Companies, leaders and their roles in organizations
Posted: Tue Dec 03, 2024 9:29 am
In the information age, research and studies on terms such as entrepreneurship, management and reputation can cause great confusion in people's minds when it comes to interpreting them, due to the scope of topics that each term carries with it. In the day-to-day running of companies, these concepts can become even more dispersed. The fact is that there is great synergy between them, and it is important to understand that people with a lean and improved vision of these three concepts tend to obtain more satisfactory results within organizations. We propose a simple and practical line of reasoning to better understand how these concepts, when worked on by people, can be a unifying factor.
To clarify, I will use four words that can summarize an organization's vision and direction: inside and outside; retention and growth. Observing leaders from several companies, without intending to limit their profiles and actions, I propose a practical point of view to facilitate understanding.
Drawing a parallel between the profiles of entrepreneurs and managers, we can say that the former is the one who looks more outwards and the latter, inwards. Entrepreneurs are usually more attentive to the market, seeking solutions aimed at external audiences, partners, strategic alliances or even new platforms, technologies and different models to be applied in the company.
The manager, in turn, is the one who organizes processes and people, leading and guiding them towards the best performance. This is the profile that receives, manages and develops new developments coming from outside.
The entrepreneur is also the one who is most focused on growth. He finds it easy to attract new customers and develop new products and services, never satisfied with the ones he has until now.
On the other hand, the manager is the one who does the vp quality email lists retention work, serving new clients and refining projects. He focuses on high quality and sophistication of these projects and is always looking to open more doors for the entrepreneur.
Within a panorama of day-to-day activities, using the PDCA cycle as an analytical basis (from the English “Plan – Do – Check – Act”, an interactive method of managing these four steps for the control and continuous improvement of processes and products), it is possible to make another practical parallel.
Based on this, the manager is more suited to planning and checking (control) activities, and the entrepreneur is more suited to execution and corrective actions. PDCA must always be understood as a cycle to be worked on together, however, the main actors in each line of the cycle have different missions in their routine. This clear division of activities makes it much easier to manage the company's performance, allowing the identification of actions and those responsible for each task.
Within this simplified scenario, we understand that certain organizational activities can be enhanced if worked within a specific profile, with a clear division. We cannot limit actions and state that this is the “recipe” for better performance, or even that there is a recipe.
The entrepreneur versus manager analysis was simply an observation of the work style and vision that is most common to each profile. The fundamental thing is that the “inside and outside”, “retention and growth” visions, in addition to synergistic action in the PDCA model, exist in all sectors, as do the figures of the entrepreneur and the manager.
The concept of reputation is another that is difficult to summarize and fit into any dictionary phrase. It can be understood broadly and subjectively. The purpose is to understand reputation within a management and entrepreneurship analysis, as the prestige or credibility to be achieved, using communication or perception proposal for a specific audience.
Entrepreneurial management actions and the results achieved within the organization need to be shared and acknowledged by stakeholders, including internal ones, obviously in a planned, structured and technical manner, within a range of channels, tools and appropriate types of language. Building a reputation enhances the work of both types of leaders on all fronts.
In the information age, it is not enough to be an entrepreneur, manager and result generator. You also need to be a communicator and a builder of a great image!
To clarify, I will use four words that can summarize an organization's vision and direction: inside and outside; retention and growth. Observing leaders from several companies, without intending to limit their profiles and actions, I propose a practical point of view to facilitate understanding.
Drawing a parallel between the profiles of entrepreneurs and managers, we can say that the former is the one who looks more outwards and the latter, inwards. Entrepreneurs are usually more attentive to the market, seeking solutions aimed at external audiences, partners, strategic alliances or even new platforms, technologies and different models to be applied in the company.
The manager, in turn, is the one who organizes processes and people, leading and guiding them towards the best performance. This is the profile that receives, manages and develops new developments coming from outside.
The entrepreneur is also the one who is most focused on growth. He finds it easy to attract new customers and develop new products and services, never satisfied with the ones he has until now.
On the other hand, the manager is the one who does the vp quality email lists retention work, serving new clients and refining projects. He focuses on high quality and sophistication of these projects and is always looking to open more doors for the entrepreneur.
Within a panorama of day-to-day activities, using the PDCA cycle as an analytical basis (from the English “Plan – Do – Check – Act”, an interactive method of managing these four steps for the control and continuous improvement of processes and products), it is possible to make another practical parallel.
Based on this, the manager is more suited to planning and checking (control) activities, and the entrepreneur is more suited to execution and corrective actions. PDCA must always be understood as a cycle to be worked on together, however, the main actors in each line of the cycle have different missions in their routine. This clear division of activities makes it much easier to manage the company's performance, allowing the identification of actions and those responsible for each task.
Within this simplified scenario, we understand that certain organizational activities can be enhanced if worked within a specific profile, with a clear division. We cannot limit actions and state that this is the “recipe” for better performance, or even that there is a recipe.
The entrepreneur versus manager analysis was simply an observation of the work style and vision that is most common to each profile. The fundamental thing is that the “inside and outside”, “retention and growth” visions, in addition to synergistic action in the PDCA model, exist in all sectors, as do the figures of the entrepreneur and the manager.
The concept of reputation is another that is difficult to summarize and fit into any dictionary phrase. It can be understood broadly and subjectively. The purpose is to understand reputation within a management and entrepreneurship analysis, as the prestige or credibility to be achieved, using communication or perception proposal for a specific audience.
Entrepreneurial management actions and the results achieved within the organization need to be shared and acknowledged by stakeholders, including internal ones, obviously in a planned, structured and technical manner, within a range of channels, tools and appropriate types of language. Building a reputation enhances the work of both types of leaders on all fronts.
In the information age, it is not enough to be an entrepreneur, manager and result generator. You also need to be a communicator and a builder of a great image!