preparing effective business plans second edition

Preparing Effective Business Plans: An Entrepreneurial Approach (2nd Edition) (Pearson Entrepreneurship)

By bruce r. barringer.

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Preparing Effective Business Plans

2nd Edition

An Entrepreneurial Approach

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Preparing Effective Business Plans: An Entrepreneurial Approach 1st Edition

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This book is for the future entrepreneur who want to understand the critical issues and feasibility of developing a business venture, while developing and extensive business plan.

Topics guide students through every step of the business plan process including feasibility analysis worksheets, creating a sample plan, and presenting a business plan.

MARKET : For entrepreneurs who are looking for guidance with developing effective and compelling business plans.

• ISBN-10 0132318326
• ISBN-13 978-0132318327
• Edition 1st
• Publisher Pearson College Div
• Publication date January 1, 2008
• Language English
• Dimensions 6 x 0.5 x 9 inches
• Print length 264 pages
• See all details

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Product details

• Publisher ‏ : ‎ Pearson College Div; 1st edition (January 1, 2008)
• Language ‏ : ‎ English
• Paperback ‏ : ‎ 264 pages
• ISBN-10 ‏ : ‎ 0132318326
• ISBN-13 ‏ : ‎ 978-0132318327
• Item Weight ‏ : ‎ 11.6 ounces
• Dimensions ‏ : ‎ 6 x 0.5 x 9 inches
• #12,215 in Entrepreneurship (Books)
• #13,673 in Core
• #19,575 in Leadership & Motivation

About the author

Bruce r. barringer.

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4 Common Types of Team Conflict — and How to Resolve Them

• Randall S. Peterson,
• Priti Pradhan Shah,
• Amanda J. Ferguson,
• Stephen L. Jones

Advice backed by three decades of research into thousands of team conflicts around the world.

Managers spend 20% of their time on average managing team conflict. Over the past three decades, the authors have studied thousands of team conflicts around the world and have identified four common patterns of team conflict. The first occurs when conflict revolves around a single member of a team (20-25% of team conflicts). The second is when two members of a team disagree (the most common team conflict at 35%). The third is when two subgroups in a team are at odds (20-25%). The fourth is when all members of a team are disagreeing in a whole-team conflict (less than 15%). The authors suggest strategies to tailor a conflict resolution approach for each type, so that managers can address conflict as close to its origin as possible.

If you have ever managed a team or worked on one, you know that conflict within a team is as inevitable as it is distracting. Many managers avoid dealing with conflict in their team where possible, hoping reasonable people can work it out. Despite this, research shows that managers spend upwards of 20% of their time on average managing conflict.

• Randall S. Peterson is the academic director of the Leadership Institute and a professor of organizational behavior at London Business School. He teaches leadership on the School’s Senior Executive and Accelerated Development Program.
• PS Priti Pradhan Shah is a professor in the Department of Work and Organization at the Carlson School of Management at the University of Minnesota. She teaches negotiation in the School’s Executive Education and MBA Programs.
• AF Amanda J. Ferguson  is an associate professor of Management at Northern Illinois University. She teaches Organizational Behavior and Leading Teams in the School’s MBA programs.
• SJ Stephen L. Jones is an associate professor of Management at the University of Washington Bothell. He teaches Organizational and Strategic Management at the MBA level.

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