![]() ![]() That might sacrifice some ability to be nimble, innovative and change direction. ![]() The organization may eventually become too big and bureaucratic. ![]() This is also the time when many founding entrepreneurs may be replaced by professional CEOs. As things progress, give more autonomy to more managers. When this is successful, you might then delegate more tasks to the same person, but this time have them determine how it will be achieved. ![]() Help set the goal, how it will be achieved, what success will look like and its due date for completion. Instead, consider a two-step process to start giving one strategic task to the best manager to complete. But going from total control to no control can send panic through even the best entrepreneur. Managers gain control over their own strategy, tactics and people under this model. Letting go of total control may be one of the most difficult transitions you'll need to make as the company grows in revenue and people. You start to hire managers who are more experienced and highly paid to gain increased leverage in the business. In this model, you implement a hierarchical decision-making process so specific actions can move forward without your approval. Early on in this structure, you still make all the critical decisions. This may be in practice or in name only (i.e., you're still the “real” boss). The First Manager.Īfter about nine employees, you'll probably name the first manager to direct the work of other people. The first departments typically to form are the activities you don't want to do yourself. These typically include sales, marketing, production or service delivery, development, and office or bookkeeping activities. Departmental responsibilities begin to form with everyone still reporting to you. The Department.Īs more employees get hired, people usually begin to specialize and not do every job in the company. ![]()
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