Management has been defined as deciding what people should do and getting them to do it. Both aspects rely on interactive skill, since the information to decide must invariably be obtained from people and getting people to co‐operate can rarely be achieved today by a simple command. Indeed, depending on the nature of the decision, effectiveness may dictate that those who must carry it out, should be involved in deciding both what shall be done and also how it shall be achieved. It is not unusual therefore, to find that not only managers and supervisors but specialists and members of project teams, find the need to spend more than half their time in group work, for instance, in obtaining or giving information and in personnel matters involving interviews and appraisals.
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