I believe Product Management is a really toxic role

And i don’t understand why every tom dick and harry wants to become a PM 🤦🏼‍♂️

Worst part is Entry level professionals who are lazy to learn to code, or develop any other hard technical skill(marketing, tech know how, or even writing) + with zero professional experience think that Product Management is the option to get high bucks in the inflated salary market.

The best product managers amongst the experienced folks are ones that have transitioned from some hard skill based role. Product management is never meant to be a role for freshers unless the person has achieved something(can even be winning b plan competitions) or has had enough exposure to do a PM role.

Most new PMs these days quote Steve jobs, reid Hoffman and think reading books can land them a PM role. Dude you need to understand how a BUSINESS works and how it can be ENABLED via TECHNOLOGY. Jira par task toh koi bhi move karlega.

True.
Nobody tells engineers anything because they are so precious. Product managers are tossed like a ball everywhere. First to be blamed. Timeline adherence is only pm's job, not engineer's apparently

Engineering doesn’t get blamed ? Quite untrue. Only if expected outcome of that spec didn’t turn out then it’s product’s fault. Else it’s all on engg for delays, missed feature and what not.

The company culture would play a huge role here. There might be orgs where the product team has more authority given more resources. That being said, I've faced the same issues, mostly 2. & 3.

As already pointed out by some other folks in this thread, most of the points you mentioned are symptomatic of cultural/leadership issues.

1. This is true for most business functions in a high pressure start up environment. Have worked in a unicorn last few years, there's pressure on all teams (product, engineering, design, QA, program, marketing). Pressure on product is generally a bit higher because PM is ultimately responsible for the success of your BU/product.
2. This is tough, but again part and parcel of the PM job. Other functions don't listen to you because they don't report to you, they work with you on the product. As such it falls on you to figure out the ways to get things done. This requires leading by influence which further requires you to invest time and energy in building these relationships and for them to have trust in your judgement. They will not do something just because you ask them to do it. You need to bring in a lot of logic and reasoning and data in your discussions and do these in a wider forum where you get them to align on things in front of other stakeholders.
3. This is unfortunate. But think of this way, any corporate work environment will have some level of politics. You have to learn to play the game if you want to grow in that field. You need to figure out who are the influencers and muscle movers in your verticals and other verticals and look for ways to build relationships with them in work. Also if the senior PM who is looking for your bandwidth is not your reporting manager, you need to raise this with your reporting manager as to how this is reducing your bandwidth and how that is impact the currently aligned deliverables. Pressure will come from all sides, but it's your job to align the expectations whenever bandwidth is required.

If you feel that way then you are not working in the right product company.

Try a startup and your views will change.

This role was created only to have a scrape goat in a team, and in india simply its hyped because once pichai was program manager 😂😂

Luckily, I have worked in startups where all 4 points don't apply.

Most people look at PMs and think that their job is just to "tell" what feature to build. And the PMs on LinkedIn keep posting "inspiring" posts in the name of personal brand. All this creates a bubble that PM is a very sexy role. The day a PM fucks up n loses credibility, all the unsexy things start happening in his role which no one talks about.