but then receive little or no guidance on how to manage others. Their managers also often never received management training and in many cases are making it up as they go.
Product managers wear many hats. They’re the ones who make sure the product meets the customer’s needs, that it’s profitable for the company, and that it fits in with thecompany’s overall strategy— three things that make sense but don’t always want to work together. In order to ...
Discusses the way in which managers can learn how to be effective managers. Considers the value of the management literature noting that changes in management practice have resulted from external conditions and trends, rather than from theories. Stresses that the human aspects can only be learnt by...
Just as many people who make decisions about marketing a product have never talked to a customer, many managers get their ideas without ever talking to their employees. I intend to change that. Unlike most other management/self-help book on bookshelves today, this book is written by a peon...
Despite these differences, there are many Product Managers who became CEOs. So if you’re a Product Manager with big dreams, look no further! Here we’ll take a look at why Product Managers have all the skills to become great CEOs, and some rising stars in tech who did just that!
Product managers make sure this happens. Product management roles It takes a whole range of people working together to manage a major product successfully. It also involves a lot of product management job titles, some of which might overlap. Different businesses use product management job titles ...
A product manager oversees the step-by-step process of designing, developing, launching, and improving products. They manage products from their conception to long after their launch, including customer research and adding new features. Product managers work across all industries and in companies of...
How do you teach managers to manage? Henry Mintzberg, a professor of management at McGill University in Montreal, has long held a contrary view to that proposed by most business schools. In this constantly stimulating book he divides his answer into two parts: first, he argues that the tradit...
In the next unit, you'll learn how to scope your analysis, use the business questions you've identified, understand the data requirements to perform each analysis, and understand how you can track and manage the results to create value....
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