Following an in-depth discussion of the theoretical underpinnings of successful entrepreneurship, the authors show how to apply the theory in actual practice. They demonstrate how to analyze the entrepreneurial firM's stage of development and then focus specifically on problems linked to that stage, how to use the Success/Failure grid as an analysis tool, and how to capitalize on favorable conditions and opportunities. A book for aspiring entrepreneurs both within and outside of established corporations, this book introduces a new perspective on the subject that both refutes individualistic myths about entrepreneurship and provides a specific theory about successful entrepreneurial activity. The authors point to the need for entrepreneurial systems--collections of individuals working together--as the real key to successful ventures. . . . By painting a more accurate picture of how entrepreneurial ventures really work, and then offering sound advice to prospective entrepreneurs on how to achieve lasting success, this book makes a major contribution to the business literature. "Money World"

A book for aspiring entrepreneurs both within and outside of established corporations, this book introduces a new perspectve on the subject that both refutes individualistic myths about entrepreneurship and provides a specific theory about successful entrepreneurial activity. The authors point to the need for entrepreneurial systems--collections of individuals working together--as the real key to successful ventures. They argue that there are four essential elements that must be present and operating in concert if entrepreneurship is to succeed: characteristics, competencies, conditions, and contexts.

Following an in-depth discussion of the theoretical underpinnngs of successful entrepreneurship, the authors show how to apply the theory in actual practice. Planning tools like the Four C Conference--in which an assessment of each of the four necessary elements is made--and the Concert of Components Conference will enable the individual entrepreneur to begin to set up a workable entrepreneurial system. The authors demonstrate how to analyze the entrepreneurial firM's stage of development and then focus specifically on problems linked to that stage, how to use the success/failure grid as an analysis tool, and how to capitalize on favorable conditions and opportunities. By painting a more accurate picture of how entrepreneurial ventures really work--and then offering sound advice to prospective entrepreneurs on how to achieve lasting success--this book makes a major contribution to the business literature.

Tropman goes beyond the notion of the learning organization to propose the creating organization, an organization which sees that ideas--their initiation, development, and implementation--are the key resources for success in the 21st century. While three key resources are important to any organizations--money, people and ideas--the last has been developed the least. Everyone in the organization knows who handles the money; most people know who handles the people, but few know who handles the organizations' store of ideas. Indeed, as one executive said, Why should we have such a person; we have no ideas As the environment moves ever faster, the long chains of command for getting art to part, from concept to customer are no longer tolerable. People closest to the problem have to solve the problem--and problem solving means having ideas about what is wrong, what can be done, and who should do it.

This book introduces the concepts of IdeaManangement and IdeaLeadership as central positions and functions for the 21st century organization. IdeaManagement will be one of the central pieces of the job description of the new manager. This involves not only the creation of the IdeaManager, but tasks that person to turn all of their employees into IdeaLeaders. IdeaLeadership must be a role broadly distributed so that everyone takes a turn at being an IdeaLeader. IdeaLeaders suggest, offer, propose, and point out new ways to do old things, new things than can be done with old ways, and new things that need to be done and need new ways. But no longer are IdeaLeaders going to be pushed to the edge of the organization and then eventually out of the organization. Rather they will become the central forces of the organization, and everyone else will be tasked with helping them implement the new ideas. The organization, then, will be idea-driven more than anything else. The ability to generate ideas and put them quickly into action will be the next competitive edge.

Tropman examines American values and the two groups that threaten those values. One might wonder why, in the world's wealthiest society, do the poor seem so stigmatized. Tropman's answer is that they represent potential and actual fates that create anxiety within the dominant culture and within the actual poor themselves. The response in society is hatred of the poor, he contends, and among the poor themselves, self-hatred. Two groups of poor are analyzed. The status poor--those at the bottom of America's money, deference, power, education, or occupation (and combinations of those). The status poor embody the truth that, in the land of opportunity, not all succeed. The elderly are the life cycle poor. They are deficient of future, and in the land of opportunity, to have one's own life trajectory circumscribe hope is a condition that must be denied. Poorhate is a classic example of "blame the victim." Tropman explores the process of poorhate through data from the 1960s and 1970s, and he uses the past to illuminate the probelms of the present, and, hopefully, to assist in crafting a better future. A provocative work for students and scholars of social welfare policy and policymakers themselves.

John E. Tropman examines older Americans and public policy opinion between 1952 and 1978 in order to see just where elder citizens fit in the overall picture. Differences and similarities to opinions of younger groups are discussed along with the changes that took place from the conservative fifties to the liberal sixties and early seventies and back again to the conservatism of the late seventies.

Starting where Max Weber's "The Protestant Ethic and the Spirit of Capitalism" left off, John E. Tropman develops the idea that there is another religious-based ethic permeating society, a Catholic ethic. Where Weber proposed that a Protestant ethic supported the development of capitalism, Tropman argues that there is a Catholic ethic as well, and that it is more caring and community-oriented.

Weber's notion of the Protestant ethic has become widely accepted, but until Tropman's work, beginning in the mid-1980s, there had been no discussion of another, religious-based ethic. He suggests that if the Protestant ethic is an "achievement" ethic, the Catholic ethic is a "helping" one. Tropman outlines a Catholic ethic that is distinctive in its sympathy and outreach toward the poor, and in its emphasis on family and community over economic success. This book fully explores the Catholic ethic and its differing focus by using both historical and survey research. It also points to the existence of other religious-based ethics.

This clearly written book, employing the tools of both sociology and religious thought, will appeal to a wide audience, including students and scholars in disciplines informed by the influence of religion on politics and on social and economic behavior.

At a time of rapid social, economic, and organizational change, community benefit organizations (CBO) have a nearly unprecedented need for managers and leaders who are not just ethical and mission-centric, but also competent-managers and leaders who have the whole picture of the CBO landscape and the skills to efficiently and effectively guide it in its mission, increase value, and achieve lasting impact. Conversational and well-paced, Supervision, Management, and Leadership draws on classic, time-tested perspectives while fully integrating emerging priorities, practices, and tools of the digital revolution. This book provides readers with a roadmap for moving up in an organization and a handbook for how to develop as a competent manager and leader.

Money isn't everything to today's employees. This book shows companies how to combine traditional compensation with the educational, emotional, and psychological benefits that will attract the best and brightest. It identifies the ten elements--including learning, advancement, emotional rewards, and quality of life--that job seekers rank highest among desired benefits. Then it shows employers how to combine them with monetary benefits to create effective, employee-driven compensation packages.

A best-seller in its first edition, Making Meetings Work: Achieving High Quality Group Decisions, Second Edition covers everything you need to know about organizing engaging meetings, including preparing agendas, controlling what happens behind the scenes prior to and after meetings, and managing conflicting values and personalities. Through the Meeting Masters Research Project at the University of Michigan, author John E. Tropman observed and interviewed the nation's most successful meeting experts to find out how to make meetings both stimulating and productive. Based on his findings, Tropman formulated seven principles and fourteen commandments for implementing dynamic meetings.

This second edition has been extensively revised and expanded to include

• Family meetings and family group decision making
• Problems and solutions for board of directors meetings
• Community and civic meetings
• Volunteers and meetings
• Leadership in community decision making

Making Meetings Work: Achieving High Quality Group Decisions, Second Edition provides simple, easily applied best practices for supervising or instigating meetings with decision accomplishment outcomes. Author John E. Tropman reveals goal oriented procedures that keep proposals moving towards quality group decision making and assure other participants look forward to attending your meetings.

Written with humor and a deep understanding of the realities of business and political life, Making Meetings Work: Achieving High Quality Group Decisions, Second Edition is an extraordinary resource for anyone who leads, facilitates, or attends meetings.