Summary
Robert Heller: Handbook for Managers Never before have managers been expected to have such extensive and varied knowledge. Until recently, managers were only supposed to deal with what they specialized in: finance, marketing, information technology, human resources, and so on. Topics outside their field should have been known by others. Management was divided into separate sections - despite the obvious fact that no single element could operate satisfactorily, let alone successfully, without the cooperation of the others. Today, this separation is seen as something artificial, which only prevents success. If every process must start with the needs of customers and end with their complete satisfaction, every manager must understand the principles and operation of marketing. If "added value" is another imperative, every manager must understand the fundamentals of the financial mechanisms - the creation of profit or loss - that determine that value. If superior results are achieved by superior initiation of superior people, every manager must become an expert in handling and helping "human potential".
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