9,99 €
Mehr erfahren.
- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Michael Gerber's book: "The E-Myth Manager: Why Management Doesn't Work - And What to Do about It".
This complete summary of the ideas from Michael Gerber's book "The E-Myth Manager" explains the concept of the entrepreneurial myth, which states that because someone knows how to do the technical work of a business, they also tend to assume they know how to build a business that works. In practice, most businesses fail because they are started and run by technicians rather than entrepreneurs. In his book, the author explains how an e-myth manager operates their organisation as if it were his or her own small business, free of the politics that often enter into the equation with large organisations. This summary is a must-read for managers and provides the key to creating a real and successful organisation.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your knowledge
To learn more, read "The E-Myth Manager" and find out the solution to creating a business that works.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 37
Veröffentlichungsjahr: 2014
Ähnliche
Book Presentation:The E-Myth Managerby Michael Gerber
Book Abstract
About the Author
Important Note About This Ebook
Summary ofThe E-Myth Manager(Michael Gerber)
1. Why The Discipline of Management No Longer Works
Main Idea
2. How to Become a Better Manager
Book Presentation:The E-Myth Managerby Michael Gerber
Book Abstract
MAIN IDEA
The E-Myth – the entrepreneurial myth – states that because someone knows how to do the technical work of a business, they also tend to assume they know how to build a business that works. In practice, most businesses fail because they are started and run by technicians rather than entrepreneurs.
In a similar vein, the E-Myth manager breaks free of management as it is currently practiced. Specifically, an E-Myth manager:
Thinks of his/her organization as a small business for which he or she is responsible and accountable for.Understands the distinction between creating a business that works and getting a person to work productively within the business.Exercises full accountability and authority for the decisions he or she makes.Makes good choices – about who does what within the business.Engages people within the organization, thereby encouraging them to grow and develop their skills and capabilities.Works on the basis managers are supposed to serve those who work for the business.Attempts to make changes by focusing on themselves first, the organization second and the employees third.Has an entrepreneurial mind-set – someone who creates a vision, develops a system and then delivers results.In total, an E-Myth manager operates his or her organization as if it were his or her own small business, free of the politics that often enter into the equation with large organizations.
About the Author
MICHAEL GERBER is an entrepreneur, author, speaker and small-business revolutionary. He is the founder and chairman of The E-Myth Academy, a small business consulting firm. Mr. Gerber has an eclectic background including experience as a musician and poet together with a keen interest in philosophy, spirituality and personal growth. Mr. Gerber is the author of The E-Myth (1985), The Power Point (1991), The E-Myth Revisited (1995) and The E-Myth Contractor (2002).
The Web site for the E-Myth Academy is atwww.e-myth.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary ofThe E-Myth Manager(Michael Gerber)
1. Why The Discipline of Management No Longer Works
Main Idea
In business, there are three types of authority:
The Emperor – the person who starts the business and specifies the vision of the enterprise.The Manager – whose job it is to sweat the details and make the vision happen.The Technician – who does the work of the business.Long term, managers always get tired of making other people’s visions happen and yearn to be in the driving seat themselves. This is good, because when a manager learns to think like an emperor, they start thinking like an entrepreneur. They start acting as if they personally own their organizations.
The problem with the discipline of management is that all the usual tools – like motivation, empowerment, open-book management, reengineering, teams, seven habits, etc. – do nothing to address the real root of the problem. Instead, these tools help the manager execute someone else’s vision. What’s needed most is a way for the manager to move from the passenger seat and into the driver’s seat with responsibility and accountability for their own business enterprise.
Supporting Ideas
To reinvent the work of the manager to become more independent and entrepreneurial, there are seven basic rules for managers:
Know what you wantBusiness emperors are consumed by their vision. They are obsessed with it, and don’t give up until they bring their vision into reality. It is only when you as a manager pursue your own vision – something you can feel just as passionate about as the emperor for which you currently work – that you will be able to generate as much commitment as they have. Until you generate that level of passion, you will always feel frustrated – like there is something more meaningful you could be doing with your time. And your vision must take in an entire business enterprise if it is to succeed.
