Peer# 1
Hi everyone!
- Most traditional organizations have not seriously considered entrepreneurship as a desirable path for their employees. Entrepreneurial opportunities are situations in which new goods, services, raw materials, and organizing methods can be introduced and sold at greater than their cost of production (Hisrich et al., 2017). One way that an organization might successfully cultivate an entrepreneurial spirit while continuing to increase efficiency within its routines and structure is to operate on frontiers of technology. The organization must operate on the cutting edge of technology and encourage new ideas instead of discouraging them (Hisrich et al., 2017). While also operating on the frontier of technology, organizations have to have ample time and money if they want to cultivate an entrepreneurial spirit. If the organization does not have enough money, the new idea will not be possible.
Another way an organization can cultivate an entrepreneurial spirit is to encourage experimentation. According to Hisrich et al. (2017), a company wanting to establish an entrepreneurial spirit has to establish an environment that allows mistakes and failures in developing new ideas and products. A failure is only a failure if you do not learn from it, you have to be able to make a mistake in order to make progress. Going hand and hand, an organization also must remove any obstacles that may stand in the way of creativity in the new product development process (Hisrich et al., 2017). This means that if the organization is encouraging its employees to be entrepreneurs, the organization has to make sure there are no impediments to success.
According to Hisrich et al. (2017), the process of establishing corporate entrepreneurship within an existing organization also requires the commitment of management, particularly from the top. The organization must carefully choose leaders, develop general guidelines for ventures, and delineate expectations before the entrepreneurial program begins. An organization that wants to successfully cultivate an entrepreneurial spirit while continuing to increase efficiency within its routines and structure needs to encourage new ideas and experimental efforts, eliminate opportunity parameters, make resources available, promote a teamwork approach and voluntary corporate entrepreneurship, and enlist top management’s support.
Peer# 2
Hello all.
It’s difficult to choose one way in which an organization can cultivate an entrepreneurial spirit because it takes a clear decision and commitment from the organization to cultivate that type of environment. So maybe that’s my answer – make a commitment to encourage an entrepreneurial culture. With that comes risks. So the organization will have to be willing to take risks – related to efficiency, routines and structure.
Hisrich et al. (2017) outline eight distinct differences between organizations that are managed with an entrepreneurial focus and ones with a more tradition focus. One, is the strategic orientation of an organization. Organizations with an entrepreneurial focus are “driven by the perception of opportunity” vs “driven by controlled resources” in more traditionally managed organizations (p. 37). To me, this falls in line with another difference which is growth orientation. Traditionally managed organizations play it safe with slow and steady growth. While entrepreneurial focused organizations understand the risk and rewards of taking risks to achieve growth (Hisrich et al., 2017). An entrepreneurial culture fosters a feeling of opportunity and ownership. The freedom to be creative and take action. I think it creates a more engaging work environment where people have the opportunity to put effort in to and take action towards ideas they have. The freedom to be creative and take risks – or at least be comfortable to communicate the idea.
Encouraging entrepreneurship in organizations could be considered risky. With risk comes rewards – and failure. Risk-taking is a synonym for entrepreneurship. An organization committed to cultivating the entrepreneurial spirit needs to encourage innovation, creative ideas and embrace the concept of trial-error and failure. Part of the entrepreneurial culture is the organization’s willingness to forego the security of routine and structure. Then reap the rewards of success, or learn from the failure.
Peer# 3
Hi all,
What criteria would you use to evaluate the candidates? What are the strengths and weaknesses of each candidate?
To develop a criteria to evaluate a candidate for the vacant chief operating officer (COO) position, I must first identify what areas need the most help. It is noted that Wise Medical Center is the largest hospital in the region and holds a stellar reputation. It is also said that its philosophy is one of growth through investing. The two major areas that are identified as needing help are in finances and space constraints. Upon reading of these issues in the hospital, I will lean towards choosing a candidate who is well-versed in all operational areas of the hospital and can work and communicate well with leaders in a functional unit to ensure that the organization is operating well and working towards its strategic goal. In the infographic, we are given 3 options and they are: David O’Brien, Maria Rabin and Sal Sorrentine. The shared strength of all 3 candidates are that they all have experience in their fields given their positions in the department (assistant director, director, division administrator). For David O’Brien, his strength is being the assistant director for the medical center’s finance department. He may have attained that position because of his competence and that is a good strength to have so it should be considered in the interview process because Wise Medical Center is having increased financial pressure. On the other hand, his weaknesses of having an antagonistic personality and having limited experience working with providers would not make him a good communicator. Maria Rabin is a candidate that has the strength of working with a lot of the clinical staff and having a serious work ethic. While this is a good strength, there is a risk of her burning out so that will beg the question of who will replace her for the time she is gone to recover? That is Maria’s weakness but it can be resolved if there is a good enough candidate to cover for her while she is gone to recover. The last candidate is Sal Sorrentine and his strength is being enthusiastic and having the drive to make change quickly. His weakness is that he does not completely explore the implications of his changes and that kind of decision making in a highly volatile field like healthcare may not prove to be beneficial all the time.
Whom would you recommend as your selection for the position? What evidence did you use in making this recommendation?
In my opinion, I would strongly recommend Maria Rabin as the next chief operating officer (COO) for Wise Medical Center. I strongly believe her interpersonal communication skill can help her identify where needs are and she can address them quickly. Interacting with the staff on the floor and listening to their input can in turn improve operational efficiency in all of the organization’s aspects. It does not have to be limited to the clinical staff, it can be done to non-clinical staff (finance & facilities) as well to brainstorm and solve the issues identified. Even though she may have the risk of burning herself out, her ability to develop and nurture a different type of company culture where collaboration and communication is encouraged can form a framework that can operate well even when she is away to recover.
Peer# 4
Hello Fellow Classmates
Describe the criteria being used to evaluate the candidates. Would you evaluate them differently?
I thought that Matthew’s interviews were reasonably generic. Teamwork, willingness to learn, communication skills, self-motivation, and a culture fit. I appreciated reading that they had curiosity and an ability to learn continually, exercise initiative, and complete problem-solving.
I would evaluate the candidates differently.
What criteria would you use to evaluate the candidates?
If the four (4) candidates are currently working and were high performers, any organization will ensure that the employee is retained, motivated, and provided the best opportunities to continue performing. So why would a high performer want to leave the organization? If the reason is compensation, then the only reason we should be hiring the candidate is that, anyway, tomorrow there will be someone else offering higher. There will be no way to retain such people.
In your present job description, are there some qualities that made your peers standout performers? The candidate can identify and acknowledge that there is someone in your path of ambition and they were better in such and such aspects. In one go, I recognize my areas of development and the immediately available benchmarks for myself. I would also ask how often you reached out to Seniors, Peers, or Juniors for feedback? Feedback is key to fine-tuning. If offered voluntarily by others, it is a gift. But more often, if the person reaches out to seniors and across the team to get feedback, it shows the individual’s openness to transcend one’s ego and focus on performance improvement. The most qualified is the able candidate, demonstrating they meet or exceed the role requirements, bringing a different cultural perspective or unique expertise to the position and department.
Which candidate would I choose?
I looked at Teamwork, Willingness to Learn, Communication, Self-Motivation, and Culture Fit. I found that Sal Sorrentino was the weakest candidate. His negative comments in Teamwork, Willingness to learn, communication, self-motivation, and Culture fit found him the least likely candidate. I had a difficult time between Rabin and O’Brien. The red flag that eliminated Rabin was her time questions, looking at another position that does not make my side of the decision move faster. Of the four, I would continue looking further. Rabin and O’Brien are high performers in the organizations, and I find that they should look to step up in their respected organizations. Goldsmith needs someone else to open a door for her; she has no self-motivation. Sorrentino is a lost cause.
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