Caso administración kauffman seven keys to shape e organization

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The Kauffman Center for Entrepreneurial Leadership is one of a very few national not-for-profit organizations with significant resources devoted to accelerating entrepreneurship (and job growth) in America. The Center has become a trusted resource, promoting opportunities for entrepreneurs, educators and youth nationwide. The Center is a legacy of the late Ewing Marion Kauffman, andis funded by the Foundation which bears his name. The Kauffman Center is located in Kansas City, Missouri, the birthplace of Marion Laboratories, Inc. The company was founded by Mr. Kauffman in 1950 in the basement of his home. At the time of its merger in 1989 with the Merrell Dow arm of the Dow Chemical Co., Marion had sales of $1 billion and employment of 3,400. The firm now operates as amajor part of Hoechst Marion Roussel, a worldwide healthcare firm with revenues exceeding $9 billion and employing more than 40,000 people. Michie P. Slaughter was involved in the original conceptual design of the Kauffman Center for Entrepreneurial Leadership, was named its first president in February 1992 and served in that role until 1998. Slaughter continues to serve as chairman of the KauffmanCenter. During his 17-year career as vice president of human resources and member of the board of directors of Marion Laboratories, Slaughter was a key influence in helping the founder and chairman, Ewing M. Kauffman, institutionalize his basic business philosophies: that we should "treat others as we want to be treated," and that "those who produce should share." He was one of the primaryarchitects of the leadership, organization and management development strategies employed by Marion during its most dramatic growth period.


Many businesses are similar with respect to products, services, and markets.
Yet some seem to grow rapidly, passing through higher and higher levels of complexity in the firm while others do not achievesignificant growth. For the growth-oriented firms, barriers to transitions that the firm must overcome in the pursuit of growth appear to be only minor disturbances. When this occurs, it is not the result of action of the "lone ranger" entrepreneur, but the action of a purpose-driven team and organization that is committed to the goals and directions established for the firm. When thispurpose-driven attitude or entrepreneurial spirit has been established, the transition from the entrepreneurial leader to entrepreneurial organization has been achieved. The entrepreneurial organization may look like any other firm. Yet it thrives on an attitude toward growth that exists only when a team spirit is fostered among the associates and with the suppliers and customers of the firm. Shaping theentrepreneurial organization is not a difficult process when growth, strongly supported by the founders and the top management team, is well planned and constantly reinforced. When these conditions exist, a seven-step approach can be used to implement the process and achieve the desired results. These seven steps are: 1) hire self-motivated people; 2) help others be successful; 3) create clarityin the organization−clarification of purpose, direction, structure, and measurement; 4) determine and communicate your own values and philosophies; 5) provide appropriate reward systems; 6) create an experimental learning attitude; and 7) celebrate your victories.

The key to the success of most growing organizations is that the entrepreneur
has put together a team of highly qualified peoplewho are committed to the goals and objectives of the firm. This does not minimize the importance of identifying opportunities in the marketplace, and developing products or services that satisfy the opportunity or need while producing a profit. Nor does it mean that the judicious use of resources to achieve growth is not a necessary criterion for success. What it does mean is that the successful...
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