Und dann auf "Zum Home-Bildschirm [+]".
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genialokal zum Startbildschirm hinzufügen
Installieren Sie die genialokal App auf Ihrem Startbildschirm für einen schnellen Zugriff und eine komfortable Nutzung.
Installieren Sie die genialokal App auf Ihrem Startbildschirm für einen schnellen Zugriff und eine komfortable Nutzung.
Can technical paradigms help managers lead technical companies? In Managing and Leading for Science Professionals, Bertrand Liang explains that they can, as he explores real issues of importance for technical students and managers who want to move into leadership positions. A CEO with an MBA, Liang originally trained as a neurology and oncology clinician and later earned a PhD in molecular biology and genetics. In this book, he emphasizes what he wishes he had known as he advanced through the organization. His practitioner's point of view is perfectly suited to those who are moving, or want to move, from the technical side to the business side. Focusing on the experiences of scientists and engineers, he teaches ways to speak top management's language. His insights deliver essential knowledge, empowering technical staff to succeed using the skills they know best.- Describes "what I wish I'd known" as a manager with a technical background- Focuses on using skills other than risk analysis to make decisions- Explores ways to lead and manage innovation, particularly in relation to executives' responsibilities, skills, and tolerance for risk
Bert Liang is trained in molecular biology and genetics (Ph.D.) and is a clinician (M.D.) with subspecialty training in both neurology and oncology. He possesses an MBA as well as corporate experience (currently Executive Director of Pfenex Inc.) and has more than 50 publications in both scientific and business subjects.
1. The Road to Success is the Road to Failure2. Management and Leadership3. Career Anchors4. Delegation 5. Taking Interest: New Skills6. Risk=Management (and Uncertainty)7. Decision Making is Hard8. Moving up the Ladder: Abandoning your Peers?9. Relationships: More Than Just Your Specialty 10. Tactics: the 4 P's, and Walkarounds11. Leading and Managing Yourself: Mentors12. Project Perspectives 13. Managing Upward14. Being the CEO (or at least acting like one)15. A Final Note
