Saturday, March 9, 2019

Soft Skills For Success

Author information GRK Murty, a postgraduate in bucolic sciences with CAIIB, DM and PG Diploma in Personnel Management and industrial Relations, is currently working for The ICFAI University, as Associate Dean. Earlier, he worked at AP Agricultural University, Hyderabad for six years and later with strand of India for 27 years. He had a stint at Bank of India Management Development Institute, Mumbai as a faculty member and Vice- Principal. He took voluntary retirement as Asst. global Manager in the year 2000.He has published around 45 written document in Science, Banking, Management and Insurance journals. He has as well as presented papers on Banking and Insurance at National and International seminars. He has published vitamin C articles in finance and HR magazines. He has to his credit two change adjudges Forex Markets Exchange Rate Dynamics and Derivatives Markets Vol 1. He is the Consulting Editor for the ICFAI Journal of Bank Management. The Book There is a popular beli ef that in nows fast changing and challenging business environment, spongelike skills atomic number 18 more critical for success than exhausting skills.This is a misconception. The reality is that it has ever so been that way Nobody in history ever succeeded in delivering a great executive and business performance consistently through grueling skills alone. General and widespread aw areness of the tremendous importance of cushiony skills in management is, of course, a more recent phenomenon. As the world has rick more and more competitive in recent decades, organizations are determination that under-productivity and incompetence of their personnel are becoming less and less affordable.And when the factors determine employee effectiveness are analyzed, many organizations find glaring inadequacies in gentle skills, undermining the effectiveness of their smartest, hardest working and most knowledgeable employees/executives. The managers concerned would not commit been recrui ted in the first place for their soft skills at the recruitment stage, their ground knowledge alone would have been comprehensively tested and retested. Nor would they have veritable any particularly meaningful training subsequently in soft skills improvement, because until recently, soft skills seldom received the guardianship they deserved.Most organizations worked on the premise that soft skills are inherited skills and they cannot be acquired. At best, they can only be cultivated, honed or fine-tuned along the way in a managerial or executive career through observation and hump. In the actual experience of many organizations, such hopes seem to have been significantly belied, inevitably warranting resort, in recent decades, to a more professional approach for the enrichment of this critically distinguished managerial input within the organization.The imperatives of competitiveness pushed organizations to give increased attention to the soft skills of their people, which see med to really script the success of organizations better than mere hard skills. The problem has been extensively discussed and researched upon, resulting in the emergence of a firm fate of literature on the subject in the last couple of decades. A lot of work has been done on the assessment of soft skills and on the various measures for improvements in the levels of such skills across the cadres in many forward-moving organizations.Soft Skills for Success by GRK Murty, discusses the whole gamut of soft skills in a lucid, ingratiatory and self-explanatory fashion, between the covers of a well-written, 200-page volume. The treatment is intended for the lay proofreader and is quite free from jargon. Even so, the book is comprehensive without being pedantic. By drawing generously upon the views, ideas and thoughts of a wide spectrum of management experts, academics and business magnates and coordinated them with the traditional wisdom of the prescriptions of oriental and occidenta l scriptures and classics, the book invests itself with credibility and composeity.The author organizes the book in four shares. The first division titled cognise Thyself introduces the reader to a definition and description of soft skills. The second prick focuses on role, role perception and the management of role-conflicts in the work situation. It has a chapter exclusively dedicated to the discussion of creativity in the workplace. The third section on Communication and Personality Differentiation offers cogent and well argued essays on communication skills, listening skills and negotiating skills, in separate chapters.The fourth and final section is dedicated to interpersonal skills. The six interesting chapters in this section bonk with issues like assertiveness, handling of interpersonal conflicts, counseling, leadership, mentoring, etc. Criticism The author provides a systematic and uncomplicated treatment of the various topics taken up for coverage. The book is compac t without being dense, and takes the reader through a guided magical spell of the soft skills domain.It is an interesting and informative excursion. Given the importance of the subject subject field of the book to the aspirants in the employment market as also to those already pursuing careers in management (adequately equipped with appropriate hard skills for jobs further looking out for reinforcement of soft skills), and given the orderly and bear upon manner in which the subject has been presented, it can fairly and safely be predicted that the book would see several reprints in the years to come.Conclusion Soft Skills are intangible, hard to define but thats what makes us a whole human being, a social individual. Successful people are unendingly found to be not just professional but they also have these PLUS qualities soft skills that others do not posses

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