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Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
As an entrepreneurial company grows and adds layers of management, it can and should consider policies that address work and family issues or risk inconsistency across departments, writes the founder of a human-resources services firm.
Entrepreneurs, in particular, are having troubles with today's widespread age-disconnect between managers and employees. The many twentysomethings who are launching companies these days hire workers who are both younger and older than they are, writes the author, a frequent EntreWorld contributor. She maintains that to manage this so-called "generation gap," you'll need to build a common understanding based on your company's values.
This finance expert explains the Sarbanes-Oxley (SOX) legislation and how it impacts both public and private companies as well as boards of directors. This author shows the upside and downside of SOX compliance and asserts private companies aiming to grow (and go public) should take steps to become SOX-compliant early on.
Specialized or technical advice or skills not closely related to your company's core objectives can often be handled effectively by outside contractors. Typically less expensive that hiring full-time staff, potential outsource services should be carefully considered with these topics in mind: expertise, experience, proposals, and attitude.
Companies that turn to contractors must structure both the business and the specific nature of the work accordingly, according to a software-company entrepreneur. On the business side, founders need to retain a competent attorney and match the right worker to the job; on the tech side, they must require that contractors produce their work within a framework that can be replicated for other projects, the author advises.
As an entrepreneurial company grows and adds layers of management, it can and should consider policies that address work and family issues or risk inconsistency across departments, writes the founder of a human-resources services firm. The author advises companies to examine four areas: scheduling, flexibility, telecommuting, and childbirth leaves. Increased productivity will be the company's reward.
The toughest and most important job of an entrepreneur is to select the people to bring into his or her company. The author suggests a way to do this: listen for the electricity.
As the entrepreneur, you have to give your support to change efforts, whether you are the project champion or not. This article will help you communicate your support widely and regularly, providing resources and time to help the effort succeed.
To champion change and guide your organization to new levels of growth, management team members and employees must be willing to follow your lead. The Leadership Scorecard allows for reflection and feedback on how you lead your team.
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