Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
The importance of training is as such crucial for all professional individuals, but even more so for those who intend to launch a new venture on their own. At a generic level, the training programs would generate the same benefits for the entrepreneur as well as for the average organizational managers. As a parenthesis, the average organizational manager is understood as the individual occupying a managerial position within a company or even a corporation, and being paid by the respective entity to assume the role and responsibility of organizational manager.
Nevertheless, aside from the traditional aspect and importance of training the manager, the individual who launches a new venture is in a more imperative need of training. And this situation is the result of various particularities of the new entrepreneur, such as the following:
The new entrepreneur is often confronted with more severe resource limitations than the corporate manager.
The new entrepreneur may have centralized the life savings and all available resources in the venture, meaning as such that the risks he faces are more severe and more damaging.
The new entrepreneur often single-handedly plays the role of CEO, CFO, resource manager, human resource manager and so on. But their traditional expertise in all of these fields concomitantly would be...
This once again reveals the need for sustained training programs.
The entrepreneur would be faced with the need to run the new venture through multifold lenses, such as the organizational needs, capabilities and restrictions; the features of the customers -- such as purchasing powers and demands -- or the features of the industry in which the company operates.
All the above mentioned particularities once again testify to the fact that the entrepreneur of a new venture is in dire need of training programs. On the one hand, this need and importance for training is the result of managerial pressures, but on the other hand, the need is born out of the contextual pressures of launching a new venture.
References:
Bloom, E.P., 2009, Manager mechanics: tips and advice for first-time managers, iUniverse, ISBN 1440133506
Charney, C., Conway, K., 2005, the trainer's tool kit, AMACOM, ISBN 0814472680
Meek, H., Meek, R., Nicholson, F., Sherratt, 2009, CIM coursebook: managing marketing, Butterworth-Heinneman, ISBN 9711202514
Silos, L.R., 2003, the power of the leader: mind and meaning in leadership, Goodwill Trading Co., ISBN 9711202514
Entrepreneurial Leadership Of the many theories and frameworks of entrepreneurial leadership, those from Jim Kouzes and Peter Drucker have over time proven most applicable to a broad range of situations and leadership challenges. Noted entrepreneurs including Steve Case, co-founder and CEO of America Online has often said that the key to succeeding as an entrepreneur is combining the best possible people, being passionate about a vision, and having a strong sense
As a result, economic development was redefined in terms of reduction or elimination of poverty, inequality, and unemployment within the perspective of a growing economy (Mamede & Davidsson, 2003). Research indicates that entreprenuership can be both the cause and effect of economic development in the sense of wealth distribution. Countries in which wealth is concentrated in the hands of a small fraction of the population face greater difficulties in coordinating
Wikipedia.org/wiki/Manager, last accessed on September 28, 2007 Mark Hillon, Chaos and Complexity, Storytelling Organization, http://www.horsesenseatwork.com/psl/pages/chaosdefined.html, last accessed on September 28, 2007 David E. Wojick, Chaos Management and the Dynamics of Information: A New way to Manage People in Action, Washington DC, http://www.bydesign.com/powervision/Mathematics_Philosophy_Science/Chaosman.html, last accessed on September 28, 2007 Scott Love, October 13, 2004, Chaos Management for the Resilient Leader, Asheville, http://www.expertclick.com/NewsReleaseWire/default.cfm?Action=ReleaseDetail&ID=7315,last accessed on September 28, 2007 Robert Heller, July 8, 2006, Entrepreneurial Management: What's
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is
He needs to be responsible, capable and trained on how to meet the goals of the Australian firm within the conditions imposed by the Indian society, community, economy and politics. 6. Conclusions The forces of globalization have created a context in which economic agents are able to transcend boundaries and benefit from the comparative advantages of other regions. Traditionally, the number one benefit sought is cheap labor force, but economic agents
Patagonia Strategic Management & Corporate ResponsibilityIntroductionPatagonia is a subsidiary of Lost Arrow, a privately held firm established in 1973 by climbers and surfers. Patagonia is a purveyor of outdoor clothing and gear and manages its research, design manufacturing, and sale of its products. The firm is driven by developing essential products for outdoor activities rather than profit-motivated production. Patagonia has a competitive advantage due to unique technological innovation in the