Management: Entrepreneurship, Financial and Socio-Ecological Well-Being PDF by Bruno Dyck, Arran Caza and Frederick A. Starke

By

Management: Entrepreneurship, Financial and Socio-Ecological Well-Being

By Bruno Dyck, Arran Caza and Frederick A. Starke

Management: Entrepreneurship, Financial and Socio-Ecological Well-Being

Detailed Table of Contents:

Chapter 1: Introduction to management 3

Chapter preview and summary, Learning goals, Opening case (31 bits)

Why learn about management? 5

The nature of management 6

The what of management: The four functions 7

Planning, organizing, leading, controlling

The why of management: Effectiveness and success 11

FBL: Financial Bottom Line management (exemplar Jack Welch at GE) 11

TBL: Triple Bottom Line management (Jeff Immelt at GE) 14

SET: Social and Ecological Thought management (Bernie Glassman at Greyston) 16

Depicting differences between FBL, TBL and SET approaches 20

Benefits of learning about FBL, TBL and SET management approaches 22

Entrepreneurial management 23

Why people become entrepreneurs 23

Types of entrepreneurs 25

Overview of book 28

Chapter summary, Questions for reflection and discussion 29

Chapter 3: Management and financial well-being 33

Chapter preview and summary, Learning goals, Opening case (Gravity Payments)

Varieties of capitalism and economics 36

Documentational versus relational capitalism 36

Acquisitive versus sustenance economics 37

Simplified models of the economy 38

Economic well-being in high-income countries 41

Jobs, goods & services, and profits (from FBL, TBL and SET approaches)

Economic well-being at a global level 47

Jobs, goods & services, and profits (from FBL, TBL and SET approaches)

Entrepreneurship implications (FBL, TBL and SET approaches) 54

Chapter summary, Questions for reflection and discussion 57

Chapter 4: Management and ecological well-being 61

Chapter preview and summary, Learning goals, Opening case (Wiens family farm)

Four keys to managing ecological well-being: Approach, energy, food systems, health 63

Approaches to managing ecological well-being(FBL, TBL and SET approaches) 65

Energy and the carbon economy (FBL, TBL and SET approaches) 69

Management and food systems (FBL, TBL and SET approaches) 75

Management and physical health (FBL, TBL and SET approaches) 80

Entrepreneurship implications 83

Chapter summary, Questions for reflection and discussion 86

Chapter 5: Management and social well-being 89

Chapter preview and summary, Learning goals, Opening case (Mental health at college)

Meaningful work 92

Where we acquire our understanding of meaning 93

Meaningfulness at work (FBL, TBL and SET approaches) 95

Relationships (FBL, TBL and SET approaches) 99

Peace and social justice 103

Types and sources of war and peace (FBL, TBL and SET approaches) 104

Entrepreneurship implications 108

Physical well-being for entrepreneurs 109

Ethical aspects of entrepreneurship 110

Chapter summary, Questions for reflection and discussion 112

Chapter 6: Entrepreneurship 115

Chapter preview and summary, Learning goals, Opening case (Grameen Bank)

Importance of entrepreneurship 118

Entrepreneurship and small business 118

Entrepreneurship and family business 120

FBL, TBL and SET management implications 122

The four-step entrepreneurial process 123

Step 1: Identify and opportunity (FBL, TBL and SET approaches) 123

Step 2: Test the idea (FBL, TBL and SET approaches) 125

Step 3: Develop a plan (FBL, TBL and SET approaches) 127

Summary, Description of new venture, Description of product and competitors,

Management, Staffing, Marketing, Operations, Finances, Timeline and contingency

How detailed should the plan be (FBL, TBL and SET approaches) 134

Step 4: Take action 135

Qualities of entrepreneurs (FBL, TBL and SET approaches) 136

Chapter summary, Questions for reflection and discussion 138

Chapter 9: Strategic management A: The foundation 141

Chapter preview and summary, Learning goals, Opening case (Meechim Inc)

Step 1: Establish the organization’s mission & vision (FBL, TBL and SET approaches) 144

Content, strategic orientation, and process

Step 2: Analyze external & internal factors (SWOT) (FBL, TBL and SET approaches) 147

Internal factors (strengths and weaknesses) 148

Characteristics of key resources: Valuable, Rare, Inimitable, Non-substitutable 150

External factors (opportunities and threats) 152

Five forces model: Supplier and customer power, substitutes, new entrants, rivalry

Entrepreneurs and stakeholders (drawing a stakeholder map) 158

Step 1: Establish the organization’s mission and vision 159

Step 2a: Strengths and weaknesses (internal resources) 160

Step 2b: Opportunities and threats (external resources) 160

New entrant/substitute, rivals, suppliers, buyers (FBL, TBL and SET approaches)

Chapter summary, Questions for reflection and discussion 164

Chapter 10: Strategic management B: Formulation and implementation 169

Chapter preview and summary, Learning goals, Opening case (Warby Parker)

Step 3: Formulate strategy 171

Generic strategies (FBL, TBL and SET approaches) 171

Strategic management for diversified organizations 175

Conventional portfolio matrix (based on FBL management) 177

Alternative portfolio matrix (based on TBL and SET management) 179

Step 4: Implement strategy 181

An example of the strategy management process: Honda Motors 182

Strategy implementation as strategic learning 183

FBL, TBL and SET approaches to strategic learning 185

Entrepreneurship implications (FBL, TBL and SET approaches) 186

Step 2 revisited: Analyze internal and external factors 186

Step 3: Formulate strategy 188

Step 4: Implement strategy 189

Chapter summary, Questions for reflection and discussion 191

Chapter 11: Fundamentals of organizing 195

Chapter preview and summary, Learning goals, Opening case (Semco)

The four fundamentals of organizing (FBL, TBL and SET approaches) 197

Fundamental #1: Ensure work activities are being completed in best way 199

Standardization and experimentation

Fundamental 32: Ensure appropriate tasks are assigned to members 202

Specialization and sensitization

Fundamental #3: Ensure orderly deference among members 204

Centralization and dignification

Fundamental #4: Ensure members work together harmoniously 208

Departmentalization (department focus, departmental membership) and participation

Entrepreneurship implications 215

Fundamentals 1, 2, 3 and 4 215

Chapter summary, Questions for reflection and discussion 218

Chapter 12: Organization design 221

Chapter preview and summary, Learning goals, Opening case (Soup kitchen)

Key elements of organization design (FBL, TBL and SET approaches) 224

Four types of organizing and culture 224

Mechanistic-organic continuum 225

Internal-external focus continuum 226

Familial/clan, programmed/hierarchy, pioneer/adhocracy, outreach/market 228

Four types of environment: Harsh, barren, prolific, oasis 230

Four types of technology: Craft, routine, non-routine, engineering 233

Four generic organization design type: Simple, defender, prospector, analyzer 235

Entrepreneurship implications 238

Culture in the environment 238

Entrepreneurial options in organization design 239

Chapter summary, Questions for reflection and discussion 242

Chapter 14: Organizational change 245

Chapter preview and summary, Learning goals, Opening case (Interface Inc.)

Three dimensions of organizational change 248

Scope of change: Transformational vs incremental 249

Preparedness: Proactive vs reactive 250

Source of change: Innovative vs imitative 251

The four-phase organizational change process (FBL, TBL and SET approaches) 252

Phase #1: Recognize the need/opportunity for change 253

Phase #2: Prepare for change 255

Phase #3: Make the change 259

Phase #4: Safeguard the change 262

Intrapreneurship 263

Recognizing, preparing, changing, safeguarding (FBL, TBL and SET approaches)

Chapter summary, Questions for reflection and discussion 267

Chapter 19: Control 271

Chapter preview and summary, Learning goals, Opening case (Westward Industries)

The four-step control process (FBL, TBL and SET approaches) 274

Step 1: Establish performance standards (value chain vs value loop) 274

Step 2: Monitor performance (developing an information system) 279

Step 3: Evaluate performance 282

Step 4: Respond accordingly 284

Control, key information systems, and the business functions 286

Human resource management, finance, accounting, supply chain management, operations management, and marketing (FBL, TBL and SET approaches) Control in entrepreneurship 294

Founder effects, and scaling the organization

Chapter summary, Questions for reflection and discussion 298

Endnotes 301

Chapter 1 ……301

Chapter 3 …….307

Chapter 4 ……..314

Chapter 5 ……..326

Chapter 6 …….336

Chapter 9 …….342

Chapter 10 ……345

Chapter 11 ……348

Chapter 12 ……351

Chapter 14 ……356

Chapter 19 ……359

This book is US$10. Order for this book:
(Request for free sample pages click on "Order Now" button)

Book Order
Or, Send email: [email protected]

Share this Book!

Leave a Comment

This site uses Akismet to reduce spam. Learn how your comment data is processed.