Published by:
Harvard Business Publishing
Length: 5 pages
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Abstract
Entrepreneurs are often careless administrators; their enthusiasm for expanding their businesses can cause them to neglect daily operations. The founder of a cookware manufacturing and sales company recalls the control problems that plagued his organization over 12 years of growth and prosperity and shares the lessons he learned. To cope with the strains of growth and to ensure that proper administrative controls are in place, entrepreneurs should hire capable managers, give them responsibility and authority, and consult with them regularly. Few entrepreneurs can easily give up authority and responsibility. Their businesses will most profit, however, if they concentrate their own efforts on the tasks they do well and delegate other functions to managers best suited for them by temperament and training.
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Abstract
Entrepreneurs are often careless administrators; their enthusiasm for expanding their businesses can cause them to neglect daily operations. The founder of a cookware manufacturing and sales company recalls the control problems that plagued his organization over 12 years of growth and prosperity and shares the lessons he learned. To cope with the strains of growth and to ensure that proper administrative controls are in place, entrepreneurs should hire capable managers, give them responsibility and authority, and consult with them regularly. Few entrepreneurs can easily give up authority and responsibility. Their businesses will most profit, however, if they concentrate their own efforts on the tasks they do well and delegate other functions to managers best suited for them by temperament and training.