Interpersonal barriers to effective product management

Abstract

Examines some of the interpersonal barriers faced by product managers in obtaining interface support. Suggests an influence matrix exists in project management, consisting of four basic types of influence: reward power; punishment power; expert power; and referent power. Looks at each type of influence and analyses the problems encountered in acquiring and using each influence type. Takes a new look at the content of product managers and analyses the nature of their relationships with other executives, and says that apparent lack of influence in these relationships is shown to be over‐exaggerated. Sums up that the study has tried to delineate these interpersonal barriers as well as to indicate how they can be surmounted by product manager in gaining the support of their interfaces.

Citation

Gemmill, G.R. and Wilemon, D.L. (1970), "Interpersonal barriers to effective product management", European Journal of Marketing, Vol. 4 No. 4, pp. 208-214. https://doi.org/10.1108/EUM0000000005197