Growing Pains : Transitioning from an Entrepreneurship to a Professionally Managed Firm.

Since it was first published in 1986, Growing Pains has become a classic resource for understanding how start-ups can make the transition to become large, professionally-managed organizations that maintain the special spark that launched them. In the fourth edition of Growing Pains, authors Eric Fla...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Flamholtz, Eric
Otros Autores: Randle, Yvonne
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York : John Wiley & Sons, 2012.
Edición:4th ed.
Temas:
New business enterprises > Management.
Organizational change.
Nouvelles entreprises > Gestion.
Changement organisationnel.
New business enterprises > Management
Organizational change
Acceso en línea:Texto completo

MARC

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100 1 |a Flamholtz, Eric. 
245 1 0 |a Growing Pains :  |b Transitioning from an Entrepreneurship to a Professionally Managed Firm. 
250 |a 4th ed. 
260 |a New York :  |b John Wiley & Sons,  |c 2012. 
300 |a 1 online resource (493 pages) 
336 |a text  |b txt  |2 rdacontent 
337 |a computer  |b c  |2 rdamedia 
338 |a online resource  |b cr  |2 rdacarrier 
588 0 |a Print version record. 
520 |a Since it was first published in 1986, Growing Pains has become a classic resource for understanding how start-ups can make the transition to become large, professionally-managed organizations that maintain the special spark that launched them. In the fourth edition of Growing Pains, authors Eric Flamholtz and Yvonne Randle have thoroughly revised and updated the book to include new ideas and concepts including information about strategic planning, Sarbanes-Oxley, family businesses, and overcoming growing pains, as well as new examples and cases of companies. 
505 0 |a Growing Pains: Transitioning from an Entrepreneurship to a Professionally Managed Firm; Contents; Foreword; Preface; Entrepreneurship Versus Professional Management; Intended Audience; Overview of the Contents; Acknowledgments; Part One: A Framework for Developing Successful Organizations; The Second Challenge for Entrepreneurs; Making an Organizational Transition; 1: How to Build Successful Companies; The Nature of Organizational development; The Foundation of a Business; Six Key Organizational Development Tasks; The Pyramid of Organizational development. 
505 8 |a Implications of the Pyramid of Organizational DevelopmentResearch Support for the Pyramid; The Pyramid as a Lens to Build and Evaluate Organizations; Starbucks Coffee Company: Successful Use of the Pyramid; Boston Market: A Contrast with Starbucks; Summary; 2: Identifying and Surviving the First Four Stages of Organizational Growth; Stages of Organizational Growth; Stage I: New Venture; Stage II: Expansion; Stage III: Professionalization; Stage IV: Consolidation; Differences Between Entrepreneurial and Professional Management; Discrepancies Between Growth and Organizational Development. 
505 8 |a Managing the Transition Between Growth StagesPerform an Organizational Evaluation or Audit; Formulate an Organizational Development Plan; Implement the Organizational Development Plan and Monitor Its Progress; Managing the Transition: Maxicare Versus PacifiCare; Summary; 3: Recognizing Growing Pains and Assessing the Need for Change; The Nature of Growing Pains; The Ten Most Common Organizational growing Pains; Measuring Organizational Growing Pains; Scoring the Survey; Interpreting the Scores; Growing Pains Scores for Different Business Sizes and Industries. 
505 8 |a Use of Growing Pains Measurements in Making the TransitionGrowing Pains Scores and Their Management at Grange, Inc.; Organizational Growing Pains, Growth Rates, and Infrastructure; Growing Pains and Financial Performance; Minimizing Organizational Growing Pains; Summary; Part Two: Management Strategies for Each Stage of Organizational Growth; 4: The New Venture and Expansion Stages; Developing Successful Stage I organizations; Key Issues at Stage I; Hotmail: A Classic Example of Entrepreneurial Success; Significant New Venture of the 1980s: Personal Computers. 
505 8 |a Significant New Ventures of the 1990s: Internet FirmsOther Examples of New Venture Success; Significant New Ventures of the New Millennium: International Firms; Keys to a Successful Stage I Firm; Ability to Define a Market Need; Ability to Develop a Relevant Product or Service; Ability to Develop an Organization to Provide the Product or Service; Developing Successful Stage II organizations; The Osborne Syndrome; Other Examples of Problems at Stage II; Keys to a Successful Stage II Firm; Ability to Acquire Resources; Ability to Develop Complex Operational Systems. 
590 |a ProQuest Ebook Central  |b Ebook Central Academic Complete 
650 0 |a New business enterprises  |x Management. 
650 0 |a Organizational change. 
650 6 |a Nouvelles entreprises  |x Gestion. 
650 6 |a Changement organisationnel. 
650 7 |a New business enterprises  |x Management  |2 fast 
650 7 |a Organizational change  |2 fast 
700 1 |a Randle, Yvonne. 
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776 0 8 |i Print version:  |z 9780787986162 
856 4 0 |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=792612  |z Texto completo 
994 |a 92  |b IZTAP 

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