresh’s office. When Manoj entered Suresh’s office, he saw that Suresh was pre-occupied with an important file before him. Suresh asked Manoj to explain what the problem was. Manoj reluctantly started explaining, but he felt that Suresh wasn’t listening to him. So Manoj did not share the complete information and the problem in the production line could not be rectified on time.
Identify and explain four communication barriers discussed in the above case.
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Solution and Explanation
The case describes a centralised firm where free communication was not encouraged. The Production Manager Suresh was unapproachable and conscious of his position.
Manoj feared that telling the truth would hurt his interests. Suresh was busy with a file, and Manoj felt that he was not being heard. So Manoj gave only part of the facts.
I pick four barriers from these lines and explain each.
Step 2: Barrier 1: Organisational policy:
Clue: Alpha Electronics was an organisation with a highly centralised pattern where free communication was not encouraged.
Explanation: If the policy of the firm, written or unwritten, does not support free flow of communication, the effectiveness of communication is hurt.
Step 3: Barrier 2: Status:
Clue: Suresh was conscious of his seniority and position and rarely encouraged his subordinates to speak freely.
Explanation: The status of a superior creates a psychological distance between him and his juniors. A status conscious manager does not let the subordinates express themselves freely.
Step 4: Barrier 3: Lack of attention:
Clue: Suresh was preoccupied with an important file, and Manoj felt that he was not listening.
Explanation: A preoccupied mind of the receiver and the resulting non-listening is a major psychological barrier. The message is not received in full.
Step 5: Barrier 4: Unwillingness to communicate:
Clue: Manoj thought that sharing his negligence would adversely affect his interests, so he did not share the complete information.
Explanation: Subordinates may not be ready to communicate with a superior if they feel that it will harm their interests. They hold back the facts.
Final Answer:
The four barriers in the case are organisational policy, status, lack of attention and unwillingness to communicate. Because of them, the fault in the production line could not be fixed on time.
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