Amer’s definition of a manager, business owner, and entrepreneur
The terms manager and entrepreneur have always been used interchangeably though in some business quarters they have different business ideologies. Amer, a manager, points out that a manager is responsible for controlling all or part of a company. Amer goes further to clarify this by giving an example of a sales manager as the person selected by the auction company and to take charge of organizing the details of an auction. Amer is of the view that a business owner is an Individual who retains a business entity with an aim of making a profit from the fruitful exploits of the venture (United States 67). Generally, he has decision-making abilities and the first right to profit (Census 101). Amer describes an entrepreneur as a great motivator who launches a new business and manages it in succession.
Yousef’s perspective of a manager, entrepreneur, and business owner
Yousef, an entrepreneur, conclusively concurs with Amer’s views on the manager, entrepreneur, and business owner, who he adds has no long vision. He reveals that an entrepreneur is motivated to come up with new ideas because of a variety of factors. The main drive is to make more money. Yousef also cites being one’s own boss as a major contributing factor. The thrill that comes with trying out a brilliant idea, which eventually attracts countless buyers, is a crucial part of being an entrepreneur according to Yousef. The humanity aspect also weighs in on the entrepreneur during the development of ideas. Yousef says that he is driven to make a difference that makes a positive impact on the lives of countless people. Lastly, he enjoys the comfort of greater flexibility of work schedule and quality time with the family.
Amer’s perspective on a manager, new ideas, and relevant skills
Amer, the manager, shows a stark contrast in the manager’s involvement in generating new ideas for the business. Amer’s key focus is on the core product. The manager says that keeping the field and work area simple coupled with knowing what he wants gets him excited. He, further, elaborates that mapping his capabilities with target clients’ needs is an excellent way to determine service strategy. He explains that he has to utilize marketing tools that work best for his ideas, Implement a plan of action, and eventually execute the plan.
However, Amer says that in order for a manager to be involved in the generation of new ideas for the business, one needs to possess certain relevant characteristics and skills(Daft and Marcic 39). He cites great communication skills as essential since the manager needs to communicate effectively with his team. The responsibility of solving problems and making decisions is the ultimate prerogative of the manager.
Hence, possession of such skills is ideal. Another substantial set of skills is the ability to organize and plan well. He emphasizes that in the managerial world, everything rises and falls on leadership hence needs to have the ability to guide. In the same manner, one should build a great team that shares the same goals as those possessed by the manager which are essential in planning future steps for the growth of the company. He, however, attributes management mistakes to lack of feedback, not making time for your team, and poor delegation (Chatfield and Program 67).
Yousef’s view on the skills of an entrepreneur
The viewpoint taken by Yousef concerning some of the skills needed to be a successful entrepreneur attests to the varying disparity between a manager and an entrepreneur. He says that an entrepreneur has to have knowledge of the internal and external environment. An entrepreneur should always be visionary and willing to challenge the status quo while being diplomatic in conflict resolutions in order to lead cross-functional teams. One should have the critical ability to build a professional support network (Stokes and Wilson 74). The most substantial characteristic which sets them apart from managers is the ability to persevere, even in the face of uncertainty.
The entrepreneur insists that to achieve considerable success in the entrepreneurship world, there’s a necessity to be schooled in the fundamentals. The first rule is to think of great ideas and understand that ideas don’t matter; it’s what you do with them that counts. The second is to always write a business plan Including details and descriptions. The third fundamental suggests that if you don’t have much experience in business, or the market is new and unknown, plan just enough to make your first sale.
The golden role of entrepreneurship suggests that you sell and distribute your product. It is also vital to get involved with the network of entrepreneurs. By meeting entrepreneurs socially, you gain contacts and hear about opportunities. Moreover, you learn how they think, their attitudes, and opportunities (Stokes and Wilson 96). Yousef winds up by saying that as an entrepreneur; pitch your idea to any potential investor to get money to start your company.
Entrepreneurs face hurdles in their quest to become the best. Society views the implementation of their ideas as wrong while family and friends will never understand one’s actions. Yousef refutes the fact that there is an overnight success but confides that everything takes twice as long if it even happens. Yousef oozes confidence in his ability to run the business well and attributes this to knowing his strengths and respecting his weakness.
Works Cited
Census, United States. Bureau of the. Characteristics of Business Owners. New York: U.S. Dept. of Commerce, Economics and Statistics Administration, Bureau of the Census, 1992. Print.
Chatfield, B.V., and University of Maryland University College. Doctor of Management Program. The Impact of Entrepreneurs’ Decision Making on Startup Success: Investigation, Analysis, and Recommendations. Maryland: University of Maryland University College, 2008. Print.
Daft, R.L., and D. Marcic. Understanding Management. New York: South-Western Cengage Learning, 2010. Print.
Stokes, D.R., and N. Wilson. Small Business Management & Entrepreneurship 6e. Chicago: Delmar Cengage Learning, 2010. Print.
United States, Small Business Administration, Office of Women’s Business Ownership. Women Business Owners: Selling to the Federal Government. New York: DIANE Publishing Company, 1993. Print.