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