owner-managers and managers of small firms
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owner-managers and managers of small firms a study in depth by Roy Wilkie

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Published by [Furniture and Timber Industry Training Board] in [High Wycombe] .
Written in English


Book details:

Edition Notes

Statement[by] Roy Wilkie [and] James N. Young [for the Department of Administration at the University of Strathclyde and the Furniture and Timber Industry Training Board]. Vol.2, Appendices.
ContributionsYoung, James Nisbet., University of Strathclyde. Department of Administration., Furniture and Timber Industry Training Board.
ID Numbers
Open LibraryOL13763091M

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though, is that scheduled meetings rarely occur for owner-managers in small firms. • (Proposition 9) Time spent touring the factory is more than twice as common for owner- managers in small. Managers in large corporations and financial institutions who deal with small businesses as clients or suppliers, and professionals such as accountants, lawyers and consultants who provide advice and other services to small businesses will also find the book of interest. This chapter examines the differences between small business owner-managers and entrepreneurs. It also looks at the different types of small . This workbook accompanies the textbook Small Business Management: Theory and Practice. The textbook familiarises students with the theory and practice of small business management and challenges assumptions that may be held about the way small business management can or should adopt the management practices of larger firms.

This book familiarises students with theory and practice of small business management and challenges that may be held about the way small business management can or should adopt the management practices of larger firms. This book helps students to . To date, the study of business ethics has been largely the study of the ethics of large companies. This paper is concerned with owner/managers of small firms and the link between the personal ethics of the owner/manager and his or her attitude to ethical problems in business. The authors consider how managers of small firms perceive the processes associated with strategic management, what decisions and actions they adopt to ensure competitive advantage, how business strategies are formulated and implemented in SMEs, and what the strategic role of entrepreneurship within small businesses is.3/5(2).   Of the 28 declining firms 15 respondents were owner-managers. There was a statistically significant association between firm performance and respondent. It seems that owner-managers were more likely to be in firms that were declining and less likely than other managers to be able to report a growth record.

abstract = "Small Business Management, Third Edition aims to familiarise students with the theory and practice of small business management and challenge assumptions that may be held about the way small business management can or should adopt the management practices of larger students interested in establishing and managing their own small firm, this book can Cited by: 1. Entrepreneurial management in small firms London: SAGE Publications Ltd doi: A detailed glossary of terms provided at the end of the book. of these courses and topic coverage in the supporting textbooks includes issues such as the personal characteristics of owner/managers, small business start-ups, causes of business failure. Founders, franchises, second-generation members of family-owned firms, and owner managers who buy out the founders of existing firms Entrepreneurs are_____ times more likely to be millionaires than thoses who work for others.   The general objective of this study was to find out the influence of owner/manager characteristics on SMEs’ access to bank loan. A sample of 87 small and medium manufacturing enterprises was drawn from Asmara city using proportionate systematic sampling. A reliable primary data was collected through semi structured and structured questionnaires which were Cited by: 7.