Interpersonal roles require managers to interact with supervisors, sub-ordinates, peers and others outside the organization. Thus, for co-ordinated action, communication is necessary. Communication transforms a group of unrelated individuals into a team that knows what its goals are and how it will try to reach them.

Communication allows people to co-ordinate with each other by providing them with a way to share information. The first type of information that needs to be shared is what the goals of the organizations are. People need to know-where they are heading and why. They also need directions for their specific tasks.

Communication is especially important for the task of decision-making. Decision-makers must share their views on what the problem is and what the alternatives are. Once a decision has been made, communication is necessary to implement the decision and to evaluate its results.

Changes in market or in customer preferences can lead to uncertainty about whether a product Or a marketing strategy needs to be updated or overhauled. The uncertainty resulted from the lack of information, can be reduced by communicating that information. Market researchers, for example, can communicate with other groups about changes in the market place. The greater the uncertainty about a task, the more important the communication of information becomes.

Communication also allows people to express their emotions. Communication of feelings can be very important to employee morale and productivity. Employees who feel that they cannot vent their anger or express their joy on the job may feel frustrated and repressed.

On any given day, a manager may communicate for all the purposes described above. Communication goes up, down and across the levels of the hierarchy of an organization.