lesson plan chapter 10 hiring
TRANSCRIPT
Be an Entrepreneur
Chap 10
The Entrepreneur
The Business Plan
The Enterprise•Epilogue
Be an Entrepreneur
CHAPTER 10
Hire People
Chapter 10 overview
In chapter 10, we discuss the important step of hiring managers and hiring staff for a start-up business.
It may be necessary to hire specialists: people with unique skills and talents.
Chapter 10 overview
The business owner, the boss, must manage his team closely.
Under close supervision, each worker should know what to do, what is expected of him, and how to do a good job.
All workers should be productive.
Chapter 10 overview
In case the number of workers is large, the boss must find some way to supervise them all through department heads or team leaders.
Chapter 10 overview
At some point, the chairman and president of the company must appoint a chief operating officer (COO) who would direct day-to-day operations.
Chapter 10 overview
The COO coordinates the marketing, production, finance, and accounting.
The chairman and chief executive officer (CEO) should concentrate on big issues.
Chapter 10 overview
The job of the chairman or CEO, is to make sure that the company continues to have a bright future given the opportunities and threats in the environment.
Chapter 10 overview
The sum total of skills and talents of a company can be said to be its “human capital.” Human capital is the human component
that makes the firm productive. It is the “brain” that organizes the material
resources of the firm to make the firm profitable.
Chapter 10 overview
We tackle the question: Is appropriate to hire friends to work for us, or work with us, in the business?
Coverage of the Chapter
• Managers and Staff • Hire Specialists• Job description• How to Supervise• Appoint senior
managers • Table of organization
• Note on human capital• Note on hiring close
friends
Activities
IcebreakerGlossary. Video.
Story: Dawn Barnes. Managers & staff
What is a job description
Organizational Chart
Appoint senior managers, like the
COO. Story: learn to Delegate
How to supervise. Story:
IZOLA White.
Human capital
Story: Partners health care. (Do
Exercises in workbook)
Case analysis: TIVO. Summary.
Learning Objectives
• Learn how to hire managers and staff• Learn how to hire specialists• Understand the need for a job description• Know how to supervise employees
Learning Objectives
• Understand the role of the COO and the CEO• Build a table of organization• Understand the value of human capital• Be able to decide if close friends can work in
the business
Story from Real Life
• Entrepreneur: Dawn Barnes, founder of Dawn Barnes Karate Kids Inc. in Santa Monica, California. It is a karate school that focuses on inspiring self-esteem in every child.
• Startup Costs: $15,000 in 1995. • Projected 2005 sales: $2.5 million.
Story from Real Life
• Entrepreneur’s problem: there was no one she could hire to teach in this special way.
• She had to train herself in martial arts before she could start to teach using her special way.
Story from Real Life
• In 1984, Dawn Barnes enrolled herself and her two young sons in a karate class.
• By signing up, this former ballerina and stuntwoman started down the path to becoming a third-degree black belt and successful entrepreneur.
Story from Real Life
• Fascinated by the physical/spiritual balance of martial arts, Barnes trained diligently.
• Ten years later, she opened a school.
Story from Real Life
• Barnes' four schools are beautifully equipped and pleasing to the eye.
• The schools' true beauty, however, can be found in the “life skills” emphasized during each class.
Story from Real Life
• Focusing on respect, patience, kindness, and honesty, all 1,200 students, ages 4 to 14, finish each class with the thought:“Make your mind strong, your body strong, your spirit strong."
Story from Real Life
• Barnes's motivates children with praise rather than fear.
• She has written instructors manuals (and produced videos) used by teachers worldwide. She speaks at national conventions.
Story from Real Life
• She has written a children's book soon to be turned into a feature film ”The Black-Belt Club.”
• Says Barnes, "If the seed of self-esteem can be planted in a child, that child is going to grow up and make a difference for other people."
Story from Real Life
• (Lesson: If you cannot hire good people, who have all the needed skills and values, train yourself.
• Acquire the needed skills.)
Central Idea
Hire people
Glossary
Human Capital: the sum total of skills and talents that
make your firm unique and competitive.
Market Research: finding information that will tell you if
there is a market for your product
Glossary
Promotions: activities that can help increase
awareness about your product in the public
Marketing Communications: strategies to “talk to” the public so that they will
learn about your product or your company
Glossary
Procurement: buying things the company needs
Processing: changing raw materials to finished
products.
Glossary
Packaging: the department that prepares how to
wrap the product, for example, in a box or with plastic.
Delivery: how to deliver the product to your customers or
outlets that carry your product
Glossary
Distribution: the department that takes care of
making your product available to the public
Treasury: the department that takes care of the
revenues or funds of your company
Glossary
Budget: takes care of allocating your company’s
cash
Accounting: takes care of making sure that cash is
disbursed properly
Glossary
Management Consulting: giving advice on how to run a company
Economic forecasting: giving predictions on how the economy
will perform
Points to Remember
• Your business may need to hire managers and staff.
• You may need to hire specialists, people with unique skills and talents.
Points to Remember
• The business owner, the boss, must manage his team closely.
• With close supervision, each worker will know what to do, what is expected of him, and how to do a good job.
• If all workers are productive, the business will prosper.
Points to Remember
• The sum total of skills and talents of a company, can be referred to as its human capital.
• Human capital makes the firm productive. • It is the “brain,” that organizes the material
resources of the firm, to make the firm profitable.
Points to Remember
• In case the number of workers is large, then the boss must find some way to delegate supervision to department heads or team leaders.
Points to Remember
• At some point, the Chairman and Chief Executive Officer of the company must appoint a Chief Operating Officer, who would direct the various departments.
Points to Remember
• The COO could supervise the managers of the marketing department, the finance, and accounting department, and the production department.
• He would handle day-to-day management.
Points to Remember
• The chairman and CEO should learn to delegate because he should concentrate on “future” issues.
• The chairman’s job is to make sure that the company has a bright future, given the opportunities and threats in the environment.
Points to Remember
• A table of organization sets out the areas of responsibility and the lines of reporting.
Sample chart
Chief Operating Officer
Marketing
Production
Finance
Chief Executive Officer
Marketing department
Marketing Manager
Market Research
Promotions
Brand Manager
s
Production department
Production Manager
Procurement
Processing or
Packaging
Delivery or
Distribution
Finance department
Finance manager
Treasury & Budget
Accounting
Internal Audit
Points to Remember
• There are many industries where assets are predominantly material. Examples are manufacturing and mining.
Points to Remember
• There are other industries, like the software industry, where the main assets are the intelligence and skills of the employees.
• These human assets are sometimes called “human capital.”
Points to Remember
• Should you hire a friend or family in your start-up company?
Points to Remember
• In Asia, Latin America, and Africa, businessmen believe it is better to hire friends and family because they are more reliable.
• This is because the system for written contracts is not well developed in these regions and enforcing a contract may take a costly legal battle.
Points to Remember
• In Europe and North America, they are in favor of not hiring friends or family so that the boss can fire anyone who is not performing well.Sorry, business is business. Don’t take it personally.
Ask Yourself
• Will I need more than ten or more than one hundred employees in my new firm?
• Do I know people who would be excellent choices to work in my new firm?
• Should I read a book on how to supervise people effectively?
Ask Yourself
• All my life, I have been supervised. Am I ready, to supervise other people?
• Am I ready to turn into a responsible person?
• What changes do I need to undergo?
Ask Yourself
• Am I capable of being productive through other people?
• Do I have the ability to lead a team of athletes to victory?
Ask Yourself
• Can I lead a team of fellow students to organize a school event successfully? • It could be a theater play, a musical
concert, or a symposium on intellectual topics.
Ask Yourself
Who do you have in mind to bring on board your new venture as your first employees? • Why them in particular? • Will you hire them for their technical skills
only?• Will you hire them for their management
capabilities and potential?
Review Questions
Why are good people hard to find, for a young company?
Why do you even have to “sell” your business idea to your prospective managers and employees?
What kinds of workers would the entrepreneur need to hire?
Review Questions
How many supervisors should you hire?
How many senior managers should there be?
What is the work of the chief operating officer?
Review Questions
What is the job of the marketing manager?
What is the job of the finance manager?
What is the job of the production manager?
Review Questions
How should the boss discuss assignments with each worker, everyday?
Give examples of industries where the main assets are the intelligence and skills of the employees.
Case Study questions
Why does the case say about knowing the right people, choosing good partners?
Did they have a good management team?
Did they approach the right funders?
MANAGE DAY-TO-DAY OPERATIONS
Next Chapter: 11
Chapter 11 overview
The previous chapters gave guidance on setting up the business. In Chapter 11, we focus on the day-to-day running of the business.
Chapter 11 overview
Daily operations may look boring or routine but if they are left unattended, all sorts of problems crop up.
These include: damaged reputation, out-of-stock situations, bad debts, and lost opportunities.
Chapter 11 overview
We show how to avoid such problems in Chapter 11.
More to the point, we show how to maximize profits by effectively managing the resources used in operations.