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Founders and entrepreneurs 学び始める
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founder starts sth new, entrepreneurs also start sth new but in the process destroy sth old; Founder is usually an entrepreneur but not always
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学び始める
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focuses on the whole of the founders; Founder&Founding characteristics -> Imprint -> Persistence
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Founder & Founding characteristics 学び始める
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during some brief periods organisations are particularly sensitive to internal and external influences
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学び始める
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the organisation develops salient features which are characteristic of the people or environment
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学び始める
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these organisation features persist, even when the context subsequently changes again
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Theory of creative destruction 学び始める
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entrepreneurs differ from founders that before they start sth new, they must destroy sth old
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Creative destruction in the music players industry 学び始める
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phonograph -> graphophone -> compact disc (CD's) -> MP3
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Sole trader, Hair Dresser, Start up - characteristics 学び始める
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owner owns the business, owner controls the business
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Partnership, law firm - characteristics 学び始める
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two or more partners own the business; partners control the business (sometimes they may hire a manager)
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Private company; small to medium sized companies, but also large firms 学び始める
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Shareholders own the business, Directors and managers control the business
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学び始める
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Many shareholders own the business, directors and managers control it
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Public sector organizations 学び始める
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government own the business, directors control it
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学び始める
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a conflict inherent in any relationship where one party (agent) is expected to act in the best interests of another (principal); Possible conflicts of interest
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学び始める
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risk that a party has not entered into a contract in good faith or has provided misleading information about its assets, liabilities or credit capacity
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学び始める
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situation where the agent has more information than the principal has or vice versa about some aspect of the work
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Functions of executive - Chester Barnard 学び始める
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Communication, Defining purpose, Securing essential services from individuals
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Communication as an executive 学び始める
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establish formal communication lines, securing informal organisation
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学び始める
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make the strategic choices of the firm, assignment of responsibilities
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Securing essential services from individuals 学び始める
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Bringing people into cooperative relationship with the organization; making sure they do the work
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学び始める
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people are assigned authority through the office they hold, to a considerable extent independent of personal ability
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学び始める
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people are assigned authority due to a superior ability
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How to be an effective manager according to Peter Drucker 学び始める
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be a great manager of time; focus on results and meaningful contributions; make decisions based on strengths, not on weaknesses; do first things first, second things not at all
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Penrose's views of the firm 学び始める
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firm is a mix of physical and Human Resources; the extent to which the firm can rely on effective managers is the key limiting to the growth; Managerial capacity; Excess managerial capacity is needed in rapid growth situations, i.e. after acquisitions
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学び始める
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managerial services and ability to capture management know-how, which exists in finite quantities
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学び始める
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How certain background characteristics of managers in part explain organizational actions and outcomes of the firm
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