It is one thing to desire opportunities to show what you can do in a challenging or higher position of responsibility... you will need-

Having a wide range of people skills are necessary for 20th-century work success. Skills like customer service, building effective relationships, and teamwork are among the abilities most requested by employers in job postings.

Lack of these skills is considered a serious psychological handicap. Constructive leadership based companies engage in helping individuals to grow, and through that growth employees take more responsibility and discharge it effectively.

This in-turn will enhance the basic attitude of the individual; and that will reflect the general level of performance in workplace. Studies indicate that many people who have difficulty in obtaining or holding a job possess the needed technical competence but lack interpersonal competence.

People skills are patterns of behavior and behavioral interactions. Among people, it is an umbrella term for skills under three related set of abilities: personal effectiveness, interaction skills, and intercession skills.

This is an area of exploration about how a person behaves and how they are perceived irrespective of their thinking and feeling.

It is further elaborated as dynamics between personal ecology (cognitive, effective, physical and spiritual dimensions) and its function with other people's personality styles

in numerous environments (life event's, institution's, life challenges...etc.). British dictionary definition is "the ability to communicate effectively with people in a friendly way,

especially in business" or personal effectiveness skills. In business it is a connection among people in a humane level to achieve productivity.

Portland Business Journal describes people skills as:

• Ability to effectively communicate, understand, and empathize.

• Ability to interact with others respectfully and develop productive working relationship to minimize conflict and maximize rapport.

• Ability to build sincerity and trust; moderate behaviors (less impulsive) and enhance agreeableness.

Respect is a positive feeling or action shown towards someone or something considered important, or held in high esteem or regard; it conveys a sense of admiration for good or valuable qualities; and it is also the process of honoring someone by exhibiting care, concern, or consideration for their needs or feelings.

Records of guidelines related to "people skills" have been found as early as the New Testament. Five examples of early human guidelines appear in the Bible. 1 Peter4:8-9 advises: "Above all, maintain constant love for one another, for love covers a multitude of sins. Be hospitable to one another without complaining."; and Solomon's wisdom in Proverbs 15:1 includes: "A soft answer turns away wrath, but a harsh word stirs up anger.", along similar lines in Proverbs 16:21 includes: "The wise of heart is called perceptive, and pleasant speech increases persuasiveness."; 1 Thessalonians 5:14 dictates: "And we urge you, beloved, to discourage the idlers, encourage the fainthearted, help the weak, be patient with all of them."; Titus 3:2 advises: " To speak evil of no one, to avoid quarreling, to be gentle, and to show every courtesy to everyone."; and in Galatians 6:2 encourages: "Bear one another's burdens, and in this way you will fulfill the law of Christ."

Human-relations studies emerged in the 1920s when companies became more interested in "soft skills" and interpersonal skills of employees. In organizations, improving people skills became a specialized role of the corporate trainer. By the mid-1930s, Dale Carnegie popularized people skills in How to Win Friends and Influence People and How to Stop Worrying and Start Living worldwide.

In the 1960s, US schools introduced people-skills topics and methods—often as a way to promote better self-esteem, communication and social interaction. These encompassed psychologist Thomas Gordon's "Effectiveness Training" variations as well as many other training programs. (By the 1980s, "traditional education" and a "back-to-basics" three-Rs emphasis largely pushed these programs aside, with notable exceptions.)

The first documented use of the phrase "people skills" was around 1970

reach your full personal potentials

to prepare you for the challenges of everyday life. Life skills-based education focuses on cultivating personal life skills such as self reflection, critical thinking, problem solving and interpersonal skills.

Life skills-based education (LSBE)

is a form of education that focuses on cultivating personal life skills such as self reflection, critical thinking, problem solving and interpersonal skills. LSBE Life skills-based education aims to help children reach your

full personal potentials and to prepare you for the challenges of everyday life. Life skills-based education communication skills, decision making skills, interpersonal skills. Technical skills are essential

Bachelor of Management Studies or BMS is an undergraduate program for management studies offered by many universities throughout the world. The course allows you to obtain the knowledge and skills needed to assume management positions in a wide range of organizations. Management studies programs provide students with a solid foundation in organizational behavior and human resource management while electives in labor-management relations, negotiation, conflict resolution, compensation systems and organizational development allow students to develop deeper knowledge in specific areas of interest. In addition to business management course, it will equip you to understand how organizations work, how they are managed, and how they interact with local, national and international environments.

(category Management occupations) a number of specific skills— for example: communication skills, decision making skills, interpersonal skills. Technical skills are essential for A functional manager

A functional manager is a person who has management authority over an organizational unit—such as a department—within a business, company, or other organization. Functional managers have ongoing responsibilities, and are not usually directly affiliated with project teams, other than ensuring that goals and objectives align with the organization's overall strategy and vision.

The skills of functional managers

To achieve an organisation's objectives, functional managers need a number of specific skills—for example: communication skills, decision making skills, and interpersonal skills.

• Technical skills are essential for functional managers, because they require specific knowledge and capabilities to accomplish their tasks.

• Communication skills refer to functional manager's ability to transfer the information to others effectively and efficiently.

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• Functional managers need to convey information to subordinates so that subordinates are able to understand what is expected from higher authorities.

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• Once they better understand overall goals and requirements, they work with colleagues to achieve the organisation's goals.
  

• Decision making skills require functional managers to have the ability to weight the positives and negatives of each decision.

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• Moreover, this skill also require functional managers to recognize problems and opportunities quickly and correctly, then they should take appropriate actions to solve the problems or capitalize the opportunities.
  

• Functional managers also need interpersonal skills because they need to get along with people within or outside of their function, for example, senior managers or investors. Sometimes they need to face customers as well.

• Time management skills also essential for functional managers, they need to manage their work efficiently and delegate appropriately. A good functional manager should be able to accomplish tasks on time.

Although above skills are important to all types of managers, their relative importance tends to vary by various functions, for example, finance functional managers need to have skills about rising fund and financial analysis.

Personality style has been defined as "an individual's relatively consistent inclinations and preferences across contexts."

Personality can be defined as a dynamic and organized set of personal traits and patterns of behavior. "Personality includes attitudes, modes of thought, feelings, impulses, strivings, actions,

responses to opportunity and stress

and everyday modes of interacting with others."

Personality style is apparent "when these elements of personality are expressed in a characteristically repeated and dynamic combination."

According to Oldham and Morris, "Your personality style is your organizing principle.

It propels you on your life path.

It represents the orderly arrangement of all your attributes, thoughts, feelings, attitudes, behaviors,

and coping mechanisms. It is the distinctive pattern of your psychological functioning—

The way you think, feel, and behave—that makes you definitely you."

The origin of personality style is in some combination of genetic inheritance and environmental influence.

The concept of personality style is broader than and includes the concepts of

"personality traits",

"personality type",

and "temperament",

or as a classification of type as with the Holland Codes.

"Personality styles

should be recognized as constructed approximations of human experience"

and should be arrayed on a continuum

rather than be reifed or totalized.

One should be vigilant to deconstruct the uses of personality style in favor of an ongoing reflexivity about the use and misuse of such labels...

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McAuliffe, Eriksen and Kress contrast personality style theory with stage theory. Style "represents long-term constructive preferences whereas stage represents current constructive capacity." Also, "style is relatively long-term and consistent over time, whereas stage tendencies are mutable..."

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Personality style assessment can help individuals and practitioners appreciate human diversity, or, in the words of Isabel Briggs Myers, respect "gifts differing".

"The range of normal variation in styles can explain much human behavior without reference to notions of pathology." Personality disorders can be re-conceptualized as being on a continuum, with one end being a more adaptive inclination. And style assessment can also complement the search for personality disorder.

Specific personality style theories that might be useful include Costa and McCrae's NEO PI-R personality inventory, Holland's person-environment matching theory,Isabel Briggs Myers' personality type indicator theory, Oldham and Morris' derivation of personality styles from DSM personality disorders, and Ivey's

These training's as a responsibility to "increase the knowledge, sharpen and add to the skills, improve the habits,

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and change the attitudes of many of those for whose development

we are responsible."Lack of people skills among upper echelons (top management) can result in bullying and/or harassment,

which is not uncommon in the modern workplace due to changing values.

The causes that are most identified with the situation are lack of necessary motivation, communication, influencing skills and empathy

gap among upper echelons (Gilbert and Thompson, 2002). Training company staff in people skills and interpersonal skills

increases the morale and dignity at work (Best, 2010). Employers that do not take steps to prevent harassment

can face major costs in decreased productivity, low morale, increased absenteeism and health care costs, and potential legal expenses...