The paper examines managerial communication in a large Slovak telecommunications company and identifies barriers that weaken employee alignment. It is based on a qualitative case study, using semi-structured interviews with six managers from different functional areas, supported by observations of the organisational communication context. The analysis shows that communication problems arise mainly from one-way messaging, incomplete contextualisation, inconsistent interpretation across managers, delayed information, excessive channel fragmentation, and weak ownership of unpopular decisions. At the same time, managers perceive communication as a decisive tool for motivation, engagement, trust, innovation, and strategic alignment. The article proposes a practical communication framework comprising a channel matrix, a monthly electronic newsletter, regular, structured meetings, feedback loops, and training for difficult conversations. The findings suggest that effective managerial communication is not achieved by increasing the number of messages or digital tools but by improving clarity, timeliness, responsibility, and employee voice. The article contributes to organisational behaviour practice by converting evidence into a structured model applicable to service organisations facing rapid technological and customer-related change.
