all managerial communicatiion in available

1. 1
A Report on
Managerial Skills Development Lab
M-319
In the partial fulfillment of the requirement for the award
of the degree of Masters in Business Administration
IPS BUSINESS SCHOOL, MANSAROVAR
JAIPUR
SUBMITTED TO: SUBMITTED BY:
Rajasthan Technical University Yuvraj Khare
MBA (IIIrd SEM)

2. 2
ACKNOWLEDGEMENT
This present work will remain incomplete unless I express my feelings
of gratitude towards a number of persons who delightfully co-
operated with me in the process of this work. First of all I would like
to thank my Faculty of MBA for their encouragement and support
during this course of my study. I extend my hearty and sincere
gratitude to my coordinator, Deepti Agarwal mam (Director), Sudhir
Agarwal Sir(Convener), Prof. Nutan Sharma, for her valuable direction,
suggestions and exquisite guidance with ever enthusiastic
encouragement ever since the commencement of this file. This file
would not have taken shape, without her guidance as our coordinator
helped and resolved all the technical as well as other problems related
to the file and, for always providing us with a helping hand whenever
I faced any bottlenecks, inspire of being quite busy with their hectic’s.

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DECLARATION
I, Yuvraj Khare, here by declare hat the project work report entitled
“Managerial Skills“ with reference to “Managerial Skills Development
Lab”was Prepared by me under the guidance of (Professor), Faculty
of MBA Department. I also declare that this project work is towards
the partial fulfillment of the university regulation for the award ofa
degree of master of Business Administration by Rajasthan Technical
University, Kota. I further declare that this project is based on the
original study and taken by me and has not been submitted for the
award of any Degree/ Diploma from any other University /
Institution.

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TABLE OF CONTENT
SR.NO PARTICULAR PAGE NO
1 INTRODUCTION OF MANAGERIAL SKILL 5
2 FOCUSING ON INTERPERSONNAL COMMUNICATION 6
3 COMMUNICATION AND THE SELF-MANAGEMENT 7
4 CONVERTING CHALLENGES INTO OPPORTUNITIES 8
5 INTERPERSONAL INFLUENCE 9
6 DEALING INFLUENCE 10
7 PLANNING AND SCHEDULING 11
8 PRESENTATIONS 12
9 TEAMWORKSKILL: COMMUNICATING EFFECTIVELY IN GROUPS 13
10 GROUP DEVELOPMENT AND DECISION MAKING 14
11 DECISION MAKING 15
12 GROUP CONFLICT, DIFFERENCE, AND DIVERSITY 16
13 GROUP COMMUNICATION AND TECHNOLOGY 17
14 TECHNOLOGY 18
15 MEETING MANAGEMENT 19
16 CAREER SUCCESS 20
17 GROUP DECISION MAKING 21
18 TECHNIQUES FOR TIME MANAGEMENT 22
19 MULTITASKING 23
20 AVOIDING PROCRASTINATION AT WORK 24
21 LEADERSHIP AND NEGOTIATION SKILLS 27
22 INFLUENCE AND PERSUASION 32
23 NEGOTIATION SKILL 35
24 NEGOTIATION STRATEGIES 37
25 CONCLUSION 39
26 REFRENCES 40

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INTRODUCTION MANAGERIAL SKILL
Managerial skills refer to the abilities and competencies that a person possesses to
successfully perform the tasks and responsibilities of a manager. These skills can be grouped
into three broad categories:
 Technical Skills: These are the skills that a manager needs to perform specific tasks
and activities related to their job. Technical skills can include knowledge of industry-
specific software, tools, and equipment, as well as other technical competencies
required for the job.
 Human Skills: These are the skills that a manager needs to work effectively with other
people. Human skills can include communication, conflict resolution, teamwork,
leadership, and motivation.
 Conceptual Skills: These are the skills that a manager needs to think strategically and
understand the organization as a whole. Conceptual skills can include problem-
solving, decision-making, planning, and analysis.
Managers who possess a combination of these three types of skills are more likely to be
successful in their roles, as they are better equipped to manage their teams, develop
strategies, and achieve organizational goals.

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FOCUSING ON INTERPERSONAL COMMUNICATION
Interpersonal communication in the workplace plays an important role in
employee satisfaction, motivation, collaboration, and business success. This
blog discusses the definition and importance of interpersonal communication in
the workplace. Interpersonal communication is the process of exchanging
information, ideas, and feelings between two or more people in a verbal or
nonverbal way. We exchange information face-to-face, often in the form of
voice, facial expressions, body language, and gestures. Your level of
interpersonal communication skills is measured by your effectiveness in getting
your message across to others. Commonly used interpersonal communications
within an organization include employee day-to-day communication, customer
meetings, employee performance reviews, and project meetings. In addition,
online conversations have become a large part of employee interpersonal
communication at work.
THE IMPORTANCE OF INTERPERSONAL COMMUNICATION IN THE
WORKPLACE
There are many reasons why they are highly regarded. Although most business
in today's workplace is conducted through online communication channels,
language skills are still required to effectively work with colleagues and
superiors. Therefore, interpersonal skills are essential for business success. So
let's take a look at why interpersonal communication is important for career
development and productivity in the workplace
1. Problem-solving
2. Alignment with a business goal
3. Trust
4. Change management
5. Company culture
6. Employee recognition
7. Workplace miscommunication
8. Personal relationships
9. Effective management and leadership
10. Employee success

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FIG 1.1:- INTERPERSONAL COMMUNICATION
COMMUNICATION AND THE SELF-MANAGEMENT
Self-management skills improve productivity and performance in the workplace
and help you reach your career goals. It's a soft skill that can increase your
employability and give you more control over your career path. These skills are
essential to show that you are a reliable employee. Self-management skills
enable people to effectively control and regulate their emotions, thoughts and
actions in different situations. Self-managing employees can set their own goals
and do whatever it takes to reach them. Such employees know the importance
of controlling their emotions and behaviour in the workplace. Employers prefer
candidates who are self-managing. People who have difficulty controlling their
thoughts and emotions may say harsh things to clients or hurt colleagues.
People with self-management skills are more in control of their behaviour,
leading to smarter behaviour in the workplace. Self-management is the ability
to consciously and productively control one's actions, thoughts, and emotions.
A person with strong self-management skills knows what to do and how to act
in a variety of situations. For example, when an umpire calls a child unfairly at a
minor league game, they know how to control their anger. know how to avoid
they know what they need to do to reach their fitness goals and they are doing
it. Self-management means understanding your responsibilities in various
aspects of your life and doing all you can to meet those responsibilities.

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CONVERTING CHALLENGES INTO OPPORTUNITIES
As long as we live, there will always be challenges to overcome. You can turn
challenges intoopportunities ifyoutry toovercomethem.Itmay bethechallenge
of learning to walk, it may be the challenge of learning to speak. The Covid-19
pandemic lockdown has been a huge challenge for all of humanity. No continent,
country, society or city has been immune to this pandemic. Life has come to a
dead end. Factories, offices, schools and universities have been closed by
government order. People were confined to their homes. I was trying to grab this
lockdown bull by the horns, and after a few days of doing trivial activities in
lockdown, I realized I couldn't afford to waste my precious time on useless
activities.Isetspecific goals: healthgoals, knowledgegoals,and self improvement
goals.

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INTERPERSONAL INFLUENCE
Interpersonal influence is a type of social influence that arises from group
members encouraging or enforcing conformity while discouraging and
sometimes punishing nonconformity. This is one of three kinds of social
influence that aligns people with the norms of a majority or group. Her two other
types of influence are information influence and normative influence.
Interpersonal effects were well documented in Schechter’s 1951 experiment in
which an all-male discussion group involved his three Confederates. The
Confederates have always been charged dissenters for going against the
majority. Next was the slider, which I initially disagreed with but was eventually
asked to agree with. And finally, Maud, whose task was to consistently agree
with the majority. Schechter was particularly interested in how the group
pressured its opponents to conform. He found that communication with
deviants steadily increased as the discussion progressed, but in more cohesive
groups deviants were rejected. There is also a difference between inclusive and
exclusive responses to opponents, with different results. In an inclusive
response, the majority and minority have their say, but the minority is still
considered part of the group. In contrast, exclusive responses result in less
communication, more hostility, and outright rejection of minorities. Studies
have shown that the emotional strain of such expulsion and rejection persists
long after the event, even if the rejected person is later reintegrated into the

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group. Interpersonal rejection is the result of interpersonal influence. For
example, in this study deviants were rated as the least likeable among other
group members and were assigned simpler tasks. Also, sliders were less popular
than modes, even though they asked why and changed their minds. This
indicates that there are People with low self-esteem have been found to
respond poorly to rejection, perhaps due to feelings of self-blame. The Black
Sheep Effect is another consequence of interpersonal influences and occurs
when in-group members who behave unfavourably are judged more harshly
than out-group members who do the same.
DEALING WITH RESISTANCE
One of the most confusing issues leaders face is employee resistance to change.
Such resistance can take many forms. Persistently declining performance,
increasing "quit" and transfer requests, chronic quarrels, unfriendly hostility,
wildcatting or breaking his strikes, and of course many pseudo-logical reasons
why no changes are made. . It's working. Even the more trivial forms of this
resistance can be a nuisance. Oftentimes, when leaders encounter resistance to
change, they “explain” it by quoting the cliché “People resist change” and don’t
look any further. But the industry needs constant change. This is especially true
for important "small" changes that are being made all the time. Changes in the
way we work, our day-to-day office life, the location of machines and desks,
staffing and job titles. None of these changes makes headlines, but overall they
are a big part of the productivity gains. These are not spectacular, one-off

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technological revolutions that result in mass layoffs or the obsolescence of
traditional skills, but they are essential to business progress.
PLANNING AND SCHEDULING
Planning and scheduling are two different things, but they are inseparable for
successful project management. The planning process is primarily concerned
with selecting the appropriate policies and procedures to achieve project goals.
Scheduling transforms scope, time, and quality project action plans into
operational schedules. Transforming project criteria scope, time, cost, quality,
personnel, communication, risk, and procurement requirements into the project
team's functional 'machine' is a critical interface for the project team. Along with
project planning and budgeting, schedules become the most important tool for
project management. Additionally, integrated cost and time planning serves as
the fundamental foundation for monitoring and controlling project activities
throughout the lifecycle. This policy paper describes the integrated process of
multi-faceted/multidisciplinary program planning and scheduling. This white
paper provides a working-level overview of key project management issues
related to the planning process. It also describes a systematic process for
converting project plans into schedules and using project plans as a model for
project governance. The paper is aimed at beginners in project management and
concludes with suggestions for a professional development program

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PRESENTATIONS
A presentation conveys statistics from a speaker to a target market.
Presentations are generally demonstrations, creations, lectures, or speeches
supposed to inform, persuade, inspire, motivate, construct goodwill, or gift a
brand-new concept/product. Presentations normally require preparation,
organization, occasion planning, and writing, use of visible aids, handling stress,
and answering questions. “The key factors of a presentation include presenter,
target market, message, response and approach to supply speech for
organizational achievement in a powerful manner.” Presentations are broadly
utilized in tertiary painting settings consisting of accountants giving an in-depth
document of a company's financials or an entrepreneur pitching their mission
concept to investors. The period also can be used for a proper or ritualized
creation or offering, as with the presentation of a debutante. Presentations in
sure codecs also are called keynote addresses. Interactive presentations,
wherein the target market is involved, also are represented by an increasing
number of frequent. Instead of a monologue, this creates a speech between the
speaker and the target market. The benefits of an interactive presentation are
for example, that it draws greater interest from the target market and that the
interplay creates an experience for the community.

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TEAMWORKSKILL: COMMUNICATING EFFECTIVELY IN
GROUPS
Teamwork is the skill of working well with others. Candidates with strong
teamwork skills are sought after by employers for many reasons. They exhibit
leadership, collaboration, and good communication. Employers expect their
employees to be team players. From business solutions to information
technology to hospitality, almost every industry requires teamwork. This is true
even if your job seems best suited for independent workers. You can do most
of the work yourself, but you should be able to see your work in the context of
the company's broader goals and communicate your accomplishments to
others in your organization. Learn what team skills are, the types and examples
of team skills, and how to develop team skills for hiring managers, recruiters,
and potential employers. If you scan job ads, you'll find that even those that
search for "self-starter" inevitably also use the phrase "team player." People
who have helped increase team productivity.

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GROUP DEVELOPMENT AND DECISION MAKING
Group development refers to the process by which members of newly formed
work teams learn about their teammates, establish their roles and
responsibilities, and acquire the task work and teamwork capabilities required
to coordinate their effort to perform effectively as a team. Workgroup
development pertains to the team as a whole (i.e., all members are new to the
team), distinguishing this process from group socialization, which refers to the
assimilation of new members into an existing team with an ongoing history. The
amount of time it takes for a team to develop is variable and, although precise
time frames are not established, the process is presumed to take longer when
the team task entails greater complexity, interdependence, and coordination
and less time when there is less demand for the integration of team members'
knowledge, skill, and effort. The process is important because team
development is assumed to be a necessary, but insufficient, precondition for
team effectiveness. That is, work groups and teams cannot achieve goals and
meet performance expectations until essential task work and teamwork skills
have developed. However, other contingencies that affect team performance
must be resolved before the team can function effectively. Such factors are the
focus of team effectiveness models and research.

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DECISION MAKING
Decision-making can be viewed as a problem-solving activity that leads to an
optimal or at least satisfactory solution. Therefore, it is a process that can be
more or less rational or irrational and can be based on explicit or implicit
knowledge and beliefs. Tacit knowledge is used to fill gaps in complex decision-
making processes. It is often used. These two types of knowledge (implicit and
explicit) are usually used together in the decision-making process. Human
performance is the subject of active research from several perspectives.
Mentally: Consideration of individual choices related to different needs,
preferences, and values that individuals have or desire.
Cognition: The decision-making process is viewed as a continuous process
integrated into its interaction with the environment.

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GROUP CONFLICT, DIFFERENCE, AND DIVERSITY
Group battle, or hostilities among one-of-a-kind agencies, is a characteristic not
unusual place to all styles of human social organization (e.g., sports activities
teams, ethnic agencies, nations, religions, gangs) and additionally takes place in
social animals. Although the institution battle is one of the maximum
complicated phenomena studied with the aid of using social scientists the
records of the human race evidence a chain of institution-degree conflicts which
have won notoriety over the years. For example, from 1820 to 1945, it's been
predicted that a minimum of fifty-nine million humans had been killed at some
stage in conflicts among agencies of 1 kind or another. Literature indicates that
the number of fatalities [clarification needed] almost doubled between the
years 1914 to 1964 because of additional institutional battles. Group battle may
be separated into sub-classes of battle: the inter-institution battle (wherein
awesome agencies of people are at odds with one another), and the intra-
institution battle (wherein pick people who might be a part of the equal
institution conflict with one another). Although each style of battle has the cap
potential to spiral upward in severity, it's been noted[by whom?] that battle gift
on the institution degree (i.e., inter-institution rivalries) is usually taken into
consideration to be extra effective than a battle gift at a man or woman degree
– a phenomenon called the discontinuity effect.
DIVERSITY
The definition of diversity refers to the existence of variations in different traits
within groups of people. These traits can be anything that makes us unique, such
as cognitive abilities and personality traits, that shape our identity (race, age,
gender, religion, sexual orientation, cultural background, etc.). Anything is fine.
A better understanding and definition of diversity allows us to think in a social
context. For example, at work, we may interact with colleagues of different
genders, ages, beliefs, etc. Likewise, students at a school may come from
different socioeconomic backgrounds and have different personalities and
physical abilities. Race and gender are the first things that come to mind when
we talk about diversity, but they're not the only ones. For a deeper analysis, you
can refer to the breakdown of differences. Coming up with a workplace
definition of diversity requires considering all the different characteristics your
employees might have. First, it protects characteristics such as race, age, gender
and sexual orientation. And secondly, we all have different: experience
talent, ability, opinion, and personality. These differences, such as employee
talent, are less obvious and require organizational commitment and initiative.
Diversity in the workplace is also closely related to discrimination. Stigma and

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discriminatory employment practices exclude people with certain
characteristics and make it difficult for organizations to achieve and maintain
diversity. That's why many companies act. Here are other examples of how
diversity and discrimination can be combated in the workplace.
GROUP COMMUNICATION AND TECHNOLOGY
It is common for groups within a company to work together on a project. When
a group is working toward a common goal, it's important to have effective
communication channels so everyone understands how to work together to
reach that goal. Effective group communication helps members understand
their responsibilities, manage potential setbacks, and encourage each other as
they work together to complete tasks. This article defines group communication,
describes its benefits, outlines some group communication channels, and offers
tips for improving this type of communication. Group communication is sending
and receiving messages to multiple members of a group. In a business
environment, groups often use this type of communication to share ideas, set
goals, and motivate other members. Group sizes vary, but typically have a
minimum of 3 members and a maximum of 20 members. Group communication
is beneficial for groups of all sizes, from small focus groups to entire
departments. When groups communicate effectively, they can share the
information they need to achieve common goals. There are many types of group
communication channels. It's important to choose a method that works for most
members to ensure that everyone receives and understands the message being
shared. Group members may have different communication styles, so more than
one type of communication may be required to achieve the group's common
goals. For example, a group leader could hold weekly meetings to review team
progress and communicate more regularly using email.

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TECHNOLOGY
Technology is the application of knowledge to achieve practical goals in
identifiable and reproducible ways. The word technology can also mean the
product of such efforts. Technology is widely used in medicine, science, industry,
communication, transportation, and everyday life. Technology includes physical
objects such as tools and machines and intangible tools such as software.
Many technological advances have brought about changes in society. The
earliest known technology was stone tools used in prehistoric times, followed
by the use of fire, which contributed to human brain growth and language
development during the Ice Age. The invention of the wheel in the Bronze Age
allowed a greater range of movement and the development of more complex
machinery. Recent technological developments such as the printing press,
telephone, and internet have lowered barriers to communication and
introduced a knowledge-based economy. While technology contributes to
economic development and human prosperity, it can also bring about negative
impacts such as environmental pollution and resource depletion, as well as
social damage such as technological unemployment due to automation. The
result is a philosophical and political debate about the role and uses of
technology, the ethics of technology, and mitigating its potential downsides.
While historical and contemporary movements such as Neo-Radish and
Anarcho-Primitiveism criticize the spread of technology, proponents of Tran’s
humanism and Techno-Progressivism actively support technological change,
and we see it as liberating. Many of the negative impacts of technology can be
mitigated through innovations such as renewable energy in transport and
industry, genetically modified crops to combat soil depletion, and space
exploration to reduce global disaster risk. Dating back to the early 17th century,
it meant "systematic treatment." From the 19th century onwards, Continental
Europeans began using the term technique (German) or technique (French) to
refer to 'doing', which includes all technical arts such as dancing, navigating, and
printing. Or unnecessary tools and equipment. Technology (German and French)
referred to either the academic field that studied "methods of handicraft" or the
political field "intended to legislate on the functions of handicraft". English has
no distinction between engineering and technology, so both are translated as
technology. The term was not as common in English as it is at the Massachusetts
Institute of Technology, where it primarily refers to academic disciplines. In the
20th century, as a result of scientific advances and the Second Industrial
Revolution, technology was no longer considered a separate discipline but
acquired its current meaning. Systematic use of knowledge for practical
purposes.

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MEETING MANAGEMENT
Conference management is the process of managing the phases and
components of the overall conference process. The actions you take before,
during, and after your meeting to make it a success are equally important.
Neglecting any part of the meeting management process can lead to poor results
and extra meetings. Meeting management refers to the orchestration of
meetings to improve efficiency and decision-making, while meeting room
management is a process that organizations can implement to better manage
their meeting spaces. Practices that can make this process more structured and
chaotic go hand in hand with implementing a space reservation system that
increases flexibility and productivity within an organization. Meetings are
fundamentally designed to increase productivity and efficiency. Even the most
difficult tasks can be completed if everyone is on the same page and knows what
needs to be done. Here are some reasons why meeting management is so
important: We are often stuck in unproductive meetings each week. The
monthly meetings an employee attends in his month increase to 62 hours, while
the average executive spends 18 hours a week in meetings. Nearly half of all
participants said meetings were their most time-wasting time at work, with 93%
of them daydreaming and 39% even falling asleep at this time. . Meetings are
not only a waste of time, but they are also actually a waste of money if they are
not efficiently planned. One budget study found that a weekly mid-management
meeting costs $15 million a year. A well-planned meeting yields the desired
results. Make sure the purpose of the meeting is clearly stated in the meeting
agenda and that only the necessary people are included. This allows for more
efficient and faster decision-making within the scope of the meeting.

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CAREER SUCCESS
Career success is a concept that revolves around how you measure your
performance in your professional life. Many factors influence the definition of
career success, including job title, work-life balance, and happiness. The
definition of career success is subjective and means different things to different
people. For example, an individual's greatest career achievement may be her
promotion to the position of CEO of a well-known company. For others, it can
mean doing a job you love and maintaining a healthy work-life balance. Defining
a vision of career success helps you set goals and increase job satisfaction.
Professional success means different things to different people, and how you
define it ultimately determines your goals. Whatever career you choose, follow
these tips to determine what career success looks like.
EFFECTIVE GROUP COMMUNICATION
It is common for groups within a company to work together on a project. When
a group is working toward a common goal, it's important to have effective
communication channels so everyone understands how to work together to
reach that goal. Effective group communication helps members understand
their responsibilities, manage potential setbacks, and encourage each other as
they work together to complete tasks. This article defines group communication,
describes its benefits, outlines some group communication channels, and offers
tips for improving this type of communication. Group communication is sending
and receiving messages to multiple members of a group. In a business
environment, groups often use this type of communication to share ideas, set
goals, and motivate other members. Group sizes vary, but typically have a
minimum of 3 members and a maximum of 20 members. Group communication
is beneficial for groups of all sizes, from small focus groups to entire
departments. When groups communicate effectively, they can share the
information they need to achieve common goals. There are many types of group
communication channels. It's important to choose a method that works for most
members to ensure that everyone receives and understands the message being
shared. Group members may have different communication styles, so more than
one type of communication may be required to achieve the group's common
goals. For example, a group leader could hold weekly meetings to review team
progress and communicate more regularly using email.

21. 21
GROUP DECISION MAKING
Group decision-making (also called joint decision-making or collective decision-
making) is a situation in which individuals collectively choose from available
options. That decision is no longer attributable to individual members of the
group. This is because all individual and social group processes, such as social
influence, contribute to outcomes. Group decisions are often different from
individual decisions. In the workplace, collaborative decision-making is one of
the most successful models for gaining buy-in from other stakeholders, building
consensus, and fostering creativity. According to the idea of synergy, decisions
made collectively also tend to be more effective than decisions made by a single
individual. In this vein, certain collaborative arrangements have the potential to
generate better net performance outcomes than individuals acting on their own.
Under everyday conditions, collaborative or group decision-making would often
be preferred and would generate more benefits than individual decision-making
when there is time for proper deliberation, discussion, and dialogue. This can be
achieved through the use of committees, teams, groups, partnerships, or other
collaborative social processes. However, in some cases, there can also be
drawbacks to this method. In extreme emergencies or crises, other forms of
decision-making might be preferable as emergency actions may need to be
taken more quickly with less time for deliberation. On the other hand, additional
considerations must also be taken into account when evaluating the
appropriateness of a decision-making framework. For example, the possibility of
group polarization also can occur at times, leading some groups to make more
extreme decisions than those of their members, in the direction of individual
inclinations. There are also other examples where the decisions made by a group
are flawed, such as the Bay of Pigs invasion, the incident on which the
groupthink model of group decision-making is based. Factors that impact other
social group behaviours also affect group decisions.
GROUP CONFLICT
Group battle, or hostilities among unique organizations, is a characteristic not
unusual place to all styles of human social organization (e.g., sports activities
teams, ethnic organizations, nations, religions, gangs), and additionally takes
place in social animals. Although organization battle is one of the maximum
complicated phenomena studied via way of means of social scientists, the
records of the human race evidence a chain of organization-stage conflicts which
have received notoriety over the years. For example, from 1820 to 1945, it's
been anticipated that at least fifty-nine million men and women had been killed

22. 22
for the duration of conflicts among organizations of 1 kind or another. Literature
indicates that the number of fatalities[clarification needed] almost doubled
between the years 1914 to 1964 due to additional organization battles. Group
battle may be separated into sub-classes of battle: the inter-organization battle
(wherein awesome organizations of people are at odds with one another), and
the intra-organization battle (wherein pick out people who might be a part of
the identical organization conflict with one another). Although each style of
battle can spiral upward in severity, it's been noted[by whom?] that battle gift
on the organization stage (i.e., inter-organization rivalries) is typically taken into
consideration to be extra effective than a battle gift at a character stage – a
phenomenon called the discontinuity effect.
TIME MANAGEMENT FOR PERSONAL AND
PROFESSIONAL PRODUCTIVITY
IDENTIFY IMPORTANT TIME WASTERS
When I was a kid, my family was always up to date with the latest technology. I
think these have been my biggest time-wasters since the beginning. With
inventions and the rapidly increasing number of computers, time flew by. I
remember AOL Instant Messenger coming out when I was in middle school. All
my friends were there and so was I. Now that I'm older and have to check my
college email, I tend to wonder, "Who is that?" Even now, as I write this letter, I

23. 23
am waiting for various people to come. Time is irrecoverable and shouldn't be
spent staring at a computer screen for hours. I was stupid about my computer.
It will be a good investment for you to use for working, studying, storing files
and updating your schedule. Instead of talking to my friends, I could help
someone study or volunteer in the community. AOL IM is great for talking to
family members about how expensive calls can be, but this tool is a waste of
time for those who can do better. I want more time to study and do schoolwork
instead of sitting in front of my computer and staring at it. Perhaps you could
spend a few minutes of your day meeting other school friends via IM, not just
sitting there having pointless discussions. It doesn't surprise me to see so many
people in my class who waste the same amount of time. America, myself
included, will focus more on helping each other rather than wasting time on
pointless chores. Is needed.
 The meeting always avoids unnecessary meetings. Instead of walking into
a meeting and spending hours, plan and make sure you have all the
relevant topics covered. Also, set a time limit for the meeting and make
sure it's not staggered or cut short. You don't need a very long meeting to
get points if everyone already has prepared points to discuss. Also, try to
stay on topic as much as possible. You can easily spread out and talk about
personal matters and other matters not related to the meeting itself.
 Multitask Sometimes you think multitasking saves you time, but most of
the time you won't be able to fully work on each project. Jumping from
task to task won't save you in the long run. It has been proven that very
few people can multitask effectively because it can make mistakes, reduce
the quality of their work, and stifle their creativity. So what can you do?
Prioritize your tasks and divide your daily to-do list into time segments.
Did you know that he is one of the reasons why multitasking feels
counterproductive?
 Do someone else's work If you're a team manager, this tip is for you.
When you have a team, work on your shoulders instead of taking all the
responsibility. Delegate tasks and get things done. Sometimes it's hard
because you're so confident in your work that it's hard to let go and pass
the task on to someone else. But they have their reasons. Set goals for
them, communicate openly, nurture them, give them constructive
feedback, and delegate work!

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TECHNIQUES FOR TIME MANAGEMENT
Time management is the process of planning and consciously managing the time
spent on specific activities, especially to increase effectiveness, efficiency and
productivity. It involves a variety of demands on a person related to work, social
life, family, hobbies, personal interests, and the finiteness of time. Effective use
of time gives people a “choice” to conduct and manage activities according to
their own time and convenience. Time management is aided by a variety of skills,
tools, and techniques used to manage time to complete specific tasks, projects,
and goals while meeting deadlines. Initially, time management referred only to
business or professional activities, but eventually, the term was expanded to
include personal activities. Time management systems encompass processes,
tools, techniques, and methods. Designed in combination. Time management is
typically required in any project management as it determines the time and
scope of project completion. The main themes emerging from the time
management literature include creating, prioritizing, and related processes that
reduce time spent on non-work. Goal prioritization and implementation.
Techniques
 Pareto Analysis (a.k.a., the 80/20 rule):-The 80/20 rule is a method
invented by Italian economist Vilfredo Pareto. The idea is that 20% of
actions are responsible for 80% of outcomes. The goal of Pareto analysis
is to help you prioritize tasks that are most effective at solving problems.
 Pomodoro Technique:- The Pomodoro Technique was developed by
entrepreneur and author Francesco Cirillo. This technique uses timers to
divide the work into intervals. Each interval is known as a Pomodoro,
named after the tomato-shaped timer Cirillo created.
 Parkinson’s Law:- British historian Cyril Northcote Parkinson is famous for
saying that "work expands to fill the time it takes to complete". In other
words, the time it takes to complete a given task is the time it takes to
complete that task.
 Time Blocking Method:-Inventor Elon Musk is known for being prolific. He
manages his time so efficiently that in a week he works over 80 hours and
still manages to make time for himself. what is his secret? time block.

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SIGNIFICANCE OF PRIORITIZING
The definition of prioritization, according to the Merriam-Webster dictionary, is
"to organize (things) so that the most important tasks come first or are done
first." This involves organizing tasks or groups of things that need to be done and
ranking them according to a variety of factors including but not limited to
importance, whether they are time sensitive, and how long it takes to complete
each task. Including attaching. This will help you determine what to focus on to
achieve maximum productivity and get more done. There seem to be two
common methods of prioritization: About what to do first when there is so much
to do. When it comes to time management, we prioritize throughout the day to
make sure we have time for everything. This is similar to students saying they
don't have enough time to go to school, do their homework, eat, sleep, exercise,
or socialize. A person who is being told to prioritize to do everything effectively.
Prioritizing issues is an important process, in that it assists an organization in
identifying the issues on which it should focus its limited resources. into the
prioritization process. Members of the prioritizing group need to be mindful that
their perceptions may be different from those around them.
WORK/LIFE BALANCE & MULTITASKING
Research shows that long working hours can be detrimental to both workers and
employers. Unhealthy patterns and unsustainable work cultures mean
employees start demanding balance. According to a survey, more than 60% of
US employees feel their desired work-life balance is out of balance. If you are a
small business owner or employer, how do you maintain a work-life balance for
your employees? Work-life balance is the state of choosing to prioritize the
demands of work/career and personal life equally. People who are out of this
balance have more professional and personal commitment, work longer hours,
and have less personal time. Her need to work towards achieving work-life
balance is driven by external and internal factors.

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Why is it important?
Many studies show that when employees work more hours, they become
less productive. These studies help remind employers that working long
hours does not improve performance. However, when employees work
excessively long hours, the impact on employee health increases
dramatically. Poor work-life balance can have a bigger impact than simply
not spending time on your hobbies and interests. Studies show that
working long hours can increase the risk of cardiovascular disease.
Employees who work long hours or find it difficult to maintain a work-life
balance:
 high risk of burnout
 High risk of anxiety and depression
 suffer from fatigue
 have stress-related health problems
 As companies begin to embrace remote work, it becomes increasingly
difficult for employees to separate their work and personal lives. They
hold meetings in the living room, juggle lunches while finishing work, and
virtually ensure appropriate social interaction.

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MULTITASKING
Multitasking is doing more than one task at a time. The reason for
multitasking is that individuals have multiple tasks to complete, each of
which may be of high urgency. Therefore, to complete the tasks at the
same time, a person decides to do them all at the same time. It's
important to note that some tasks can be completed with others and
others require your utmost attention. Everyone handles multitasking
differently. Some people can effectively multitask, while others may find
it difficult to multitask. Studies show that multitasking makes a person less
efficient because the brain can only handle one task at a time. When a
person multitasks, the brain struggles to handle multiple tasks
simultaneously, resulting in poor performance. Studies have also found
that multitasking lowers a person's IQ (Intelligence Quotient - a measure
of a person's reasoning ability). From this discussion, we can see that
doing multiple tasks at once damages the brain.

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AVOIDING PROCRASTINATION AT WORK
1. Connect your work to your goals:-The best way to stop procrastinating
is to have a clear understanding of how your work contributes to your
team and organizational goals. With that level of clarity, work becomes
meaningful. We don't work for the sake of work, we contribute to a
larger vision. Ideally, that vision is something you're passionate about.
But even if it doesn't, just understanding how your work ties into
something bigger makes it all the more meaningful. Instead of
suffering from time discrepancies, it adds tangible value to tasks that
are usually put off.
2. Clarify your priorities:-Deadlines are always subject to change. This
can happen because the project is suffering from scope creep, another
project is taking precedence, or the team her leader is reallocating
resources based on last-minute needs. But once you know which tasks
are most important, you'll be ready to proactively manage your
priorities. Even when deadlines and schedules slip, you can do work
that produces meaningful results. Prioritizing is a good way to avoid
procrastination as it helps you get a clear picture of which tasks are
most important. With clear priorities, you'll know you're not working
on unimportant tasks. Instead of feeling like you're wasting your time
at work, think about why your work matters.
3. Set goals to combat perfectionism:-Chronic procrastinators can be
perfectionists. In these cases, the pressure to do a perfect job can be
overwhelming and lead to delays. But perfectionism, like most other
types of procrastination at work, can be resolved with clarity. focus on
effect When you struggle with perfectionism, you can feel the impact
of your work. Instead of striving for perfection, focus on getting the job
done in the best possible way to support your business goals. The
meaning is as follows. Suppose you are creating an educational
animation for the home page of your website. A lot of people will see
this piece - it will panic the perfectionist in you because it's focused on
results and thinking about all the people who watch the video. Instead,
focus on the goals and impact of your video. The purpose of the
animation is to convey the benefits of your product to people

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unfamiliar with it, and the effect is education. By reprioritizing your
impact, you can reduce the pressure of perfectionism and get to work.
Another great strategy for fighting perfectionism is to define what
"done" means. This is technique Scrum teams use to move forward
quickly. Defining what "done" means and sticking to it will give you a
point where you can stop working regardless of whether the work is
100% perfect for him. When in doubt, remember that completion is
better than perfection.
4. Break big initiatives down into smaller tasks:- Knowing when and
how to complete a large project can be difficult. As a result, you will be
tempted to procrastinate. The scale of the initiative makes it difficult
to grasp all the moving parts and connect them to the larger goals.
Instead of being overwhelmed by the enormity of your task (or
project), break your work into smaller chunks and use project
management tools to track and organize your work. It's also helpful to
break up large work packages into smaller pieces, as you probably
won't be responsible for all aspects of a large initiative. For example, if
you're writing an e-book, you'll be responsible for structuring, drafting,
and editing your work. But there may still be someone designing the
e-book and an editor who needs to approve it.
5. Capture each task:- Even if you're not working on a complex initiative,
listing each task is helpful. Without a clear way to visualize what's in
front of you, it's easy to get overwhelmed and lose track of everything
you need to do. And you are not alone. Our research shows that 26%
of deadlines are missed each week. Keeping track of each task is a
tactic of the Getting Things Done (GTD) method. When you have clarity
on what your job entails, it becomes easier to organize, prioritize, and
execute. Try to track your work with a to-do list app instead of a
written checklist. Crossing the list is fun, but tracking your work in the
app helps you sort and prioritize your work, add extra context to your
important tasks, and share those tasks with your team members.
helps.
6. Set deadlines:- When we don't have a clear deadline for things, we
tend to procrastinate. A clear deadline makes it easier to know exactly

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when tasks need to be completed. You can plan accordingly so that
you can be ready on time. After all, you can't do good work if you don't
even know when your work is due. Once you have all your to-dos in
one to-do list tool, make sure each item has a due date associated with
it. This is also an opportunity to identify low-priority work for yourself.
When such a task arises, postpone it until you are available or delegate
the task to someone else. Don't do this just once. Quickly review work
at the end of the day and set due dates for new tasks. When you head
to work the next day, you'll be ready to get things done.
7. Try These Time Management Strategies:- Clarity tends to increase
motivation. Still, there are days when I need a little extra support to
keep working. If so, try a time management strategy that reduces
multitasking and lets you flow. A Get Things Done (GTD) method. The
GTD method is based on the idea that the more information you keep
in your head, the less productive and focused you will be. We
encourage you to store it in an organized source of truth.
Pomodoro technique. The Pomodoro Technique alternates between
work and rest sessions. A Pomodoro is a 25-minute work session followed
by a 5-minute break. After four Pomodoros, take a long break. Working
intensively for short periods can increase your productivity and keep you
motivated. time block. Time blocking is a time management strategy that
plans every part of your day. Time blocks are an effective way to divide
your work week into bite-sized slots, such as checking email, working on
projects, taking breaks, or even exercising. Timeboxing is a goal-oriented
time management strategy that helps increase productivity and reduce
procrastination. A timebox represents the goal of completing a specific
task within a specific timeframe. 2-minute rule. The two-minute rule is a
simple time management strategy.
If one task takes less than two minutes, do it now. This methodology
focuses on small tasks, with the belief that the quicker you get them
done, the more time and brains you can spend doing more impactful
work.

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LEADERSHIP AND NEGOTIATION SKILLS
Leadership skills in negotiation are used to understand the interests of the
people you lead and to find ways to meet those interests. In negotiation,
successful leaders seek to understand the interests of the people they lead and
to find ways to meet those interests to achieve organizational goals. Leadership
skills are essential in any negotiation, as successful outcomes are more likely if
you can create a win-win situation. Relationships are as important to leadership
as negotiations. Positive relationships are important because they create trust.
This is an important means of ensuring desired behaviour from others. One of
the many ways to build your leadership skills is to find your voice. Poet Walt
Whitman conveyed the idea that persuasive communication is fundamental to
effective leadership when he wrote, "I will obey whoever speaks to me in the
right voice." Whitman's words also emphasize the importance of tailoring his
communications to the executive to reflect individual concerns, interests, and
styles. When deciding how to communicate, be aware that the medium you
choose says something about the relationship between you and the person
you're leading (e.g. notes or face-to-face meetings). Download Real Leaders
Negotiate if you want to improve your leadership skills, whether you're working
with employees, customers, or customers. Understand the difference between
leadership and management. Building negotiating leadership skills requires not
only analyzing complex negotiating case studies but also learning a set of
sophisticated competitive and collaborative negotiating strategies. Leadership
almost always involves negotiation, and we find that good leaders are always
good negotiators.
INSPIRING AND MOTIVATING INDIVIDUALS
Inspiration is the process of evoking emotions in a person that urges them to
take a particular action. It also refers to the process of developing ideas
spontaneously in a creative process. Inspiration is an inner and emotional
concept that involves inspiring values that people believe are important.
Motivation, by contrast, induces someone to perform an activity for external
reasons. Motives can also be internal. In other words, the activity itself brings
satisfaction to the individual. Motivation gives people a reason to do something,
and inspiration makes them want to do it.

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SOURCES
Motivation can come from both internal and external sources. Extrinsic
motivation refers to external factors that drive a person to act. For example,
bonuses, awards, or promotions can be extrinsic motivations. In intrinsic
motivation, the activity itself is the incentive to act. For example, someone who
jogs every day to enjoy their runner's high is inherently motivated. In both cases,
the incentive is related to the task at hand. When it comes to inspiration, it can
only come from internal sources. Inspiration is the awakening of inner desires
and values that drives someone to a course of action. For example, someone
who spent a weekend in a low-income neighbourhood might be inspired to start
an outreach to feed low-income children. The main difference is that inspiration
does not require activity. People are often encouraged to find activities that
release the emotional impulses within them. Inspiration drives people to create
and achieve, whereas motivation only drives achievement.
MANAGING TALENT AND LEADING A TEAM
Talent Management(TM) refers to anticipating an organization's human capital
needs and developing a plan to meet those needs. The field has become popular
among practitioners over the past decade, particularly after McKinsey's 1997
study and his book on The War for Talent. But it has also attracted attention and
interest in academic debates. Michaels, Ed. Handfield Jones, Helen. Axelrod,
Beth. War for talent. Harvard Business Press. Talent management in this context

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does not refer to the management of entertainers. Talent management is the
science of using strategic workforce planning to increase business value and help
companies and organizations achieve their goals. All that is done to attract,
retain, develop, reward and perform employees is part of talent management
and strategic workforce planning. Talent management strategies must be linked
to business strategies and local contexts to function better.
LEADING TEAM
A team leader is a person who guides, directs, directs, and leads a group of
people (a team) to achieve a major or coordinated group of achievements. A
team leader acts as the helm for a group of people working towards the same
organizational goal. The team leader monitors the team's quantitative and
qualitative performance and reports the results to the manager. Leaders often
act as members within a team, fulfilling the same role, but with the added
responsibility of “leadership”. This is in contrast to higher-level management,
which often has an entirely separate role. For teams to function well, team
leaders must “use their knowledge and skills to achieve common goals.” You
also need to inspire your team to 'get it done'. When the team leader motivates
the team, group members can act in a goal-oriented manner. A "team leader" is
also someone who can drive performance within a group of people. Team
leaders leverage their expertise, peers, influence, and/or creativity to create
effective teams. Sculler defined the purpose of a leader (including the team
leader) as: “The purpose of the leader is to ensure that leadership is in place...to
ensure that all four dimensions of leadership are [addressed].” The four
dimensions are: That's right. Shared and motivating team purpose or vision or
goals, actions, progress and results, collective cohesion or team spirit, and
attention to individuals.

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INFLUENCE AND PERSUASION
Successful leaders use influence and persuasion to motivate team members and
ensure everyone is working towards the same vision. Persuasion and influence
are both leadership qualities, but there is a difference between the two. If you
want to be an effective leader within your organization, you may want to learn
how to be more persuasive and increase your influence. This article defines
persuasion and influence, lists their benefits, shares skills that can help improve
persuasion and influence, and offers tips on how to effectively improve these
skills in the workplace. Successful leaders often use their influence and
persuasive powers to motivate team members and ensure that everyone is
working towards the same vision. Persuasion and influence are both leadership
qualities, but there is a difference between the two. If you want to be an
effective leader within your organization, you may want to learn how to be more
persuasive and increase your influence. This article defines persuasion and
influence, lists their benefits, shares skills that can help improve persuasion and
influence, and offers tips on how to effectively improve these skills in the
workplace. Influence is part of a person's identity. People often gain influence
through achievements, behaviour, or social status. Influential professionals may
find it easier to persuade others to agree to work together toward certain goals
or to take desired actions.

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NEGOTIATION SKILL
Negotiation is a formal discussion, especially in business or politics, in which an
attempt is made to reach an agreement between people with different goals
and intentions. They try to find common ground to resolve their differences.
Negotiation in business has become one of the most important skills and
abilities. When negotiations take place between two parties to reach an
agreement, the most effective negotiators are said to be both competitive and
cooperative. An effective negotiator creates value for the other party while
asserting his or her worth. Negotiations require meaningful give and take.
Negotiations should always be a win-win situation, with an agreement being
reached taking into account the interests of both parties. Negotiation requires
interpersonal, communication and problem-solving skills. Choose the best PMP
preparation course to improve your negotiating skills.
NEGOTIATION STRATEGIES AND STYLES
Your negotiating style is your preferred communication tactic to meet your
needs and desires. I can. Learn about different negotiating styles and how to use
them to your advantage in your personal and professional life. A negotiation
style or behaviour is a communication pattern used in a negotiation situation to
achieve a desired outcome. The five main negotiation styles are: Adapt, avoid,
cooperate, compete, and compromise. Successful negotiations often consist of
one or more of these different negotiation styles. Negotiation skills are useful in
business negotiations and your personal life. People whose jobs are to do
business may choose to hone their negotiation skills through formal negotiation
training, but these skills are relevant to people in all kinds of positions and life
situations. Good negotiation tactics are essential to managing and maintaining
strong business relationships. Part of developing solid negotiation skills is

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learning which style to use for specific negotiation situations. It's taking Here are
the details for each style:
 hotel:- Flexible negotiators prioritize maintaining relationships
between negotiating parties. People who exhibit a conciliatory style
seek to meet the needs of the other party while minimizing the level
of conflict in negotiations.
 Avoid:- Avoidant-style negotiators prefer to stay factual and avoid
tensions. In an attempt to remain neutral, we often pass the blame
on to someone else. We do not actively pursue our interests or those
of others.
 Cooperation:- A collaborative negotiation style is a common problem-
solving technique. The aim is to create a win-win scenario.
Collaborative negotiators are adept at finding innovative solutions to
complex problems. People who exhibit a collaborative style aim to
work with others to find creative solutions that meet the needs of all
involved.
 Competition:- Competitive negotiators are results-oriented and
focused on getting their way. They don't focus on relationships or
maintaining good relationships. People who have a competitive
negotiating style are usually unwilling to compromise and can be
aggressive in extreme cases.
 Compromise:- A compromising style aims to find a middle ground
that is beneficial for all sides. However, it differs from the
collaborative style in that it is not aimed at win-win scenarios.
Instead, compromise negotiators seek solutions that sacrifice some
of their desire for resolution. Imagine bargaining at a flea market.
Buyers offer sellers lower prices, hoping to meet somewhere in
between. In this situation, neither party gets everything they want
but walks away with their needs and desires partially met.

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NEGOTIATION STRATEGIES
Here are six key negotiation strategies that you can use in business and everyday
life, but are particularly relevant to the negotiation process. The negotiation
process is continuous and not a single event
 Good negotiation:- results are the result of good relationships, and
relationships must be built over time. For this reason, good negotiators
are always looking for ways to improve their relationships and strengthen
their position. In some cases, negotiations have already been decided
before people even get together to talk.
 think positive:- Many negotiators underestimate themselves because
they don't fully understand the power they hold. In most negotiating
situations, you have more power than you think. As much as you want
your negotiations to be successful, you must believe that what you bring
to the bargaining table is what the other side needs. Also, try to show
positivity during negotiations. When interacting with the other person,
pay attention to his tone of voice and non-verbal body language.
 Prepare:- Information is essential for strategic negotiations. Research
your opponent's history, past issues, or sensitive points. The more you
know about the other party's situation, the better you'll be in a
bargaining position. The most important part of preparation is practice!
Negotiation is like golf or karate. Good execution takes practice.
 Articulate and build value:- This is a key negotiation tactic that separates
good negotiators from gurus. You shine when you have a firm belief in
what you are bargaining for. Be a master in presenting your thoughts and
ideas so that others can see their value.
 Tips for doing this well:- Be candid when presenting the situation. Clarify
what is expected. Discuss possible uses for how this could be done.
 give:- f a person gives up or gives up something in a negotiation, be sure
to reward it as a negotiation strategy. Otherwise, you will condition your
partner to demand more while reducing your status and worth.
Maintaining balance equalizes both sides.

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CONCLUSION
It is imperative for small businesses to have the fundamentals of management
skill to succeed in the long term within corporate society. Without the use of
these vastly important skills the small business will suffer detrimentally through
the loss of income and consequently ending in closure of the business. These
skills that managers need to implement include; Technical skills, Human skills,
Conceptual skills, Planning, Organising, Directing and Controlling. Small
businesses such as tradesmen and family run do not usual have the adequate
staff to deal with the implementation of these skills through various reasons,
but this can change with a few steps that can be taken and thus increase the life
and positive outcome of the small business.

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REFERENCES
 Boone, L.E., Kurtz D.L., (2005) Contemporary Business 11edition,
Thomson& South-Western, United States
 Drucker, P. F., (2007) The Practice of management, Elsevier Limited,
Oxford
 Ebert, R.J., Griffin, R. W., (2007) Business Essentials 6edition,
Pearson- Prentice Hall, New Jersey
 Certo, S. C., Certo, S. T., (2006) Modern Management, Pearson-
Prentice Hall, New Jersey
 UK Essay
 Course Hero
 Oreilly.com

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