An Effective Business Writing: A Guide for those who writes on the job

This book includes the basic information for teaching entrepreneurs how to write a business plan. It is designed to be used in a 9-10 hour session depending on the size and background of the audience. A combination of lecture and hands-on approach is recommended. Participants should be given time to work on a basic outline of their business plans and report orally to the entire group. Participants who want to continue the development of their plans should be given 4-6 weeks to do so with follow-up and feedback from the instructor. Goal: Entrepreneurs will learn how to write business plans. Objectives: As a result of this session, entrepreneurs will learn: • The reasons for preparing a business plan. • The components of a business plan. • The format of a business plan. The present book is a novel attempt to cover a wide range of the problems of Business writing in the segment of Business among the people of all kinds of personalities in the human beings of the world. This book faces very busy ideological preparedness in my life. It is in the context of managerial work that we have studied this aspect of Business writing, but in this book it has by no means limited to that context. Busy idleness is a disease that affects everybody and pervades every aspect of life. Active non-action is the word that I would like to explain here. In our professional life, we always face problems in the shape of daily problem solving activities. Problems require a big picture perspective—which means reflection, systematic planning, creative thinking and time. Operational activities squeeze important problems out. Daily routines, superficial behavior, poorly prioritized unfocused tasks leech managers` capacities- making unproductive business. The problem is not a lack of knowledge or resources. The real problem is that they simply do not do those things. They spend their time spinning their wheels, attending meetings and responding to every little query and problem. Management is “the art of getting things done.” Managers must act themselves and mobilize collective action on the part of others. The gap between knowledge and action, stretches wide and few managers seem able to cross it. The kind of behavior that exhibited active non-action as it is called pervasive corporate “knowing-doing gap.” Managers always complain about the problem of active non-action but have not fully understood the underlying dynamics. When driven by deep personal commitment to the goal that cuts out distractions and overcomes difficulties. The purposeful action is not a quick shuffle or mere flirtation with ideas. It is action taking to produce certain results with undivided resolve. Although external issues in an organization can make this kind of action taking difficulties. We are deeply indebted to all the Websites and Academicians, Researchers, HR professionals and all Managers who participated directly or indirectly in authoring this book, giving us generously not only their time but also their knowledge and perspectives. I have mentioned a few of them in the book, but many others who provided their cooperation a lot go unnamed. I pay my deep acknowledgement from my core of heart to all concerned people to pay their hearty as well as practical help to this boo. And to so many others who have been left unnamed. We are also grateful to the United States of America and United Kingdom of England for their great help from Educational Associations of Management Studies, which provided a management literature, without that nothing was possible. I am also thankful to community of colleagues whose help and advice improved the quality of our thinking and portrayal of this book. This book seeks to serve as a reliable guide and companion to all employers, Business Owners, HR professionals and all those who are involved directly or indirectly with the businesses of different groups. Although efforts are required for a drastic change in the Management