软件部署
业务
工作(物理)
过程(计算)
营销
风格(视觉艺术)
公共关系
商业环境
情感(语言学)
管理
计算机科学
社会学
政治学
工商管理
工程类
经济
机械工程
考古
沟通
历史
操作系统
出处
期刊:PubMed
日期:1989-06-08
卷期号:67 (4): 94-101
被引量:50
摘要
To sum up, outstanding GMs affect their companies in six important ways. They develop a distinctive work environment; spearhead innovative strategic thinking; manage company resources productively; direct the people development and deployment process; build a dynamic organization; and oversee day-to-day operations. Individually, none of these things is totally new or unique. But successful GMs are better at seeing the interrelationships among these six areas, setting priorities, and making the right things happen. As a result, their activities in these areas make a coherent and consistent pattern that moves the business forward. These six responsibilities don't tell the whole story, of course. Leadership skills and the GM's personal style and experience are important pieces of the whole. But focusing effort in these six areas will help any GM become more effective. And that should mean making the right things happen faster and more often--which is what all of us want to achieve as general managers.
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