The document discusses essential principles of entrepreneurial management, emphasizing the importance of effective management in economic development as outlined by Peter Drucker. It details key activities such as communication, staffing, and execution, and presents various management hierarchies and systems like line vs. staff management and the matrix system. Additionally, it covers tools for decision-making and emphasizes the need for effective resource management and teamwork.

1. ENTREPRENURIAL
MANAGEMENTHOLY GARDENS MEMORIAL PARK GROUP

2. According to Peter Drucker,
management made the greatest
contribution to economic
development in the 20th
century

5. 1. Making people's strengths effective and their weaknesses
irrelevant.
2. Enhancing the ability of people to contribute
3. Integrating people in a common venture by:
1. thinking through,
2. setting and exemplifying the organizational objectives, values
and goals
4. Enabling the enterprise and its members to grow and develop
through training, developing and teaching
5. Ensuring everyone knows what needs to be accomplished, what
they can expect of you, and what is expected of them
Management allows us to coordinate hundreds or thousands of
people with different skills and knowledge to achieve common goals.

6. Nothing comes close

8. Getting things done through others:
MANagement

9. Involves:
Input
Key
Activities /
Processes
What is to be done?
How it is done?
Throughput

10. 4Ms in Fishbone
manpower machinery materials methods

11. The six soldiers of Management

13. ITO

14. Throughput

15. SMART Management
Attainable

16. Major activities of Management

17. • Communicating/coordinating
•Staffing
•Executing
•Audit & Review
Often abbreviated as: PLOCC-SEAR

19. PDCA

21. HR -
Manpower
Marketing
FINANCE
Operations
Various Functions

23. Self-Discipline

25. Good management is good
management everywhere

26. Line vs staff function
Line and staff management has two separate hierarchies:
(1) the line hierarchy in which the departments are revenue
generators (manufacturing, selling), and their managers are
responsible for achieving the organization's main objectives by
executing the key functions (such as policy making, target setting,
decision making);
(2) the staff hierarchy, in which the departments are revenue
consumers, and their managers are responsible for activities that
support line functions (such as accounting, maintenance, personnel
management)

27. Matrix system: dual plane reporting

28. Problem solving decision
making

29. Your level in management is
determined by complexity of
problem solved

30. GANTT CHART BAR CHART
SOME SCIENTIFIC TOOLS

31. PARETO CHART
SOME SCIENTIFIC TOOLS

32. DECISION TREE
SOME SCIENTIFIC TOOLS

33. HIGH OUTPUT MANAGEMENT BY ANDREW GROVE
NUDGING
ONE TIME SET UP
DUAL PLANE REPORTING
BATCHING
INTENSE COMMUNICATION ONE ON ONE
GROUP MEETINGS

34. Peter Drucker: the Father of
Management
1. Know where your time goes
2. Focus on results
3. Effective decision making
4. Focus on opportunities, not
problems

35. Sales – Cost = GP

36. Management is all about work,
standard work scheduling;
management of workers

37. Five Disciplines by: Peter Senge

38. Breakthrough thinking by Hibino:

39. Force Field Analysis by Kurt
Lewin

40. System principle:
1. Purpose
2. Inputs
3. Throughputs
4. Environment
5. Information aid
6. Human aid
7. Catalysts

41. Others:
1. Time and motion study –
scientific method
2. One best way
3. Delegation
4. Command and control/checks
and balances
5. Span of control

42. Work as a religion

43. Multiplication of riches and
resources:

44. We need more spirit in man

45. PASSION, INTEGRITY & COMPETENCE

46. Ownership: MESEL

48. SENSE OF COMMUNITY - TEAMWORK