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ave to play apart from motivating and leading them. HR managers design and appoint employee responsibilities and duties. They also plan employees' relationships that exist with other members of the company. They are responsible to plan and implement programmes designed to improve the effectiveness of the employee. Managers' skills are very important when dealing with the employees' issues (Watson, 2006) (Redman and Wilkinson, 2006). Managers need good communication and negotiating skills to deal with employees problems. Managers can overcome the employee related problems and organisational conflicts by questioning, interviewing and interpreting employee attitudes. Managers can also prevail by developing and implementing policies and practices according to organisation's needs and to the character of company's workforce. It is very crucial for the management to understand and realize interpersonal communications among workers in the organization because it is the basis for all workforce reactions and it allows the manager an opportunity to develop relationships with the employees In the workplace without alienating anyone. Working with different groups requires an incredible effort of interaction (Watson, 2006), if this coordination is constructive, it can help creating the right workplace climate, employee attitudes, their beliefs and behaviours. To achieve all this, it essential for the management have the respect of their workforce. If this respect is not there, it will be difficult for a management to get things accomplished and done in a right way (Armstrong, 2008). The managers can influence their employees by being a good leader. A leader builds up his employees' abilities and skills by rewarding them with more responsibility as they become more competent (Watson, 2006). Developing employees to achieve performance becomes more significant when businesses compete qualitatively and implement work practices that engage employee involvement and team working. People work more meaningfully and participate enthusiastically in systems where organisations encourage their contribution.

2.6. Sales Training:

Sales training is given to those responsible for approaching and actively engaging prospective customers (Salisbury, 1998). Professional sales training and development can often be the difference between success and failure in an employee's career. One of the major traits of top performing sales people is that they actively and passionately engage in selling. Training professional selling skills of employee can not only benefit employee but overall company performance. Finding business opportunities and converting those into sales requires effective training and active participation from the employee (Salisbury, 1998). The normal process of selling consists of approaching, interviewing, presenting, negotiating resistance and sale closing. Selling is much debated activity and sales training varies in its attempt to satisfy everyone's differing views and theories on what makes a good salesperson. If the company understands this then it could be more objective in what training is required. Sales persons must discipline themselves to continuously enhance their selling skills and improve their performance (Karevski, 2005). Practicing sales techniques will increase your sales s本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。