PDU for the PMP® (55 Courses)
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Project Management: Past and Present Project Management Overview Framework for Project Management Why should decision makers trust financial statements? Project Management Simplified Trading and Technology: An Information Systems Course Application The History of Management
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Analysis of Equity Investments Analysis of Current and Contingent Liabilities Analysis of Noncurrent Bonds Analysis of Other Noncurrent Liabilities Liquidity, Trading, and Price Determination in Equity Markets Liquidity and the Impact of Information Shocks: A Macroeconomics Course Application Introduction to Finance Economic Foundations: Money and Rates Accrual Accounting Process
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What Should Decision Makers Know?
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Project Integration Mngt
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Budget Planning Required information to prepare financial statements Why must financial information be adjusted? What information is conveyed about receivables? Inventory Cost Flow Assumption Estimating and Managing Costs Analysis of Property and Equipment Analysis of Intangible Assets Analysis of Shareholders' Equity
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How does a company gather information about its inventory?
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Project Procurement and Closure
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In what form is financial information actually delivered to decision makers?
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Risk Management Planning Managing Project Risk
Leadership
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Resource Planning Working with people on projects
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Communication Planning Communication Foundation Communication: The Research Process Communication: Planning Messages
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Stakeholder Management Roles and Characteristics of Manager's Job Managerial Decision-Making
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Stakeholder Management
Home PDU for the PMP® (55 Courses) / Leadership

Roles and Characteristics of Manager's Job

USD 5.00
instructor
Instructor
Alan Fata, DBA
Category
Leadership
Difficulty
Easy
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Course Highlight Curriculum Course Content Take The Test
Most management textbooks would say, as does this one, that managers spend their time engaged in planning, organizing, staffing, directing, coordinating, reporting, and controlling. These activities, as Hannaway found in her study of managers at work, “do not, in fact, describe what managers do.” At best they seem to describe vague objectives that managers are continually trying to accomplish. The real world, however, is far from being that simple. The world in which most managers work is a “messy and hectic stream of ongoing activity.”
Course Features
Credits:
1 PDU
Skill Section:
Leadership
Access:
Lifetime
Test Questions:
5
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PDU for the PMP® (55 Courses)
Strat. & Busn. Mngt Technical Leadership
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