13_26_ch02.fm Page 13 Friday‚ September 8‚ 2000 2:43 PM Chapter 2 Basic Skills for Project Managers Be not afraid of greatness; some are born great; some achieve greatness—others have greatness thrust upon them. William Shakespeare Twelfth Night Introduction Before now‚ we had discussed project management in the broad sense‚ that is‚ from the perspective that any type of project—industrial assembly line‚ new construction‚ or technology implementation— operated by the same sets of rules
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Jobs Responsibilities /Duties ^Top Managers CEO CIO CFO COO Vice President Corporate Head ^First-Line Managers General Manager Plant Manager Regional Manager Divisional Manager ^Middle Managers Office Manager Shift Supervisor Department Manager ^Team Leaders Team Leader Team Contact Group Facilitator Change Commitment
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Sales manager is an important position in a company. He does not only focus in sales alone‚ yet he needs to set sales objectives‚ forecasting‚ budgeting‚ organizing and salesforce’s recruitment. In order salesforce to achieve it objective‚ sales manager needs to create a positive environment for his salesforce. According to Barker (2001)‚ salesperson’s behavior is influenced by three groups of antecedents - activities of sales manager‚ characteristics of salesperson and an appropriate sales organization’s
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become even more complex today. With competitive pressure growing and overcapacity occurring in parts of the market‚ ship managers need to maximise uptime and ensure that ships are well-maintained while at the same time minimising inspection and maintenance efforts‚ keeping costs of spare parts and repairs down‚ and complying with all rules and regulations. Experienced ship managers know it’s all about organisation: having the right information available at the right time‚ keeping track of important
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years I worked at HP in Electronic City Bangalore.. I worked in Strategic Centre‚ Consumer support services and global solution centre. I was hired as an front line operative and got promoted to Tech Lead role over time. When I was a trainer‚ my manager was Navin Kumar. Before working at HP‚ I used to work with Convergys. I was a front end operative at each of the other jobs before HP. Navin Kumar was my favorite because he had a relaxed mentality to the job but held accountability for actions. He
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How to be a Manager that Leads I. Introduction a. Purpose: How to be a manager that leads…………………………………2 b. Thesis statement………………………………………………………………2 II. Body of work a. Commonalities among leaders…………………………………………….2-3 b. Types of leaders…………………………………………………………….3-5 c. Managing styles……………………………………………………………..5-7 d. Mentoring vs. Coaching…………………………………………………….7-8 III. Conclusion a. Intangibles……………………………………………………………………..8 b. X-factor…………………………………………………………………………8 IV. References…………………………………………………………………………9
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Business Management Manager vs. Leader Both a manager and a leader may know the business well. But the leader must know it better and in a different way. He or she must grasp the essential facts and the underlying forces that determine the past and present trends in the business‚ so that she or he can generate a vision and a strategy to bring about its future. One telling sign of a good leader is an honest attitude towards the facts‚ towards objective truth. A subjective leader obscures the facts
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1. Introduction One of my friends used to work for a very famous International Group as the sales manager for 2 years‚ then she jumped to another company which promised her a higher salary‚ we all agree that she made a smart move in her career because her salary was almost doubled after changing the job. Unexpectedly‚ her job changing was end up with regrets because she could not generate as much revenue for the company as before. She told me her salary was doubled but she lost a team which has
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Oracle Configuration Manager | | (Responder todas las preguntas de esta sección) | | | | | | | | | 1. | Name two pro-active features of the Configuration Manager | Marcar para Revisión (1) Puntos | | | | | | | | | | (Seleccione todas las respuestas correctas) | | | | | | | | | | | | Patch Advice (*) | | | | | | | Hang Analysis | | | | | | | Configuration Comparison | | | | | | | SQL Tuning | | | | | | | System
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Superior Performers in this Job PROJECT MANAGER JOB COMPETENCY MODEL In a High Technology Organization Developed by Workitect‚ Inc. For XYZ* Company *This is an actual project for a real company whose name‚ represented throughout this document by a blank line ( ________ )‚ is confidential. Sections I. Overview of the Competencies by Cluster II. Competencies with Definitions and Behaviors III. Overview of Most Important Responsibilities of Project Managers IV. Description of Most Important Responsibilities
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