artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
When I talk to budding entrepreneurs or students of the subject Business Plan, I often hear that they plan to have as many products or services as possible in their offerings. With products it’s still not so bad – if they are well cataloged and easy to sell, there can be a lot of them. With services it’s worse – when I ask what the basic version of a service should look like and how much it should cost, there
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A few weeks ago I wrote about the limitations we face in finding out what a manager really does. These limitations arise for a simple reason: managerial activities tend to be cognitive, that is, a manager performs them in his or her head, and to a lesser extent, physical activities such as moving arms and legs. In conversations with managers, scientists and entrepreneurs, I often compare the work of a manager and that of a car driver. The question can
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The company concept formulated in the mission statement is often general and difficult to apply on a daily basis. It should be kept in mind, but you will need a precise specification of achievements in the future. This is the role of company goals. Objectives can be divided into many types, but the most useful are short-term and long-term goals. The latter are often called strategic, adding some seriousness to them from the point of view of Nowak’s pocket. Short-term
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In the previous post, I outlined how I conduct research using online managerial tools. Let me remind you that the world of a manager is built quite simply with three elements: the organizing problem, the managerial technique used to solve that problem, and the tool needed to apply that technique. Managerial tools are measuring instruments – by recording how they are used, we can say something about how the manager behaved. In researching the impact of these tools on a
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A few days ago I described how products differ from services and that it is sometimes difficult to distinguish between what is one and what is the other. On the surface, there is only one criterion that differentiates a product and a service – a person or machine that is needed to provide a service, and is not necessary to sell a product. In reality, however, the matter is not so simple and requires you to think about whether you
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