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Introduction: Defining the Issue of Successful Entrepreneurship
In his article, Robert Katz provides a sophisticated overview of the contemporary enterprise crisis. Specifically, the author dwells on such issues as trite management principles, outdated business values, and lack of employees’ motivation (Katz 82).
It is acknowledged that there is a stable correlation between a performance of a firm and its entrepreneurship strategies. If the management of individual companies succeeds in aligning their working standards with the principles of autonomy, proactiveness, and innovativeness, the outcomes of work are usually successful and comply with the set goals (Dess and Lumpkin 148). In the articles, this idea is reiterated as well as the conventional thinking of enterprises is condemned.
The Major Elements of Employees’ Motivation
The author starts the article with differentiating some critical questions that frame the conception of efficient entrepreneurship and provide an outline for the study. In the introductory part of the work, Katz mentions the faulty assumptions that hinder the quality of modern enterprise. These are such suggestions as profit orientation, policy planning, subordination rules, etc. The author manages to prove that some traditional goals of business processes do not correspond with the conditions of employees’ well-being, which damages the quality of work. For instance, it is acknowledged that business operations should not be exclusively result-oriented and the settings of working procedures should not be identical while hostile business placing is a proponent of entrepreneur success (Zahra and Covin 44).
The author of the article emphasizes that there is no space for entrepreneurship success if the constituent elements of the organization do not act in full compliance with the fundamental company’s goals. Thus, the study provides the misperceptions that exist on three scales of business conduct: personal performance, group acting, and leaders & planners work. For instance, Katz claims that business tasks should not be accomplished by the employees, who have no professional or personal interest in the particular act and work merely in response to management’s demands. Consequently, one can deduce that efficient entrepreneurship outcomes may be yielded if the administration of a company manages to stipulate a correlation between the workers’ aspirations and business goals (McConnell 287).
In the subsequent part of the article, the concept of mechanistic performance is reviewed. The author argues that the politics of subordination that is widely practiced in multiple business environments creates the conditions for trite entrepreneurship. In other words, the employees, who are required to replicate the similar operations in response to the management’s standard requirements, have to motivation to accomplish the tasks efficiently. One can differentiate some success-oriented strategies that help enterprise leaders to eradicate the problem. Specifically, it can be offered to practice heuristics as a regular business operation at work, which allows individual workers to reveal their creative ideas and views on the working processes (Bingham, Eisenhardt, and Furt 27).
The major factor that creates some space for mechanistic behavior at work is the so-called “authority by office”. The concept predetermines the manipulation of subordinate power as a tool of operational control. The method introduces a two-sided process since the employees, who are forced to adopt mechanistic mode of work, in their turn, give more power to the employers since it is quite easy to monitor the reiterated operations. Under the circumstances, the workers lose their predisposition to learning since the scopes of their obligations become limited.
The following part of the work dwells on the possible modification of trite work principles. Specifically, the author mentions the problem of individual motivation. Due to Katz, it should not be provided with a help of financial rewards. In contrast, it is claimed that a person may be inspired by productive work by the possibilities of personal growth and professional development (Ritu 57). Moreover, the author regards the concept of leadership and refers to the leader as to the workers who act out of the interests of their coworkers.
Finally, the author reflects on the possible change strategies. Specifically, he dwells on the limitations to entrepreneurship altering, which are personal rethinking concerns and administrative challenging. Katz introduces four enterprise alternatives that serve as reactions to seven trite principles. These are such innovative approaches as task orientation, success targeting, robust planning, and multilevel contributing.
To sum it up, the author dwells on the new positioning of management in the entrepreneurship system that should be acquired through a gradual change of personal orientations and operational habits.
Conclusion: Finding the Solutions to Enterprise Crisis
The article provides an elaborate account of enterprise concerns. The author recounts the influential forces that hinder the process of successful management. Due to him, the origins of entrepreneurship crisis stem from the idea of mechanistic behavior, lack of personal motivation, and superiority system. Moreover, the author specifies the qualities of trite operational behavior that accounts for poor enterprise results. In the concluding part of the article, Katz introduces a system of a multilevel alteration strategy, which may revitalize the domain of contemporary entrepreneurship as well as dwells on the changes in managers’ behaviors.
Works Cited
Bingham, Christopher, Kathleen Eisenhardt, and Nathan Furt. “What Makes a Process a Capability? Heuristics, Strategy, and Effective Capture of Opportunities.” Strategic Entrepreneurship Journal 12.1 (2007): 27-47. Print.
Dess, Gregory, and Thomas Lumpkin. “The Role of Entrepreneurial Orientation in Stimulating Effective Corporate Entrepreneurship.” Academy of Management Perspectives 19.1 (2005): 147-156.
Katz, Robert. “Toward a More Effective Enterprise.” Harvard Business Review 13.1 (2009): 81-102. Print.
McConnell, Charles. “Motivating Your Employees and Yourself: How Different is the Manager from the Staff?” Health Care Manager 24.3 (2005): 284-292. Print.
Ritu, Dhanoa. “Motivating Organizational Employees.” Journal of Research in Social Sciences and Humanities 4.1 (2014): 56-60. Print.
Zahra, Shaker, and Jeffrey Covin. “Contextual Influences on the Corporate Entrepreneurship-Performance Relationship: A Longitudinal Analysis.” Journal of Business Venturing 10.1 (2005): 43-58. Print.
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