time. Additionally, its value may vary depending on the idiosyncrasies of the job. For

　　example, a technically-oriented programmer or researcher might function well with a

　　team of like-minded workers, yet have trouble dealing with management or marketing

　　personnel.

　　The second problem with this claim is that it overgeneralizes in asserting that the

　　ability to work with people is worth more than any other commodity. The relative

　　value of this ability depends on the peculiarities of the job. In some jobs, especially

　　sales, ambition and tenacity are more valuable. In other areas, such as research and

　　development, technical skills and specific knowledge are paramount. Moreover, in some

　　businesses, such as mining or oil-drilling, the value of raw materials and capital

　　equipment might be far more important a commodity than the social skills, or most

　　other skills, of employees―depending on the economic circumstances.

　　In sum, the ability to deal with people is purchasable only to a limited extent,

　　since its full value cannot be determined prior to purchase. Moreover, its full value

　　depends on the organizational unit as well as the nature of the business.

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