Growing Pains: Transitioning from an Entrepreneurship to a Professionally Managed Firm / Edition 4by Eric G. Flamholtz, Yvonne Randle
Pub. Date: 04/20/2007
The past few decades have witnessed an explosion in entrepreneurship. Thousands of new companies have been created in areas a diverse as bioengineering to chocolate chip cookies. The question is: Why after a successful beginning do some successful start-up business lose momentum and fold? What secrets have other start-up companies discovered to help them… See more details below
The past few decades have witnessed an explosion in entrepreneurship. Thousands of new companies have been created in areas a diverse as bioengineering to chocolate chip cookies. The question is: Why after a successful beginning do some successful start-up business lose momentum and fold? What secrets have other start-up companies discovered to help them navigate the rough waters of rapid growth and ultimately flourish?
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.
Growing Pains shows that many entrepreneurs are unprepared for the rigorous organizational demands of rapid growth. As firms mature, the loose, informal management styles that drove them to success become inadequate. Original systems are strained, profits decline, and founders are ousted to make room for more experienced managers. Drawing on the experiences of Starbucks, Wal-Mart, PowerBar, eBay, Dell Computers, among other success stories, Flamholtz and Randle show entrepreneurs how to make the successful transition from humble start-up to professionally managed firm without sacrificing the unique spirit that inspired the company in the first place.
The authors provide readers with a framework they can use to evaluate their firm's growth objectively, anticipate problems, pinpoint solutions, and plan strategies that will move their company toward desired goals. They outline the seven predictable stages of organizational growth and identify what must be accomplished in each stage to ensure the company's continued healthy development.
Growing Pains provides the entrepreneur with many proven principles of professional management, providing guidance in such key areas as strategic planning, organizational structure, management development, organizational control, leadership, and corporate culture management. Growing Pains offers business founders the information they need to face the often complex challenges as they transform their companies into professionally managed firms.
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Table of ContentsTables, Figures and Exhibits.
Introduction: The Transitions Needed to Keep a Growing Firm Successful.
A FRAMEWORK FOR DEVELOPING SUCCESSFUL ORGANIZATIONS.
How to Build Successful Companies: The Pyramid Of Organizational Development.
Identifying And Surviving The First Four Stages Of Organizational Growth.
Recognizing Growing Pains And Assessing The Need For Change.
MANAGEMENT STRATEGIES FOR EACH STAGE OF ORGANIZATIONAL GROWTH.
The New Venture And Expansion Stages.
The Professionalizing Stage: Developing Management Systems.
The Consolidation Stage: Managing The Corporate Culture.
MASTERING THE TOOLS OF PROFESSIONAL MANAGEMENT.
Organizational Control Systems.
Corporate Culture Management.
ROLE OF THE ENTREPRENEUR IN A GROWING AND CHANGING COMPANY.
Managing The Advanced Stages Of Growth: A Preview Of Future Challenges.
The Transition Ceos Must Make To Survive Beyond The Entrepreneurial Stage.
References: Key Resources For Further Information.
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