Communication Skills

Language and Communication skills are recognized as important elements in employability of

the modern generation. Personality development remains incomplete, if the communication skills
are ignored. Communicative competence refers to both knowledge and the skill in using this
knowledge when interacting in actual communication. Effective communication is a must in this
era of globalization of employability. It is a combination of effective listening, speaking, reading,
and writing. Effective communication enables one to establish and maintain both personal and
professional relations successfully. Excellent communication skills make you more employable
because they can enhance a company’s productivity and efficiency and help prevent the waste of
valuable time and resources.

Communication is arguably the most important of all life skills and plays a significant role in all
aspects of work and home life. Being an effective communicator involves conveying your
thoughts and ideas clearly to achieve certain positive outcomes on the job you created.
Communication can be verbal, written, and non-verbal, your communication skills will
determine how successfully you receive and transmit information. Most employers actively seek
out Individuals who are good communicators. For instance, an employee should have
communication skills. Communication skills, which are one of the judging parameters, are
essential to allow others and yourself to understand information more accurately and quickly.
The best way to improve your communication skills is to communicate as frequently as possible.
The study confirms the fact that a person with a solid knowledge of communication skills will be
able to substantiate his or her academic performance in a relatively better manner. These skills
develop self-confidence, and they also increase the individuals’ employment opportunities.

The management of time in organizations has been almost an obsession since the times of
Frederick Taylor, being able to find in the recent literature, fundamentally, two different
ways of understanding time: as an objective phenomenon, which exists independently of
human action; or as a subjective phenomenon, built socially from human action (Orlikowski
and Yates, 2002). This objective/subjective dichotomy is also reflected in the distinction
between chronos and kairos, chronos being “the chronological, serial time of succession […]
time measured by the chronometer not by purpose” and kairos “the human and living tie of
intentions and goals […] the time not of measurement but of human activity, of opportunity”
( Jaques, 1982, pp. 14-15).
A third proposal has come from the Massachusetts Institute of Technology which
considers that “time is experienced in organizational life through a process of temporal
structuring that characterizes people’s everyday engagement in the world” (Orlikowski and
Yates, 2002, p. 684) and explicitly integrates “the notion of social practices with that of
enacted structures from the theory of structuration (Giddens, 1984). This integration
suggests that time is instantiated in organizational life through a process of temporal
structuring, where people (re)produce (and occasionally change) temporal structures to
orient their ongoing activities” (Orlikowski and Yates, 2002, p. 685).
The review of the literature allows us to detect that the definitions of time management
are not frequent, although many different interpretations of the concept have been
generated, being able to say that in each study the researcher assumes her/his own
definition of time management. Britton and Tesser (1991) propose a time-use model that
includes three factors: short-term planning, time management attitude, and long-term
planning; for McKenzie (1997) it is about controlling the highest level of anxiety and stress;
Hashemizadeh (2006) focuses on the optimal use of time in order to live a better and easier
life that includes personal skills, goal setting, organization of activities, etc., and Covey et al.
(1994) consider that what is relevant is to learn to focus on “what is most important” instead
of following the list of pending activities
The management of time in organizations has been almost an obsession since the times of
Frederick Taylor, being able to find in the recent literature, fundamentally, two different
ways of understanding time: as an objective phenomenon, which exists independently of
human action; or as a subjective phenomenon, built socially from human action (Orlikowski
and Yates, 2002). This objective/subjective dichotomy is also reflected in the distinction
between chronos and kairos, chronos being “the chronological, serial time of succession […]
time measured by the chronometer not by purpose” and kairos “the human and living tie of
intentions and goals […] the time not of measurement but of human activity, of opportunity”
( Jaques, 1982, pp. 14-15).
A third proposal has come from the Massachusetts Institute of Technology which
considers that “time is experienced in organizational life through a process of temporal
structuring that characterizes people’s everyday engagement in the world” (Orlikowski and
Yates, 2002, p. 684) and explicitly integrates “the notion of social practices with that of
enacted structures from the theory of structuration (Giddens, 1984). This integration
suggests that time is instantiated in organizational life through a process of temporal
structuring, where people (re)produce (and occasionally change) temporal structures to
orient their ongoing activities” (Orlikowski and Yates, 2002, p. 685).
The review of the literature allows us to detect that the definitions of time management
are not frequent, although many different interpretations of the concept have been
generated, being able to say that in each study the researcher assumes her/his own
definition of time management. Britton and Tesser (1991) propose a time-use model that
includes three factors: short-term planning, time management attitude, and long-term
planning; for McKenzie (1997) it is about controlling the highest level of anxiety and stress;
Hashemizadeh (2006) focuses on the optimal use of time in order to live a better and easier
life that includes personal skills, goal setting, organization of activities, etc., and Covey et al.
(1994) consider that what is relevant is to learn to focus on “what is most important” instead
of following the list of pending activities
The management of time in organizations has been almost an obsession since the times of
Frederick Taylor, being able to find in the recent literature, fundamentally, two different
ways of understanding time: as an objective phenomenon, which exists independently of
human action; or as a subjective phenomenon, built socially from human action (Orlikowski
and Yates, 2002). This objective/subjective dichotomy is also reflected in the distinction
between chronos and kairos, chronos being “the chronological, serial time of succession […]
time measured by the chronometer not by purpose” and kairos “the human and living tie of
intentions and goals […] the time not of measurement but of human activity, of opportunity”
( Jaques, 1982, pp. 14-15).
A third proposal has come from the Massachusetts Institute of Technology which
considers that “time is experienced in organizational life through a process of temporal
structuring that characterizes people’s everyday engagement in the world” (Orlikowski and
Yates, 2002, p. 684) and explicitly integrates “the notion of social practices with that of
enacted structures from the theory of structuration (Giddens, 1984). This integration
suggests that time is instantiated in organizational life through a process of temporal
structuring, where people (re)produce (and occasionally change) temporal structures to
orient their ongoing activities” (Orlikowski and Yates, 2002, p. 685).
The review of the literature allows us to detect that the definitions of time management
are not frequent, although many different interpretations of the concept have been
generated, being able to say that in each study the researcher assumes her/his own
definition of time management. Britton and Tesser (1991) propose a time-use model that
includes three factors: short-term planning, time management attitude, and long-term
planning; for McKenzie (1997) it is about controlling the highest level of anxiety and stress;
Hashemizadeh (2006) focuses on the optimal use of time in order to live a better and easier
life that includes personal skills, goal setting, organization of activities, etc., and Covey et al.
(1994) consider that what is relevant is to learn to focus on “what is most important” instead
of following the list of pending activities
The management of time in organizations has been almost an obsession since the times of
Frederick Taylor, being able to find in the recent literature, fundamentally, two different
ways of understanding time: as an objective phenomenon, which exists independently of
human action; or as a subjective phenomenon, built socially from human action (Orlikowski
and Yates, 2002). This objective/subjective dichotomy is also reflected in the distinction
between chronos and kairos, chronos being “the chronological, serial time of succession […]
time measured by the chronometer not by purpose” and kairos “the human and living tie of
intentions and goals […] the time not of measurement but of human activity, of opportunity”
( Jaques, 1982, pp. 14-15).
A third proposal has come from the Massachusetts Institute of Technology which
considers that “time is experienced in organizational life through a process of temporal
structuring that characterizes people’s everyday engagement in the world” (Orlikowski and
Yates, 2002, p. 684) and explicitly integrates “the notion of social practices with that of
enacted structures from the theory of structuration (Giddens, 1984). This integration
suggests that time is instantiated in organizational life through a process of temporal
structuring, where people (re)produce (and occasionally change) temporal structures to
orient their ongoing activities” (Orlikowski and Yates, 2002, p. 685).
The review of the literature allows us to detect that the definitions of time management
are not frequent, although many different interpretations of the concept have been
generated, being able to say that in each study the researcher assumes her/his own
definition of time management. Britton and Tesser (1991) propose a time-use model that
includes three factors: short-term planning, time management attitude, and long-term
planning; for McKenzie (1997) it is about controlling the highest level of anxiety and stress;
Hashemizadeh (2006) focuses on the optimal use of time in order to live a better and easier
life that includes personal skills, goal setting, organization of activities, etc., and Covey et al.
(1994) consider that what is relevant is to learn to focus on “what is most important” instead
of following the list of pending activities
Interpersonal skills

Interpersonal skills are often referred to as social intelligence and strongly linked to knowledge
of social expectations and customs, whether learned or acquired. People with the strongest
interpersonal skills adjust their tactics and communications on the fly depending on the reactions
of others. In many organizations, employees with strong interpersonal skills are valued for their
pleasant demeanour and positive, solution-oriented attitude. These employees are seen as team
players, who work well with others to achieve a goal. Interpersonal skills are highly valued in the
business world. Job seekers should use every opportunity to show their interpersonal skills
at interviews and on resumes. It can be difficult for an interviewer to gauge a prospective
employee's actual ability to perform the job in a short interview; therefore, many interviewers
rely on the interpersonal skills of a candidate and how those skills would fit within the larger
organization. They will often base their decision to recruit on whether the candidate possesses
the right interpersonal skills to succeed within the business.
Effective communication and interpersonal skills underpin everything, whether in the workplace
or elsewhere. Interpersonal skills are best honed by practice. Expressing appreciation for team
members and support staff, displaying empathy, moderating disputes quickly, and controlling
displays of temper are all good exercises. Interpersonal skills are highly valued in the business
world and having strong interpersonal skills will allow for more efficiency in getting tasks done
as well as done correctly all to the betterment of the company and having poor interpersonal
skills can be a detriment. Even if an employee is able to do their work correctly and well, having
poor interpersonal skills can be a factor in the limitations of their growth at a firm as well as
holding on to a position. A good range of interpersonal skills will help you contribute towards a
productive and professional work environment, which is beneficial for employees and
employers. Self-confidence, collaboration and positivity are all sought after interpersonal skills.
Time Management Skills
Time is of great importance as it is an essential element of any action. The time measured in the
moon and the sun is measured in hours, minutes, seconds, and then the fraction per thousandth of
a second. In light of the global changes and the data of the scientific revolution, it can be said
that time is the key to progress, not the machine, because it is no longer about the ability to
develop new equipment and machines as much as speed and skill to do so (Badawi, 2011). The
concept of time varies according to motives and needs. The concept of time is also influenced by
different cultures. It is in Western civilization. In material theory, the concept of time is the ideal
of time. In Islamic civilization, time is the life of man. Islamic legislation regulating time and its
importance (Faisal, 2012). The improvement of the individual's time management skills is
reflected in the family and society; because time is one of the most important elements of
production in society. The trends of individuals in any society towards time, its importance and
how it is exploited are one of the main elements of the cultural environment. It is also possible to
measure the cultural progress of a society through the attitudes of its members and their
appreciation of time. Time is life (Ahmed and Sabri. 2003).

Time management means working efficiently, and employers in every industry look for staff that
can make optimal use of the time available to them on the job. Saving time saves the
organization money and increases revenue. Failing to manage time can negatively affect both
your professional and personal life.  It is about allocating the right time to the right activity. Self-
management enables someone to feel and be more productive in the workplace and includes
good communication, decision-making and time-management skills. It allows individuals to
make the best use of available time by prioritizing tasks according to their importance and
estimated time taken to complete them.

Managing your time well also allows you to have space to be creative and proactive with your goals.
When you have a specific time set aside to complete your tasks, you can also allow for time to think
about the big picture for yourself and your company. Effective time management requires staff to
analyse their workload, assign priorities, and maintain focus on productive endeavours and
Employees who are excellent time managers can eliminate distractions and enlist support from
colleagues to help accomplish their goals. The researchers believe that time is an essential
resource in human life and must be exploited better because it is not compensated at a price,
since management and time are complementary concepts because when we manage our time
appropriately through the use of elements of the administrative process lies in planning,
organization, guidance and control. This will help us to exploit our time appropriately and
achieve the goals set and accomplished with the least time, effort and cost.