ABSTRACT
INTRODUCTION The importance of face-to-face communication in organizations has been recognized by both business managers and organizational theorists for many years. For example, we know from research that managers spend enormous amounts of time in conversation, meetings and discussion. How effective is this major investment in time and energy? What can managers (and, of course, other staff) do to ‘improve’ their interpersonal communication, and what do we mean by ‘improvement’?
