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 cha

5. Robert D. Hisrich & Michael P. Peters, (1998) Entrepreneurship, 4th edition, Irwin : McGraw-Hill

In terms of the commitment to opportunity, the two domains vary greatly in terms of the length of this commitment. The entrepreneur domain is pressured by the need for action, so there is short decision windows. They are willingness to assume risk, and few decision constituencies, and have a short time span in terms of opportunity commitment. The managerial domain is not only slow to act on an opportunity, but once action is taken the commitment is usually for a long time span, too long in some instances. There are often no mechanisms set up in companies to stop and re-evaluate an initial resource commitment once it is made, a major problem in the managerial domain.

When it comes to the control of resources, since the manager is rewarded by effective resource administration, there is often a drive to own or accumulate as many resources as possible. The pressure of power, status, and financial rewards cause the manager to avoid rental or other periodic use of the resource. Manager distributing scarce resources to try to 'satisfies' very varied business needs. The opposite is true for the entrepreneur who, under the pressures of limited resources, risk or obsolescence, need for flexibility, and the risks involved, strives to rent or otherwise achieve periodic use of the resources on an as needed basis. Entrepreneurs learn to use other people resources well; they learn to decide, overtime, what resources they need to bring in house. They view this as a time-phased sequence of decisions.

2. Paul Thorne (1989) The New General Manager, London : Mcgraw - Hill Book Company

Because of their personal orientation and their secure position, entrepreneurs are uniquely willing and able to try new innovations that are risky, often with no more than an intuition that things will improve. The managers must document, justify, and plan much more carefully, therefore they have less freedom to innovate. Manager tries to avoid mistakes and surprises and entrepreneur will deals with mistakes and failure. On the other hand, most entrepreneurs usually fail at least once

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