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摘要：This paper tends towards the view that soft skills training may be an unnecessary expenditure of capital and training time for many organizations, however this view is strongly refuted by Ramsoomair (2004), who claims that soft skills are ignored because of an obsession with tactics at the expense of strategy.

interdependent soft skill set vital to many modern managers.
　　Some of the most recent training developments are reported in a recent Computer Weekly (2005) article, which mentions that the BCS Young Professionals Group has recently run two events to help its members develop the communication skills they need to be successful in a modern business/IT environment. The first event was held at the group's annual general meeting in London on March 5, 2005, with another meeting, conducted on April 14, which was dedicated to honing negotiating skills to boost career development. Although this article was written before the events, and thus could not report on them, it claims that the event was just one of a series, aimed to build up the soft skills which are now in greater demand from employers, offering more practical evidence that soft skills are becoming an increasing concern throughout the economy.

　　Finally, Thilmany (2004) addresses the profession long believed to have the least use for soft skills when compared to the hard, technical skills: mechanical engineering. The article discusses about how engineers can learn to become good managers, reporting on how Steven Cerri, who heads STCerri International of San Rafael, California, teaches what he calls soft skills to engineers who want to make the transition to management. The initial class is for corporate engineers who are thinking about a transition to management, with a second class is aimed at engineers who definitely want to manage or who are already leading people. Importantly, Cerri claims that, although the gulf between engineer and manager is huge, though spoken of infrequently, a lack of people skills is not only understandable, but also eminently correctable.

　　Aims and Objectives of Research
There are three main objectives to this research, based around the overall aim of the dissertation, and what has been revealed by the literature review.
　　Firstly, it will be necessary to determine the extent to which training can improve the soft skills of employees and managers alike, both independently of practical experience, and combined with said experience. In terms of being combined with said experience, it may be useful to study whether training before extensive experience of dealing with customers is more effective than training employees who already have significant experience. In other words, does customer exposure make employees more eager to learn how to placate and address customers, or does it make them more 'set in their ways'?
　　The second objective will be to determine to what extent employee and managerial soft skills can influence the tendency of customers to become repeat, and potentially loyal, customers. Again, soft skills will only be one potential factor influencing customer choices, and it will be necessary to attempt to determine the impacts of the other aspects of the marketing mix: price, promotion, place and product. It is hypothesized that there will be certain combinations of the various aspects that will have the desired effect; however this may vary according to customer demographics.

　　The third objective will be to determine the extent to which soft skills can be converted to company profits, as a result of gaining more customers, and repeat customers, and how this is affected by company training policies and expenditure. In other words, the data will be used to attempt to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。