CHAPTER 4

DEVELOPING ENTREPRENEURSHIP
TEAM AND ORGANISATION
TEAMING GAME

1. Product 2. Organisation 3.Personal

Identify product of Appoint your CEO of List out at least 2
your company your company personal
characteristics of
Appoint any position your CEO
that you think
suitable to the rest of List out 2
your team members. managerial skills
possess by your
Explain the reasons executives.
why you think that
position is suitable
for that particular
individual
 ENTREPRENEURSHIP TO MANAGEMENT

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Entreprenerial Directional Functional
Owner/ Transition Owner/ Transition Functional
Operator Manager Management
Single Manager Shared Specialised
Management Management
 FORMING A TEAM

Chief
Executive
Officer (CEO)

Chief Operating Chief Financial Chief Marketing Chief

Officer (COO) Officer (CFO) Officer (CMO) Technology
Officer (CTO)
 TEAM PROCESSES
- TEAM ROLES, DIVERSITY AND LEADERSHIP

Understand the relationships between tasks, lead, supervise, and

control activities of others through directions, suggestions, inspirations,
Leadership and other techniques.
Creative thinker

Listen and understand without interrupting or mentally preparing your

Listening own rebuttal at the expense of getting the message.

Ask for and provide help and also to determine which situations warrant
Helping assistance.

Criticism of useful interpersonal and performance and able to receive

Criticism feedback from others without being defensive or argumentative.

Conflict Confront differences openly and deal with them until resolution is
resolution obtained.

Teamwork Work well with others in pursuing common goals.

Climate Build a climate and spirit conducive to high performance.

Building
 GENERAL MANAGEMENT AND ADMINISTRATION

Skills in
organising
project teams,
setting project
goals, defining Negotiation
Anticipate
problem and Communications Make Planning project tasks
analyse an decisions on and Ability to work
effective plan to Communicate your best monitoring, effectively in a
effectively and analysis of Realistic and negotiating
solve problem attainable task
clearly both in incomplete completion in situation; ability
speech and data goals, identify to quickly
Problem obstacles to the face of
Solving writing, to the Decision problems and balance value
media achieve the given and
Making goals cost or quality
constraints value received
Schedule own
time
systematically Project
Management
 COACHING vs MENTORING vs MANAGING
MENTORING COACHING
Ongoing relationship that can last for a long
Relationship generally has a set duration
period of time
Can be more informal and meetings can take
Generally more structured in nature and meetings are
place as and when the mentee needs some
scheduled on a regular basis
advice, guidance or support
More long-term and takes a broader view of the Short-term (sometimes time-bounded) and focused on
person specific development areas or issues
Mentor is usually more experienced and qualified
Coaching is generally not performed on the basis that
than the mentee. The mentor is often a senior
the coach needs to have direct experience of their
person in the organisation who can pass on
clients formal occupational role, unless the coaching
knowledge, experience and open doors to
is specific and skills-focused
otherwise out-of-reach opportunities
Focus is on career and personal development Focus is generally on development or issues at work
Agenda is set by the mentee, with the mentor
The agenda is focused on achieving specific,
providing support and guidance to prepare them
immediate goals
for future roles
Mentoring revolves more around developing the Coaching revolves more around specific development
mentee professionally areas or issues
 COACHING APPROACH
vs
MANAGING APPROACH

COACHING APPROACH MANAGING APPROACH

Develop skills Evaluate skills
Build new capabilities Maintain capabilities
Focus on people Focus on system
Inspire trust Rely on control/titles/positions
Ask what and why Ask how and when
Prescribe development Find weaknesses
Elevate performance Monitor performance
 Creates rituals
of celebration

Publicly Demonstrate
recognize team CREATING and model
member SUPPORTIVE high ethical
accomplishments ENVIRONMENT behaviour
TEAM LAUNCH
 TEAM MANAGEMENT
These are some suggestions of what to do when your
team becomes dysfunctional.

Be careful that team members opinions are not

overlooked
a)Improve team member interactions
b)Shaping informal norms
c) Managing conflict
 GROUP vs TEAM
Group Team
Leadership Strong, clearly focused Shared leadership roles
Both individual and
Accountability Individual
mutual
Work Products Individual Collective
Encourages open
Meetings Efficiently run ended discussion and
active problem solving
Discusses, decides and Discusses, decides and
Work
delegates does real work together
 VISION GAME

1. Product 2. 3.Personal
Identify product Organisation Explain the
of your Appoint your reasons why you
company CEO of your think that
Identify mission company position is
of your Appoint any suitable for that
company position that particular
Identify you think individual.
strategy to suitable to the List out at
achieve the rest of your least 5
mission team members. personal
characteristics
of your CEO

Create vision of your company

Now, in a graphic form,

determine the structure of
your company.
 WHAT IS A VISION?
Entrepreneurship vision is a broad picture of an entrepreneur
aims for an organisation to become in the future. Mission is a
statement of what the organisation as a whole do to accomplish
in alignment with the organisational vision.
The vision statement should be short, preferably one sentence,
and as many managers as possible should have input into
developing the statement.
A mission statement reveals what an organization wants to be
and whom it wants to serve.
The importance of vision and mission:
Vision and mission can give an entrepreneur and other
members or stakeholders to know the organisation direction
and what they should be doing.
17
18
 UKMs Vision

UKM bertekad menjadi universiti

terkehadapan yang mendahului langkah
masyarakat dan zamannya bagi
membentuk masyarakat dinamis, berilmu
dan berakhlak mulia.

19
 Teaming game

1. Product 2. 3.Personal
Identify product Organisation Explain the
of your Appoint your reasons why you
company CEO of your think that
Identify mission company position is
of your Appoint any suitable for that
company position that particular
Identify you think individual.
strategy to suitable to the List out at
achieve the rest of your least 5
mission team members. personal
characteristics
of your CEO

Now, in a graphic form,

determine the structure of
your company.
ENTREPRENEURSHIP TO MANAGEMENT
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Entreprenerial Directional Functional
Owner/ Transition Owner/ Transition Functional
Operator Manager Management
Single Manager Shared Specialised
Management Management
ORGANISATION STRUCTURE AND STRATEGY
 Choosing centralised versus
decentralised authority

Choosing DESIGNING Choosing the

departmentalisation ORGANISATION appropriate span
base STRUCTURE of control

Choosing between a tall and flat

organizational structure
ORGANISATION MODEL
Line-and-staff organisation
Functional structure
 Functional structure
(SME Corp. Malaysia)
Divisional organisation

Product

Division
Time Customer
by

Area
 Geographic organisational structure

Head
Quarter

Northern Eastern Central Western Southern

Division Division Division Division Division
Matrix organisation
PORTERS GENERIC STRATEGIES
PORTERS GENERIC STRATEGIES

COMPETETIVE ADVANTAGE
Lower Differentiation
COMPETETIVE EDGE

Broad
Target 1. Cost Leadership 2. Differentiation

Narrow 3A. Cost Focus 3A. Differentiation

Target Focus
 ENTREPRENEURSHIP TO MANAGEMENT

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Entreprenerial Directional Functional
Owner/ Transition Owner/ Transition Functional
Operator Manager Management
Single Manager Shared Specialised
Management Management