Entrepreneurship, Team Building and Conflict Resolution
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Chapter
Entrepreneurship, Team Building and Conflict Resolution
Learning Outcomes
On completion of this chapter, the reader will: q appreciate the importance of building teams and team working to successful entrepreneurial management understand how teams are developed and the different roles people perform in teams recognize how teams are managed and the importance of self-management be aware of the way conflict can be managed in order to benefit the organization have begun to appreciate his/her own, preferred team working role(s) and conflict management style.
q
q q
q
7
Introduction
Traditionally it has been held that the entrepreneur is not a good manager and that a manager is not an entrepreneur. Indeed, Galbraith (1971) has suggested that the great entrepreneur can be compared in life to the male apis mellifera. He accomplishes the act of conception, at the expense of his own extinction. As will be shown in Chapter 11, this is, indeed, often the case, but increasingly there is evidence to suggest that successful entrepreneurial ventures are headed by entrepreneurs who are also effective managers. Unlike the traditional manager, though, who focuses largely on administrative efficiency, it would seem that the effective entrepreneurial manager needs to possess skills in building an entrepreneurial culture.
186
Entrepreneurship
7
Entrepreneurial influencing skills
As has been shown already, the effective entrepreneurial manager needs to be able to: q q q q q
recognize and cope with innovation take risks respond quickly cope with ‘failure’ (absorb setbacks) find chaos and uncertainty challenging and stimulating.
Additionally, he/she must be able to: q q
build motivated and committed teams use consensus to manage conflict.
To do this, entrepreneurs need good interpersonal/team working skills that involve the ability to: q create a climate and spirit conducive to high performance, including rewarding work well done and encouraging creativity,
Chapter
Entrepreneurship, Team Building and Conflict Resolution
Learning Outcomes
On completion of this chapter, the reader will: q appreciate the importance of building teams and team working to successful entrepreneurial management understand how teams are developed and the different roles people perform in teams recognize how teams are managed and the importance of self-management be aware of the way conflict can be managed in order to benefit the organization have begun to appreciate his/her own, preferred team working role(s) and conflict management style.
q
q q
q
7
Introduction
Traditionally it has been held that the entrepreneur is not a good manager and that a manager is not an entrepreneur. Indeed, Galbraith (1971) has suggested that the great entrepreneur can be compared in life to the male apis mellifera. He accomplishes the act of conception, at the expense of his own extinction. As will be shown in Chapter 11, this is, indeed, often the case, but increasingly there is evidence to suggest that successful entrepreneurial ventures are headed by entrepreneurs who are also effective managers. Unlike the traditional manager, though, who focuses largely on administrative efficiency, it would seem that the effective entrepreneurial manager needs to possess skills in building an entrepreneurial culture.
186
Entrepreneurship
7
Entrepreneurial influencing skills
As has been shown already, the effective entrepreneurial manager needs to be able to: q q q q q
recognize and cope with innovation take risks respond quickly cope with ‘failure’ (absorb setbacks) find chaos and uncertainty challenging and stimulating.
Additionally, he/she must be able to: q q
build motivated and committed teams use consensus to manage conflict.
To do this, entrepreneurs need good interpersonal/team working skills that involve the ability to: q create a climate and spirit conducive to high performance, including rewarding work well done and encouraging creativity,