Question:
Identify the characteristics of the enterprising manager, identify and justify the four enterprise attributes that should be developed in the young managers, the ones that you believe that would be most beneficial for the organisation and explain how the organisation could develop the managers?
Answer:
Introduction
The report focuses on the senior management team of a large global company who are aiming to look for various ways to develop the young enterprising managers in the respective organization. The researcher would critically analyze four major facets of an enterprising individual and propose distinctive ways of adopting the attributes in a successful manner. The research would seek a deep insight towards justification of the research and theoretical underpinning (Berrada 2013). The report would also discuss characteristics of the enterprise manager and their contribution towards the respective organization for gaining supremacy in the competitive market.
Identify the characteristics of the enterprising manager
Being “enterprising” is not the same as aspiring to be self- employed. Rather it refers to someone who is characterized by a specific mixture of individuality, leadership and creativity. These are the core sills required by an enterprising manager to get an upper hand in the competitive market from the organizational perspectives (Dhliwayo 2014). Entrepreneurship skills are one of the most determinant factors for organizational success as they deal with broader engagement and impactful skills that employers look for in the contemporary world. There are some basic characteristics of entrepreneurship managers, which are discussed below:
The entrepreneurship manager is usually flexible in nature and possesses the ability of accepting various duties, assignments and responsibilities with a stipulated duration. They possess a capability of tackling more than one task, until incremental roles and duties divide the job responsibilities to the newly designated person. The enterprise manager takes active participation in allocating job responsibilities of the lower management and tackles their issues in a successful manner.
However, some entrepreneurship managers are reluctant and rude by nature, thus restricting the organizational growth to an extent. They should usually possess the power of taking intuitive decision with limited information. They aim to be “Jack of all Trades” and usually possess the capability of handling crises of the organization in a successful manner. The entrepreneurship managers possess creative and innovative insights for solving the issues identified in the organizational contest (Goedertier, Vanthienen and Caron 2013). The uncertainty and business complexity of the organization requires effective contribution of the entrepreneurship managers for outperforming the competitor brands effectively. The persuasive capacity and negotiation capacity are inheriting in a successful entrepreneurship manager.
The manager usually possesses good self-confidence and always seeks for opportunities for the propagation of the organization in the competitive market. They usually have a holistic approach and often take risks, in accordance to the present trends of the market. Strategic implementation of creative plans and innovative ideas gives an opportunity to develop a strong sense of independence for the entrepreneurs for managing the employees of the organization (Hattab 2014). The entrepreneurship manager complies with the rules and regulations of the organization to achieve the objective oriented outcomes in a proactive way.
The level of commitment is of higher anticipation for the entrepreneurship managers and they show great dedication in their work. A successful entrepreneurship manager always takes the right initiative of building up the team so that they give their best performance for the profitability of the organization. The accountability and responsibility of the entrepreneurship manager reflects on the overall organizational performance and employee motivation. Instead of criticizing at regular intervals, the manager led by examples and takes active participation in converting the weakness of the employees into their respective strength (Hendrickx 2015).
Identifying and justifying the four enterprise attributes that should be developed in the young managers, the ones that you believe that would be most beneficial for the organization
In the contemporary market, the market is awash with optimizing solutions, and therefore, giant corporations require optimization of the enterprise by promoting attributes of the future managers for further propagation of the organization in the competitive market. The essential enterprise attributes for the development of future managers are as follows:
Intuitive and Collaborative:
Clients that desire to run the optimization programs internally requires a spontaneous approach and should have the ability to provide rapid solutions regarding the rising needs of the organization. The team members should be collaborative with one another and work as a unit to produce productive output for the organization. Some individuals are much better at anticipating what is coming in the way and usually come up with corrective solutions regarding the vague questions. One should have good guessing power so that they can handle tuff situations with ease and handle the obstacles without many hassles (Irastorza and Pena 2014). If intuitions are identified the other way around, it can lead to disappointing results from the organizational perspective.
Flexible and responsive
Flexible and customized solutions accounts itself as one of the most favorable enterprise attributes for attaining success. Responsiveness is one of those attributes, which allows the organization to take up the responsibility of handling the respective issues without burdening it on the employees of the organization. Business entrepreneurs are expected to have a optimistic personality so that it restricts the spreading of negativity amongst the members of the organization (Oja 2014). It may also act as an occupational Hazard, if interpreted in a wrong way. Situation handling comes along as a gift for individuals who are flexible and responsive by nature. The managers should take up the responsibility of completing the tasks within the given deadline. For the prepared action to take effect, the managers should have sufficient knowledge about time management.
Secure and Integrated
Reputation is the ultimate term responsible for sustainability of the organization on a long-term basis. Secure data sessions and data protect the integrity of the brand and maintain a healthy relationship between the consumers and members of the organization. The implications usually have greater impact for larger enterprises in contrast to small enterprises. Business entrepreneurs should always take secured steps so that success does not follow the footsteps of failure in the mere future (Rolfe 2015). Integrated process initiated by entrepreneurship management gathers information of the consumers and third-party data to augment the profile of the visitors for personal experience. On a overall basis, organizations must preserve the integrity of the organization in order to reflect on the profitability of the organization in a favorable way.
Tenacity Predictive
The results of the strategic implementation should be predictable by nature and the proposed recommendations should produce anticipated results in order to set further expectations. The predictive output should be realistic in nature, so that it relates with the aims and objectives of the organization in an efficient manner. Entrepreneurship managers should have the tenacity to work hard and taste failure if they have to blossom in the long-term. The organization should be transparent in nature and have the ability to handle criticisms in a proactive manner (Schaper 2014). Entrepreneurship managers should never be stubborn by nature and avoid making same mistakes in the mere future. All the discussed attributes contribute towards organizational success and meet the perceived demands of the consumers in an efficient way.
Explaining how the organization could develop the managers
In the contemporary world, organizations face sudden changes like never before. Globalization has enhanced the markets and opportunities for enhancement of growth and revenue. The organizations focus on the visible skills of the managers and give them opportunities to express their creative thoughts and innovative ideas in a free manner. As managers grow up the position, further impetus is give on strategic thinking, P & L management and time management (Ulmer, Belaud and Le Lann 2013). The management would ensure training and development program for the selected managers in order to get accustomed to the corporate culture. The organization also takes active participation in promoting a sustainable approach for developing the managers of the organization.
The managers should always address the problems as the learning process so that they could avoid such mistakes next time onwards. The organization aims to go ahead of the conservation baseline and probe the managers to identify the gaps of the organization. They should further implement strategic alternatives for accomplishing the organization urges the manager to act as a role model for the employees and should always take up the responsibility to assisting the teammates at the time of crises. The organization seeks a deep insight into the fact that the managers of the organization acknowledge the performance of the employees (Wijegunaratne, Fernandez and Evans-Greenwood 2014). The organization ensures that there should be a proper flow of information between the employees and various level of management in accordance to the respective organization. Successful managers have a never say die attitude and always have the tenacity to give their level best to enhance the overall situation of the organization in an effective manner.
Conclusions
On the contrary, it concludes that entrepreneurship skill sets are success-driven by nature and should be implemented with strategic implementation for gaining an upper hand in the vast field of the competitive market. The management has proposed necessary entrepreneurship skills for the young managers in order to build a strong foundation in the mere future. Developments of the managers are in strong association with the competitive advantage of the organization in contrast to the rival brands.
Reference List
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Dhliwayo, S., 2014 Entrepreneurship and Competitive Strategy: An Integrative Approach Journal of Entrepreneurship, 23(1), pp.115-135
Goedertier, S., Vanthienen, J. and Caron, F., 2013 Declarative business process modelling: principles and modeling languages Enterprise Information Systems, 9(2), pp.161-185
Hattab, H., 2014. Impact of Entrepreneurship Education on Entrepreneurial Intentions of University Students in Egypt Journal of Entrepreneurship, 23(1), pp.1-18
Hendrickx, H., 2015. Business Architect: A Critical Role in Enterprise Transformation Journal of Enterprise Transformation, 5(1), pp.1-29
Irastorza, N. and Pena, I., 2014. Earnings of Immigrants: Does Entrepreneurship Matter?. Journal of Entrepreneurship, 23(1), pp.35-56
Oja, J., 2014. Three theoretical approaches to pirate entrepreneurship: towards future studies of pirate entrepreneurship IJESB, 22(4), p.449
Rolfe, O., 2015. Information governance for enterprise social software Business Information Review, 32(1), pp.38-44
Schaper, M., 2014 Entrepreneurship and small business Milton, Qld.: John Wiley and Sons Australia.
Ulmer, J., Belaud, J. and Le Lann, J., 2013 A pivotal-based approach for enterprise business process and IS integration. Enterprise Information Systems, 7(1), pp.61-78
Wijegunaratne, I., Fernandez, G. and Evans-Greenwood, P., 2014 Enterprise Architecture for Business Success Sharjah: Bentham Science Publishers
