The purposes of this study were to reveal the current situation of the inner organizational communication among the administrative staffs of the physical education department in universitise. Furthermore, it was to revealthe barriers of communicating so as to provide effective strategies for inner organizational communication. Twenty one administrative staffs (including chairpersons,teachers, employees, and errand-persons) who work at the five physical education department in universities served as the subjects of this study. The researchinstrument "the Questionnaire of Inner Organizational Communication among the Administrative Staffs of the Physical Education Department in Universities" wasadministered for collecting initial data. Depth interview and document analysis then were followed to uncover the circumstances of organizational communcationin those five universities. Within the scope of this study, the following con-clusions were derived:1. The current situation of the inner organizational communication of P.E.department among the administrative staffs in five universities were: (1) The frequency of communicating was low while the climate of it was harmonious, and the level of satisfaction in communecation was high. (2) The methods of formal and informal communication were both depend on face to face communicating. (3) The content of formal communication was mainly about administrative affairs. While the subjects of informal communication were family affairs, current affairs and administrative affairs in P.E. department. 2. The main barriers of inner organizational communication as resulted from personal psychological factors such as different perception and unclear job responsibility. The barrier in organizational structure factor was departmentalization, while the time pressure was the main barriers in environment factor. 3. For the strategies of inner organizational communication in P.E. depart- ment among the administrative staffs, the chairperson's initiative con- sideration, barrier-solving, respecting others, utilization of informal activities, a clear job responsibility were all effective.