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Personality. 
Interpersonal difficulties may hamper communication. 
9.3 Improving the communications system 
Establish better communication links

Standing instructions
should be recorded in easily accessible manuals which are kept fully up to 
date. 

Management 
decisions
should be sent to all people affected by them, preferably in writing. 

Regular 
staff meetings
or formal consultations with trade union representatives should be held. 

A house journal
should be issued regularly. 

Appraisal interviews 
should be held
 
between a manager and their subordinates to discuss the job 
performance and career prospects of the subordinates.

Technology 
should be utilised, for example ensuring organisational knowledge and information is 
captured and stored, and is easily searchable. 
Use the 
informal organisation 
to supplement this increased freedom of communication. 
9.4 Clearing up misunderstandings 
Confirmation
: issuing a message in more than one form (eg by word of mouth at a meeting, confirmed 
later in minutes) can help. 
Reporting by exception 
should operate to prevent 
information overload 
on managers.
Train 
managers who do not express themselves clearly and concisely. Necessary jargon should be taught 
in some degree to people new to the organisation or unfamiliar with the terminology of the specialists. 
Communication between managers and direct reports will be improved when 
interpersonal trust 
exists. 
Exactly how this is achieved will depend on the management style of the manager, the attitudes and 
personality of the individuals involved, and other environmental variables. Peters and Waterman 
advocate 'management by walking around' (MBWA), and informality in superior/subordinate 
relationships as a means of establishing closer links.