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GENERAL MANAGEMENT
CHECK POINT 2: ENTREPRENEURSHIP AND MANAGEMENT SCIENCE
Please Select Any Topic In Check Point 2 Below And Click. |
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1. WHAT IS AN ENTREPRENEUR? |
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DEFINITION OF AN ENTREPRENEUR |
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Business owners and managers must learn to think, plan, decide, and act like real entrepreneurs, because the entrepreneurial spirit is the driving force behind the most successful businesses throughout the world.
The term "Entrepreneur" was introduced by Richard Cantillon, a French economist, in the 18th century.
According to the Webster's Dictionary:
"Entrepreneur is one who organizes and directs a business undertaking, assuming the risk for the sake of profit."
This term is also used to describe:
"People who are innovators and are prepared to take risks in developing and introducing new ideas, products, or services to society."
In fact, the majority of all new businesses throughout the entire world have been founded by entrepreneurs. Some of these businesses are among the largest conglomerates in the world today. |
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2. ARE YOU AN ENTREPRENEUR? |
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TEST YOURSELF! |
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Here are some major differences between a typical Entrepreneur and somebody who should definitely stay on a job.
Test yourself and see where you belong! |
DIFFERENCES BETWEEN AN ENTREPRENEUR AND A "STAY-ON-THE JOB" PERSON |
Entrepreneur |
A "Stay-On-A-Job" Person |
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- Is an optimistic realist ("sees glass half-full").
- Wants to be his own boss.
- Is prepared to take chances in life.
- Is prepared to take financial risks.
- Is prepared to work 25 hours per day.
- Is prepared to take responsibility for failure.
- Is a "can-do-now" person.
- Is familiar with business principles.
- Is comfortable in a business environment.
- Enjoys taking charge and being in control.
- Is a self-starter.
- Enjoys creating new things.
- Can visualize the big picture.
- Provides his own inspiration.
- Is a natural salesman.
- Has a strong personality and character.
- Gets new ideas everywhere.
- Would like to find out how far he could reach.
- Views problems as challenges.
- Converts negative experience into strength of character.
- Is a dreamer with feet on the ground.
- Believes in hard work.
- Would like to continue reading this program.
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- Is a pessimistic realist ("sees glass half-empty").
- Prefers to stick to a good job.
- Wants to play it safe in life.
- Wants to invest money in 401(k).
- Is not prepared to work hard for success.
- Blames everyone around him.
- Is a “maybe-will-do-later” person.
- Is unfamiliar with business principles.
- Gets nervous in a business environment.
- Wants limited responsibility on the job.
- Prefers to be a part of an existing team.
- Prefers to follow existing ways.
- Thinks in terms of small details.
- Needs to be inspired by others.
- Does not like to "have to sell" to others.
- Does not mind forfeiting certain goals in life.
- Gets new ideas only on the job.
- Is satisfied with weekly pay-check security.
- Views problems as a "pain in the neck."
- Allows negative experience to sway his judgment of others.
- Is a skeptic.
- Believes in luck.
- Would like to take a nap.
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If you identify yourself with the "Entrepreneur" profile - please continue with the Business 2010 Management Program! If not - then... you definitely must read this program! |
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Note:
Any reference to gender means "he" or "she" throughout this program. |
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3. A BRIEF HISTORY OF MANAGEMENT SCIENCE |
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WHEN DID THIS ALL BEGIN? |
Management Science was developed throughout the history of mankind over many thousands of years. A few examples related to management science development process and its contributors are presented next. |
DEVELOPMENT OF MANAGEMENT SCIENCE |
Period |
People Involved |
Results Accomplished |
± 3,300
years ago |
Egyptian
Building Contractors |
The Pyramids, Giza, Egypt
Built by Tutankhamun (1334 B.C.- 1325 B.C.) and Ramsesses 11 (1279 B.C. - 1212 B.C.) |
± 3,000
years ago |
Israeli
Building Contractors |
The First Temple, Jerusalem, Israel
Built by King Solomon (960 B.C.)
The Second Temple, Jerusalem, Israel
Built by King David (516 B.C.) |
± 2,600
years ago |
Greek Building Contractors |
The Acropolis, Athens, Greece
(650 B.C. - 480 B.C.) |
± 2,200
years ago |
Chinese Building Contractors |
The Great Wall, China
(221 B.C - 207 B.C.) |
± 1,900
years ago |
Italian
Building Contractors |
The Coliseum, Rome, Italy
(72 AD - 96 AD) |
| 1887-1889 |
French
Building Contractors |
The Eiffel Tower, Paris, France
Built by Gustave Eiffel - Main Contractor |
| 1856-1915 |
Frederick W. Taylor |
"Father" of Scientific Management.(2)
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- Published Principles of Scientific Management in 1913.
- Introduced Job Fractionation, i.e. sub-division of larger tasks into smaller tasks.
Promoted the Time and Motion Studies and Piece Rate compensation method for workers.
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1913 |
Henry Ford |
Introduced the First Assembly Line at Ford Motor Company. |
1868-1924
1878-1972 |
Frank B. Gilbreth
Lillian M. Gilbreth |
"Pioneers" of Scientific Management.
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- Introduced the Time and Motion Study Method.
- Introduced the Job Simplification Method.
Authored The Psychology of Management.
Developed a three position plan for promotion of employees: 1) Do your job; 2) Train your successor; 3) Get ready for promotion.
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| 1861-1919 |
Henry L. Gantt |
"Pioneer" of Scientific Management.
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- Developed and introduced the Gantt Chart for scheduling of production activities.
- Developed new standards for work performance.
- Introduced Production Bonuses.
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1868-1933 |
Mary Parker Follet |
"Pioneer" of Scientific Management.
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- Recognized the importance of the team work.
- Developed new standards for work performance.
- Recognized the importance of cooperation among employees.
Developed humanistic approach to management
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1841-1925 |
Henry Fayol |
"Pioneer" of Scientific Management. (4)
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- Published General and Industrial Management in 1929/30 (Translated from French).
- Identified six related management activities: 1) Technical; 2) Commercial; 3) Financial; 4) Security; 5) Accounting; 6) Managerial - planning, organizing, commanding, coordinating, and controlling.
Developed 14 Key Principles of Management.
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1880-1949 |
Elton Mayo and associates from Harvard University School of Business Administration. |
Conducted Hawthorne Experiments and discovered that workers:
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- Perform better if they are observed by superiors and their results are monitored
(The Hawthorne Effect).
- Are part of a team;
Participate in a meaningful event.
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1906-1964 |
Douglas M. McGregor |
Developed Theory X and Theory Y.
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- Theory X is based on a pessimistic approach and suggests that people don't really like to work; they are generally not ambitious, avoid responsibility, seek security in the workplace, lack imagination, creativity, and initiative.
- Theory Y is based on an optimistic approach and suggests that people actually like working under suitable conditions; they are self-starters, willing to accept responsibility, are creative and imaginative.
Published the Human Side of Enterprise in 1960, with the message that managers should take a more positive approach toward employees, delegate authority, making jobs more challenging, providing rewards for superior performance, and treating workers with respect and dignity. (5).
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4. MAIN APPROACHES TO BUSINESS MANAGEMENT IN THE 1950'S - 1970'S |
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Main approaches to Business Management developed in the 1950's - 1970's are summarized below. |
MAIN APPROACHES TO BUSINESS MANAGEMENT IN THE 1950’S - 1970'S |
No. |
Description |
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The Process Approach.
This approach views management as a continuous task of planning, organizing, leading, and controlling a group of employees. |
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The Behavioral Approach.
This approach focuses on understanding human behavior and evaluating factors that influence workers' performance and productivity. The behavioral approach caused the development of managerial skills in the area of human resources management, and provided basic guidance in dealing with employees. |
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The Systems Approach.
This approach suggests that an organization is a set of interrelated parts - such as people, materials, and equipment - that are arranged in one structure. This structure is located in a constantly changing environment which includes customers, suppliers, banks, government agencies. |
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The Contingency Approach.
This approach represents a step-by-step methodology and suggests that there is no universal solution to management problems. Managers, therefore, need to learn various management techniques and apply same to solve their specific problems. |
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The Contingency Approach is further described below. (6) |
THE CONTINGENCY APPROACH |
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Step 1: Perform A Situational Analysis.
This entails analysis of company's current strengths and weaknesses; and projection of external opportunities and threats.
Step 2: Identify Current Problems.
Formulate a statement of problems based on the situational analysis.
Step 3: Establish Performance Standards.
State performance standards to resolve expected problems, formulated above.
Step 4: Generate Alternative Solutions.
Generate alternative solutions to the expected problems.
Step 5: Evaluate The Proposed Solutions.
Evaluate the proposed solutions in terms of their consequences to the company.
Step 6: Select Solutions.
Select best alternative solutions in accordance to company needs.
Step 7: Test Solutions.
Implement a pilot test of the proposed solutions and revise whenever necessary.
Step 8: Implement Solutions.
Implement the solutions toward company needs.
Step 9: Evaluate Solutions.
Evaluate the effect of the implemented solutions.
Step 10: Revise The Process.
Revise the process as necessary. |
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5. DEVELOPMENTS IN BUSINESS MANAGEMENT IN THE 1980'S - 2000’S |
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MODERN BUSINESS MANAGEMENT THEORY |
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Contemporary management theories developed by Peter F. Drucker, who is considered to be one of the fathers of the Modern Management Science, relate primarily to medium-sized and large American companies. These theories deal with a broad range of aspects in business management and provide additional light on what effective management should be.
Peter F. Drucker has authored 41 best-selling books on business management and was well respected for his contribution to the development of the modern business management theory as outlined below.
CONTRIBUTIONS TO BUSINESS MANAGEMENT THEORY BY PETER F. DRUCKER
No. |
Details |
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In 1940’s introduced the idea of decentralization which became a bedrock principle for virtually every large organization in the world. |
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In 1950’s was the first to assert that workers should be treated as assets, not as liabilities to be eliminated. |
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In 1950’s originated the view of the corporation as a human community built on trust and respect for the worker and not just a profit-making machine. |
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In 1950’s stated that there is "no business without a customer," a simple idea that promoted in a new marketing mind-set. |
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In 1960’s argued for the importance of substance over style and for institutionalized practices over charismatic leaders. |
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In 1970’s wrote about the contribution of "knowledge workers" stating the importance of knowledge and skilled employees in the overall success of any business. |
Peter F. Drucker suggested in Management Challenges for the 21st Century, published in 1999, that one of the most critical elements of success in business in the 21st century will be Business Knowledge - and this may apply to you too!
Additional important developments in the area of business management during the last few decades of the 20th Century include five methodologies presented below. |
FIVE IMPORTANT DEVELOPMENTS IN BUSINESS MANAGEMENT |
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Theory Z |
Kaizen |
Just-In-Time
Methodology |
Total Quality Management
(TQM) |
Supply Chain Management
(SCM) |
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These methodologies are briefly introduced below and each one is discussed in detail in this program. |
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6. THEORY Z |
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THEORY Z |
Theory Z was developed and introduced by William G. Ouchi in his book Theory Z, published in 1981. This theory describes the basic elements of the Japanese Management Approach and explains what American business people can learn from their Japanese counterparts. (7)
William Ouchi introduced three types of companies - Type J, Type A, and Type Z presented below. |
THREE TYPES OF COMPANIES ACCORDING TO THEORY Z |
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Type J |
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Type A |
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Type Z |
Japanese
business-style
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American
business-style
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American companies
with Japanese
business-style
characteristics. |
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According to Ouchi, there are major differences between Japanese Companies and American Companies. Some of these differences are summarized below. |
MAJOR DIFFERENCES BETWEEN JAPANESE AND AMERICAN COMPANIES |
Japanese Companies
(Type J) |
American Companies
(Type A) |
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- Lifetime employment.
- Slow evaluation and promotion.
- Non-specialized career development.
- Implicit control mechanisms.
- Collective decision-making.
- Collective responsibility.
- Collective values.
- Holistic concern for employees.
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- Short-term employment.
- Rapid evaluation and promotion.
- Specialized career development.
- Explicit control mechanisms.
- Individual decision-making.
- Individual responsibility.
- Individual values.
- Partial concern for employees.
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© From Theory Z: How American Business Can Meet The Japanese Challenge by William Ouchi. Copyright 1981. Adapted and reprinted by permission of Perseus Book Publishers, a member of Perseus Books, L.L.C |
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As a result of his study, William Ouchi concluded that despite many differences between Japanese (Type J) and American (Type A) companies, there are also certain similarities between them. Ouchi further identified a number of American companies that have characteristics similar to firms in Japan and referred to such companies as Type Z Organizations. These organizations tend to have long-term employment, often for a lifetime, although the lifetime relationship is not formally stated.
Type Z companies are among the fastest growing and most profitable of major American firms!
Hence, American business people and managers are advised to examine their organizations (Type A) and seek ways of adopting some of the Japanese business management principles. (59)
Note:
Theory Z is discussed in detail in Tutorial 1 |
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7. KAIZEN |
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KAIZEN |
"Kaizen - The Key to Japan's Competitive Success" was introduced by Masaaki Imai and published by Random House, in 1986. Currently this book is published by the McGraw-Hill Companies, Inc.
Kaizen means gradual, unending improvement, doing "little things" better; continuously setting and achieving higher standards in everything and everywhere.
According to Masaaki Imai, Kaizen is behind Japan's economic "miracle" and the real reason the Japanese have become the masters of flexible manufacturing technology - the ability to adapt manufacturing processes to changing customer and market requirements, and do it quickly.(8)
Kaizen may be a short word, but it represents a very deep and strong culture - a culture of continuous all-around improvement of everything and everywhere. In Japan, Kaizen is everybody's business! In the rest of the Western World, Kaizen is the most important concept to be understood in order to appreciate the basic difference between the Japanese management Process-Oriented Approach and Western management Result-Oriented And Innovative Approach. |
CROSS-FUNCTIONAL TRAINING OF MANAGERES AND WORKERS |
Another important element of a Kaizen-driven company relates to Cross-Functional Training Of Managers And Workers. Japanese managers understood a long time ago that high quality cannot be achieved only in the operations department. High quality can only be achieved, if all departments within a company do whatever necessary to maximize quality on the organization-wide basis. This, in turn, necessitates a Kaizen-driven company to implement a continuous cross-functional training of managers and workers for a broad range of tasks.
Kaizen represents one of the basic building blocks for transforming any traditional business organization into a Lean Operational Facility. This may apply to manufacturing and non-manufacturing companies alike, including service, merchandising, project and contract management companies. Basic objectives of a Lean Operation include waste elimination, continuous and uniform workflow, cost reduction, improved products and service quality, more efficient delivery of products and services, and overall focus on satisfying customers’ needs.
As a result of implementing Lean Operational Guidelines, also known as World Class Operational Guidelines, the company’s management may expect a continuous improvement in operational performance and increased profitability in a highly competitive market environment.
Note:
Kaizen is discussed in detail in Tutorial 4. |
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8. JUST-IN-TIME METHODOLOGY |
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JUST-IN-TIME METHODOLOGY |
Just-In-Time Philosophy has been developed as a direct result of the popular Kaizen Culture, which has been predominant in Japan for a long period of time. Basic principles of Kaizen and Just-In-Time are closely interrelated and provide the foundation for many Japanese Business Management Principles and guidelines.
Development of Just-In-Time philosophy provided a foundation for Just-In-Time Methodology or JIT Methodology, which was initiated by Taiichi Ohno, one of the former vice presidents of Toyota, in 1952. In late 1970's the popularity of JIT Methodology increased dramatically among Japanese manufacturers, and it continues to grow till this day.
One of the most important Objectives Of JIT Methodology is to minimize or eliminate waste throughout all stages of the manufacturing process.
Toyota defines Waste as: "Anything other than the minimum amount of equipment, materials, parts, and working time absolutely essential to production."
Everything in excess of such a minimum is considered by JIT Methodology as additional and unnecessary expense. According to JIT Methodology, it is essential to achieve a situation in which the manufacturing process will utilize minimal resources.
Basic Requirements Of Just-In-Time are outlined below. |
BASIC REQUIREMENTS OF JUST-IN-TIME |
No. |
Details |
1. |
Minimum suppliers. |
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Minimum employees, equipment, and space. |
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Minimum inventory. |
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Minimum set-up and operational times. |
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Minimum scrap and rework. |
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Just-In-Time Methodology, similar to Kaizen, represents one of the basic building blocks for transforming any traditional business organization into a Lean Operational Facility. As stated earlier, basic objectives of a Lean Operation include waste elimination, continuous and uniform workflow, cost reduction, improved products and service quality, more efficient delivery of products and services, and overall focus on satisfying customers’ needs.
As a result of implementing Lean Operational Guidelines, also known as World Class Operational Guidelines, the company’s management may expect a continuous improvement in operational performance and increased profitability in a highly competitive market environment.
Note:
Just-In-Time Methodology is discussed in detail in Tutorial 4. |
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9. TOTAL QUALITY MANAGEMENT |
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TOTAL QUALITY MANAGEMENT |
Total Quality Management (TQM) is based on philosophy, which involves every person within a company with a common purpose to maintain continuous effort in improving quality of products, services, and processes and to maximize customer satisfaction.
TQM is really an attitude and a culture, which must be adopted by everybody within your organization if you want to be successful in business not only in the short run, but also in the long-term. This is very similar to basic concepts of Kaizen discussed earlier.
TQM was developed over several decades during the 20th Century by numerous “quality gurus’, including W. Edwards Deming, Joseph M. Juran, Armand Feigenbaum, Philip Crosby, Karou Ishikawa and Genichi Taguchi.
Basic Guidelines Of TQM include a number of specific tasks outlined below.
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BASIC GUIDELINES OF TQM |
No. |
Details |
1. |
Find out what the customers’ needs are. |
2. |
Offer high quality products and services. |
3. |
Develop high quality methods for product and service delivery. |
4. |
Monitor your company’s performance. |
5. |
Identify areas of inefficiency. |
6. |
Engage your suppliers and distributors. |
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Basic Elements Of TQM are summarized below. |
BASIC ELEMENTS OF TQM |
No. |
Details |
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Search for continuous improvement. |
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Increased employee authority. |
3. |
Team approach. |
4. |
Competitive benchmarking. |
5. |
Decision-making based on facts. |
6. |
Continuous training of managers and workers. |
7. |
Engagement of suppliers and distributors. |
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Total Quality Management, similar to Kaizen and Just-In-Time Methodology, represents one of the basic building blocks for transforming any traditional business organization into a Lean Operational Facility. As stated earlier, basic objectives of a Lean Operation include waste elimination, continuous and uniform workflow, cost reduction, improved products and service quality, more efficient delivery of products and services, and overall focus on satisfying customers’ needs
As a result of implementing Lean Operational Guidelines, also known as World Class Operational Guidelines, the company’s management may expect a continuous improvement in operational performance and increased profitability in a highly competitive market environment.
Note:
Total Quality Management is discussed in detail in Tutorial 4. |
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10. SUPPLY CHAIN MANAGEMENT |
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SUPPLY CHAIN MANAGEMENT |
The prime purpose of Supply Chain Management is to ensure that the organization develops a long-term competitive edge to remain successful in a highly challenging global environment.
The concept of supply chain management has been developed in recent decades and it still undergoes a process of continuous refinement in accordance with the prevailing world class operational guidelines.
A Supply Chain is a sequence of suppliers, warehouses, manufacturing and operational facilities, wholesale distributors, retailers, and ultimate customers - the end-users of products and services.
The Supply Chain Management Process entails making a number of important management decisions. Some of the major Supply Chain Strategic Decisions are outlined below. |
SUMMARY OF SUPPLY CHAIN MANAGEMENT STRATEGIC DECISIONS |
No. |
Details |
1. |
Identify the most cost-effective and optimal supply chain for your organization. |
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Select a pool of companies with whom you want to connect. |
3. |
Select the dimensions across which you and your supply chain partners will connect. |
4. |
Select the organizational form your supply chain will take. |
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Finalize the selection of your supply chain partners. |
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Implementation of the supply chain strategic decisions entails a number of steps outlined below. |
IMPLEMENTATION OF SUPPLY CHAIN MANAGEMENT STRATEGIC DECISIONS |
No. |
Details |
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Evaluate the effectiveness of internal material management within the organization through value analysis. |
2. |
Identify and evaluate sources of materials and services supply through vendor analysis. |
3. |
Develop strategic alliances with selected suppliers of materials and services. |
4. |
Implement cost-effective methods of planning and control related to material purchasing, receiving, control, storage, and dispatch. |
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Establish sound relations with customers to ensure continuous stability and growth of the supply chain management process. |
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Supply Chain Management, similar to Total Quality Management, Kaizen, and Just-In-Time Methodology, represents one of the basic building blocks for transforming any traditional business organization into a Lean Operational Facility. As stated earlier, basic objectives of a Lean Operation include waste elimination, continuous and uniform workflow, cost reduction, improved products and service quality, more efficient delivery of products and services, and overall focus on satisfying customers’ needs.
As a result of implementing Lean Operational Guidelines, also known as World Class Operational Guidelines, the company’s management may expect a continuous improvement in operational performance and increased profitability in a highly competitive market environment.
Note:
Supply Chain Management is discussed in detail in Tutorial 4. |
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11. INTRODUCTION TO THE BUSINESS ENGINEERING METHOD |
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THE BUSINESS ENGINEERING METHOD |
The Business Engineering Method was developed by Joseph Shetzen and edited by a team of business experts. This unique method was first published by Dow Jones-Irwin, currently the McGraw-Hill Companies, Inc., in a two-volume set -"Maximum Performance: The Dow Jones-Irwin Complete Guide To Practical Business Management", in 1990.
The prime purpose of the Business Engineering Method is to enable small and medium-sized business owners “to engineer" their business for success with a "Be-Your-Own-Management-Consultant" Tool. The implementation of this method consists of two stages described below. |
THE IMPLEMENTATION OF THE BUSINESS ENGINERING METHOD
Stage 1: Study And Implement The Business 2010 Management Program
This program provides a knowledge-based foundation covering five major areas of operations within a company and it prescribes a cross-functional self-training of business owners and managers in each of these areas. Refer to five Tutorials in the Business 2010 Management Program which you reading at present.
Stage 2: Implement The Business 2010 Pro Management Program.
This program enables small business owners and their management teams to conduct a detailed business analysis, to develop a comprehensive business plan, and to initiate cost-effective business solutions on a do-it-yourself basis. This program is in the final development stage and will be available in 2010. |
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CROSS-FUNCTIONAL MANAGEMENT SELF-TRAINING |
The concept of cross-functional training of managers and workers in various areas of operational business management has been initially introduced in Kaizen-driven companies. However, the Business Engineering Method takes this approach one step further and, in addition, prescribes cross-functional management self-training of owners of small and medium-sized businesses.
Moreover, the Business Engineering Method teaches business owners how to act as management consultants within their own organizations.
This type of training may offer several important advantages to business owners as outlined below. (9). |
ADVANTAGES OF THE BUSINESS ENGINEERING METHOD |
No. |
Details |
1. |
Improved Management Knowledge.
The study of five Tutorials contained in the Business 2010 Management Program will enable business owners to improve their personal level of knowledge in each operational area of their company’s activities. |
2. |
Better Understanding Of Overall Business Activities.
Upon completion of the study of five Tutorials business owners will have a much better understanding about how all operational activities fit together within their company. |
3. |
Improved Process Of Selecting Most Qualified Managers.
Once business owners become more knowledgeable in various areas of business operations, they will be in a much stronger position to identify and select the most qualified managers to fill key management positions within their company. |
4. |
Improved Level Of Management Control Within The Company.
Once business owners become more knowledgeable about what key managers are supposed to do in terms of their specific functional responsibilities, and each manager will be aware of that fact, this will enable business owners to exercise more effective management control within their company. |
5. |
Improved Level Of Motivation Within The Company.
Once business owners and their key managers “speak the same language” in terms of operational business management, this should lead to improved morale and motivation among managers and other employees within the company. |
6. |
Improved Efficiency And Productivity Of The Management Team.
Once business owners apply their newly acquired knowledge in various areas of business management, create a cohesive management team, and correctly implement prescribed management guidelines, this should lead to improved efficiency and productivity within the company. |
7. |
Detailed Business Analysis Of The Company’s Performance.
The first part of Business 2010 Pro Management Program will enable business owners and their management team to complete a detailed business analysis of their company’s operational and financial performance. |
8. |
Comprehensive Business Plan For The Company’s Operations.
The second part of Business 2010 Pro Management Program will enable business owners and their management team to complete a comprehensive plan of action covering all five areas of operational activities in their company. |
9. |
Sound Business Solutions For The Company’s Operations.
The third part of Business 2010 Pro Management Program will enable business owners and their management teams to introduce cost-effective business solutions covering all five areas of operational activities within their company. |
10. |
Improved Profitability Of The Company.
Once business owners and their management team implement all necessary steps prescribed by the Business Engineering Method, this should lead to improved profitability of their company and higher return of the shareholders’ equity. |
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The ultimate purpose of the Business Engineering Method is to provide you and your management team with essential Business Knowledge, just like Peter F. Drucker suggested in Management Challenges for the 21st Century. Moreover, this method provides tools in various areas of practical business management to enhance your chances for a long-term successful performance in business. This may just be the "magic pill" you have been waiting for… |
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12. FOR SERIOUS BUSINESS OWNERS ONLY |
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ARE YOU SERIOUS ABOUT YOUR BUSINESS TODAY? |
Reprinted with permission. |
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13. THE LATEST INFORMATION ONLINE |
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WOULD YOU LIKE TO LEARN MORE? |
As an added benefit to all members of Business Management Club, you will have access to the Latest Information Online on various topics discussed in this Check Point. You will be able to access this information through Business Links included in the downloadable version of this program. These links are updated on a continuous basis.
Note:
Learn more about your First-Year Free Membership in Business Management Club. |
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LESSON FOR TODAY:
The Difference Between Entrepreneurs And Managers Is The Weekend! |
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