The paper "Barriers to Effective Interpersonal Communication at DMG" is an excellent example of a case study on marketing. The management of DMG is concerned about the serious communication problems that are being experienced in the organization. Service delivery at DMG has gone down as a result of the poor communication between the managers and the staff. According to Tourish and Hargie (1998), good interpersonal communication is imperative for the success of an organization (53). The need for effective interpersonal communication is more profound with the amount and frequency of information on the business environment increasing greatly.
For the largest part of organizational communication takes place through interpersonal communication. Keith and Newstrom (2007), defines interpersonal communication as the process of swapping information, feelings and imparting meaning, through both verbal and non-verbal communication (21). Therefore a message in interpersonal communication includes non-verbal cues such as tone and facial expressions. According to Keith and Newstrom (2007), interpersonal communication is characterized by face-to-face communication from person to person (167). They further state that a message in interpersonal communication is a reflection of the sender’ s individual characteristics, their social roles and relationships. A number of barriers to effective interpersonal communication are found in most communication contexts.
In this paper, the barriers preventing effective interpersonal communication at DMG are discussed. However, these barriers to effective communication can be overcome by practicing some of the recommendations discussed in this paper as solutions to the interpersonal communication problem at DMG. 2.0 Barriers to effective interpersonal communication at DMG Eisenberg, Goodall Jr, and Trethwey (2010) categorize communication barriers into three groups namely: process barriers, semantic barriers, physical barriers and psychosocial barriers (125).
Andreas (2005) further categorizes barriers to interpersonal communication found in some organizations as organizational communication barriers (56). Most of these barriers are present in the interpersonal communication processes of DMG. 2.1 Process barriers A process barrier refers to a barrier that prevents the smooth flow of information at a particular stage of the communication process (Andreas, 2005, 60). 2.1.1 Sender barrier This refers to a situation where the sender fails to communicate a message due to fear of criticism or fear of not being right (Andreas, 2005, 62). Sender barrier is mostly present in organizations that do not allow their employee to freely voice out their opinion and may lead to dissatisfaction among employees. 2.1.2 Encoding barrier The organizational workforce is now diverse more than ever before (Feely and Harzing, 2003, 38).
Australia is one of the places where employees from diverse cultural backgrounds are engaged in various workplaces.