These perception barriers occurred at different levels, such as in managers' relationship with his superiors, in managers' relationship with subordinates, and in managers' relationship with others manager (Grasso et al, 2005). There are multiple barriers in communication, such as issues of credibility, physical distance, size, perception, and resistance to change. Managers face communication problems at different hierarchical levels. Sometimes mid-level managers communicate differently with subordinates and with senior-level managers. They increase the culture of the vine within the company. Mid-level managers try to be more honest with senior-level management. They make false complaints about their subordinates and try to dictate them. At the same time, upper management avoids direct dialogue with lower-level employees. Middle managers act as a bridge to lower-level management and senior management. So their communication should be very clear and specific. Managers must resolve these credibility issues among themselves. A good example is the relationship between bank managers and customers. Bank managers do not normally meet ordinary customers on a regular basis. The lower management of banks is responsible for the bank-customer relationship. Lower-level managers don't communicate the right message to customers, and customers make their own assumptions about the situation. A good mid-level manager can strengthen himself