Question  |
Answer |
Founders and entrepreneurs start learning
|
|
founder starts sth new, entrepreneurs also start sth new but in the process destroy sth old; Founder is usually an entrepreneur but not always
|
|
|
|
start learning
|
|
focuses on the whole of the founders; Founder&Founding characteristics -> Imprint -> Persistence
|
|
|
Founder & Founding characteristics start learning
|
|
during some brief periods organisations are particularly sensitive to internal and external influences
|
|
|
|
start learning
|
|
the organisation develops salient features which are characteristic of the people or environment
|
|
|
|
start learning
|
|
these organisation features persist, even when the context subsequently changes again
|
|
|
Theory of creative destruction start learning
|
|
entrepreneurs differ from founders that before they start sth new, they must destroy sth old
|
|
|
Creative destruction in the music players industry start learning
|
|
phonograph -> graphophone -> compact disc (CD's) -> MP3
|
|
|
Sole trader, Hair Dresser, Start up - characteristics start learning
|
|
owner owns the business, owner controls the business
|
|
|
Partnership, law firm - characteristics start learning
|
|
two or more partners own the business; partners control the business (sometimes they may hire a manager)
|
|
|
Private company; small to medium sized companies, but also large firms start learning
|
|
Shareholders own the business, Directors and managers control the business
|
|
|
|
start learning
|
|
Many shareholders own the business, directors and managers control it
|
|
|
Public sector organizations start learning
|
|
government own the business, directors control it
|
|
|
|
start learning
|
|
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
|
|
|
|
start learning
|
|
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
|
|
|
|
start learning
|
|
situation where the agent has more information than the principal has or vice versa about some aspect of the work
|
|
|
Functions of executive - Chester Barnard start learning
|
|
Communication, Defining purpose, Securing essential services from individuals
|
|
|
Communication as an executive start learning
|
|
establish formal communication lines, securing informal organisation
|
|
|
|
start learning
|
|
make the strategic choices of the firm, assignment of responsibilities
|
|
|
Securing essential services from individuals start learning
|
|
Bringing people into cooperative relationship with the organization; making sure they do the work
|
|
|
|
start learning
|
|
people are assigned authority through the office they hold, to a considerable extent independent of personal ability
|
|
|
|
start learning
|
|
people are assigned authority due to a superior ability
|
|
|
How to be an effective manager according to Peter Drucker start learning
|
|
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
|
|
|
Penrose's views of the firm start learning
|
|
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
|
|
|
|
start learning
|
|
managerial services and ability to capture management know-how, which exists in finite quantities
|
|
|
|
start learning
|
|
How certain background characteristics of managers in part explain organizational actions and outcomes of the firm
|
|
|
