Critical examination on the difference between managing a small organization to a big formal organization as an entrepreneur
By James Muhowa, Social Science Student
Successful entrepreneurs are opportunists who, through their creativity, drive and vision, create economic or social value. They challenge conventional wisdom by practicing disruptive innovation — innovation that creates new markets through the application of a different set of values. They change the rules of the game by questioning the status quo and upping the stakes. It follows that an entrepreneurial organization can be defined as: An organization that places innovation and opportunism at its heart in order to produce economic or social value (Meta, 2013). The entrepreneur shifts economic resources out of an area of lower and into an area of higher productivity and greater yield (Say, 1803) whether a charity or a profit oriented organization, there is a need to use a businesslike approach is the organization is to endure overtime, so should every manager (Armstrong, 2009). A businesslike approach to management is one that focuses on allocating resources to business opportunities and making the best use of them to achieve the required results.
All organizations, large or small, are today struggling to develop in an external operating environment which is epitomized by turbulence and uncertainty. Indeed, the natural cycle for most is from this entrepreneurial state, via growth, to protection, atrophy, crisis and, ultimately, either extinction or transformation. In this fiercely competitive world, the measure of a truly competitive organization is the extent to which, regardless of size, it remains or becomes an entrepreneurial organization.
Management of any organization consists of internal and external management, internal management involves human resources management and managing organizational