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Written by Paul Thorne In the new general manager, he defined manager as a person who takes a piece of business and accepts the responsibility for producing a profit from it. They are ambitious, work driven, capable and for the most part, highly analytical. They are often left very much to their own devices, with limited specialist advice. According to Doug Richardson (CEM1998), Manager job is to manage the organisation. Management is the process of setting and achieving the goals of the organisation through the functions of management: planning, organising, directing (or leading), and controlling. Yet a manager must also plan, organise and control.
On the other hand, entrepreneur is the dreamer, the visionary. The entrepreneur loves change. In Mastering enterprise stated that entrepreneur convince others that they are where the action is. Entrepreneurs somehow know how to lead an organisation and give it momentum. In the book In innovation and entrepreneurship (1985) by Peter Drucker, he stated that in United States, for instance, the entrepreneur is often defined as one who starts his own, new and small; business. Indeed the courses in 'entrepreneurship' that have become popular of late in American business schools are the linear descendants of the course in starting one's own small business that was offered thirty years ago, and in many cases, not very different.
Compare between Manager and Entrepreneur
>From the Merriam - Webster dictionary it defines entrepreneur as "one who organises, managers, and assumes the risks of a business or enterprise" and manager as "one that manages as: a: a person who conducts business or household affairs or b: a person whose work or profession is management. However based on a survey released by 87 Marys University in San Antonio, Texas (Business News, Oct 1997) finds out that manager tends to spend very little time on customer service, such as handling complaints. These task sometimes fill more than a third of an entrepreneur's day. Conversely managers spend twice as much time networking than do the more self-reliant entrepreneurs.
Is manager just another entrepreneur? As from the above definition, there is a lot of overlap between the two. It would seem that the entrepreneur takes on no task that is different to the tasks taken on by managers at some time or other. To distinguish between an entrepreneur and an manager, Philip A Wickham (Strategic Entrepreneurship,1988) suggest that they should be compare in terms of what they manages, how they manage, their effectiveness and the effect they have as a manager, not the particular tasks they undertake.
The entrepreneurial side is always conflicts with the manager side. In Mastering enterprise it stated that Entrepreneurs seem to be achievement oriented, like to take responsibility for decisions and dislike repetitive, routine work. On the other hand managers are oriented toward consolidating, surviving, growing, power and influence- oriented. Some entrepreneurs are strikingly ambivalent when an issue of control surfaces - they are filled with fantasies of grandiosity, influence, power and authority yet they also feel helpless. They like to be in control but fear being controlled by others.
Some entrepreneurs have serious difficulties addressing issues of dominance and submission and are suspicious towards people in position of authority. This attitude contrasts greatly with that of managers. While managers seem able to identify in a positive and constructive way with authority figures, using them as role models. Many entrepreneurs lack the executive's fluidity in changing from a superior to a subordinate role. Instead, entrepreneurs often experience authority relationships and the accompanying structures as stifling. They find it difficult to work with others in structured situation unless, of course, they created the structure and the work is done on their terms.
Hisrich Peter (Entrepreneurship1998) and John Kao (Entrepreneurship, creativity & organisation, 1989) had define the difference between the entrepreneurial and managerial styles along few key business dimensions such as strategies orientation, commitment to opportunity, commitment of resources, control or resources, management structure and etc.
The entrepreneur's strategic orientation depends on his or her perception of the opportunity. When the use of planning systems and meas
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- Drucker has said In the world according to Peter Drucker when they ask him " There are managers and there are entrepreneurs, but that the two are not the same?" ...
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Names talked about in this research material
Peter F. Drucker,
Keywords referenced in this research material
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