A study of organizational communication identified two structure roles--liaison and nonliaison--in each of three content-functional areas of organization communication--getting a job done, exploring new behavioral alternatives, and keeping the system functioning--and hypothesized that "liaisons" would perceive themselves in similar ways. Each respondent in the study population of 177 completed three instruments: a communication questionnaire for demographics and self-perception data, a personal contact checklist, and a personal contact questionnaire to elicit perceptions of the communication characteristics of those with whom the respondent reported frequent contact. Personal contact questionnaires were also completed for 844 contact nominations. Reciprocated contacts were entered into matrices by content-function so that groups and liaison agents could be identified. Results of analyses of the data showed that liaisons perceived themselves to have more contacts, to possess more potential influence and more information about the organization, to possess more control over message flow, to feel that the work situation was more open, and to feel more satisfied with the management communication system. In addition a majority of liaisons were found to be administrators. (SH)