Jean Roberts

Jean Roberts: Small and medium enterprise

You are viewing Jean Robert's collection of Small and medium enterprise. The following entries are available under this category:

• Typical behaviours of proactive, reactive and crisis management styles
• A Management Group Activity to address role clarity and job satisfaction
• A Management Group Activity to assess the effectiveness of a statement of philosophy
• A Management Group Activity to assess the effectiveness of internal policy and procedure manuals
• Management and Leadership: Risk and Quality are two sides of the one coin
• Owner/Managers as Managers, Leaders, Innovators and Entrepreneurs
• Summary of Jean’s address – VU Entrepreneurs Business Network Breakfast, 26th May
• Management styles – pro-active, re-active and crisis
• One Man Show – the smallest of small business – extract from Section 4: Traffic lights for One Man Show business start-ups.
• Skills Involved in Tendering
• Time and Task Management
• Introduction to Key Performance Indicators (KPIs), Measures and Targets for Small and Medium Enterprises (SMEs)
• Understanding the relationship between Entrepreneurship, Innovation and Creativity
• Entrepreneurial Initiative as a Sole Operator
• Highlights from my attendance at the 2008 Institute for Small Business and Entrepreneurship (ISBE) World Conference
• Evaluation of training
• Corporate Social Responsibility
• One Man Show – the smallest of small business

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There are three broad management styles:

1.      pro-active management,

2.      re‑active management, and

3.      crisis management.

People with management responsibilities will each have their personal style of doing things.  In the same way, groups with management responsibilities will have a collective style.

It…

Role clarity and individual/team job satisfaction are key factors in achieving and maintaining consistency in operational performance.

Role clarity is a requirement and right for any person employed, contracted, sub-contracted or invited by the Management Group to perform tasks and

…

Management is responsible for consistency in operational performance: consistency is dependent upon acceptance of and adherence to a statement of philosophy

The purpose of this Group Activity is to determine whether a statement of philosophy exists, and if so, the

…

Management is responsible for consistency in operational performance: consistency is dependent upon adherence to approved policies and procedures for repetitive functions

The purpose of this group activity is to determine whether policy and procedure manuals exist, and if so, the…

Without a quality system, quality assurance is at best a guess, with no basis for continuous quality improvement.

The first requirement in quality assurance and improvement is the presence of a quality system.  With a quality system in place, quality…

Three issues of interest and concern to owner/managers

This article features my responses to three of the issues raised and discussed in working with small and medium business owner/managers – who need to use their knowledge, skills, observations and experience…

Summary of address by Jean Roberts at the School of Enterprise, Victoria University, Entrepreneurs Business Network Breakfast Meeting in Melbourne, 26^th May ’10

The difference – and relationship – between ‘Management’ and ‘Leadership’, and their link with ‘Innovation’ and ‘Entrepreneurship’

Managers are involved…

Definitions

The definition of management used consistently in Jean’s writing is ‘achieving agreed objectives with and through people’.

Management style is the term given to the manner in which a manager or management group carries out the role of managing, ie…

One Man Show – Featuring the Authors and Shakespeare

In 1985, I established my one-person company and began the journey along the road of self-employment as a One Man Show.

A road-journey over many years will…

Treat Tendering as a Core Business Function

As you move into the task of preparing a tender, you will soon realise the nature and range of skills you will need to call upon – either from yourself or from your colleagues…