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Understanding Entrepreneurs and Managers in Business

Explore the nature of entrepreneurship, managerial roles, and employee responsibilities. Learn about the agency problem, levels of managers, and the importance of efficiency and effectiveness in business operations.

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Understanding Entrepreneurs and Managers in Business

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  1. McGraw-Hill/Irwin Introduction to Business © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter Three Entrepreneurs, Managers, and Employees

  2. Learning Objectives • Describe the nature of entrepreneurship. • Identify how the process of creative destruction leads to the emergence of new companies and raises a society’s standard of living. • Appreciate the problems involved in aligning the interests of a manager with those of a company’s owners. • Distinguish the three different levels of managers and understand the different roles they perform to increase efficiency, effectiveness, and profitability.

  3. The Role of the Entrepreneur • Entrepreneur • a person ready to supply the enterprise – energy, boldness, courage, spirit, expertise – necessary to start and grow a business See the qualities of an entrepreneur at sideroad.com

  4. Commercial Opportunities • First mover advantage • the competitive advantage gained by being first to develop a new product or process

  5. Organizational Opportunities • Intrapreneurship • Entrepreneurial activity that takes place inside an established company

  6. Risks of Entrepreneurship • Entrepreneurs often overestimate their ability to create new products • Entrepreneurs underestimate how difficult it is to reach prospective customers • Entrepreneurs may not realize how much ready cash is needed to see a small business through its critical “birth” period

  7. Why Be an Entrepreneur? • Entrepreneurs are often driven by the challenge of creating valuable new goods and services • Many entrepreneurs are intrinsically motivated

  8. The Agency Problem • Delegate • giving up decision-making authority to other people • Agency problem • the problem that arises because of the separation of the ownership and control of a business

  9. The Agency Problem • Managers • employees to whom a company’s owners delegate responsibility for using its resources to create profitable goods and services • Stock options • the right o buy a stock at a certain price and to benefit from increases in the stock’s value in the future by selling it

  10. The Agency Theory Problem Figure 3.3

  11. Levels of Managers • Board of directors • experienced business executives from inside and outside of a company who are elected by their company’s shareholders to act as their representatives

  12. Levels of Managers • Chief executive officer • a company’s top manager, responsible for overseeing the operations of the company • Top managers • employees who are responsible for developing a company’s business model and ultimately responsible for its success or failure

  13. Levels of Managers • Middle managers • employees in charge of a company’s various functions • responsible for using resources productively to increase its profitability

  14. Levels of Managers • First-line managers • employees at the base of the managerial hierarchy • often called supervisors

  15. Levels of Management Figure 3.4

  16. Levels and Types of Managers Figure 3.4

  17. Profitability: Efficiency and Effectiveness • Efficiency • a cost-focused measure of how productively a company’s resources are being used to produce goods and services • Effectiveness • a revenue-focused measure of how competitive the firm’s business model is

  18. The Relationship Between Efficiency, Effectiveness, and Profitability Figure 3.6

  19. Four Functions of Managers Figure 3.7

  20. Managerial Functions • Planning • a process that managers use to select the best business model and goals for their company

  21. Managerial Functions • Organizing • a process managers use to create a company’s organizational structure • Organizational culture • the set of values, norms, and beliefs shared by members of an organization that determine how well they work together to further the company’s goals

  22. Managerial Functions • Leading • the ability to develop a plan and motivate others to pursue it • Cross-functional team • a group of people from different functions who work together on a particular project

  23. Managerial Functions • Controlling • the process of evaluating whether or not a company is achieving its goals and taking action if it is not • Benchmarking • the practice of comparing a business’s strengths and weaknesses to those of its competitors

  24. The Role of the Employee • Role • the set of tasks a person is expected to perform because of the position he or she holds in an organization

  25. Career Management • Mentor • a person who provides advice, guidance, and technical knowledge to other people (mentees) in order to help them advance their careers

  26. Video – The Syl Tang Story Syl Tang is a Chinese American woman living and working in New York City. She is the CEO of HipGuide.com, an entrepreneurial business she pioneered. • If HipGuide.com founder and owner Syl Tang were to choose the right goals to pursue for the business model but does a poor job in the area of efficiency, what is the likely result? • What qualities does Tang have that ensure her success as an entrepreneur?

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