| 1. Work/life Balance. This is something
| |
| | Research Corporation, it was found that
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| both companies and employees are striving
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| | small companies (not to be confused with
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| for. Employees want a life and companies
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| | start-ups) offer the most job security.
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| want to avoid costly burnout that affects
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| | They said "a small size organization that
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| productivity and quality. Fortune's 2005
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| | has strong management can more easily
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| "100 Best Companies to Work For"
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| | adapt to fluctuations in the market. In
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| showcased how culture is key. Using
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| | addition, smaller privately held firms
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| criteria that included benefit programs,
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| | have demonstrated greater tenacity, more
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| health care and paid time off, the 100
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| | patience in their strategic direction and
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| best were broken out between 37 large
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| | a lower tendency to shut down profitable
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| companies; 34 mid-sized companies and 29
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| | operations. The best bet is a rapidly
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| small companies demonstrating that good
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| | growing smaller company in an emerging
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| things can come in all
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| | industry."7. Influence. Pick your poison
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| sizes.2. Resources. Resources and support
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| | - Start-ups represent the greatest
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| are indicated as key reasons large
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| | opportunity for individuals who prefer to
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| organizations can attract accomplished
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| | become involved from inception, allowing
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| professionals. True "means to an end"
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| | them to interject their skills and
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| resources allow employees to focus on the
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| | talents to shape the company's direction
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| core responsibilities of their job
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| | and positioning in the marketplace. A
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| instead of spending time handling
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| | small company has less tolerance for
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| administrative or nonessential and
| |
| | misallocation of resources so employees
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| unimportant tasks.3. Bureaucracy. Culture
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| | find more autonomy that comes with
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| will definitely affect this, but as a
| |
| | greater accountability and an emphasis on
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| rule, larger companies have deeper layers
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| | finding the best balance between
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| and more complex issues that intensify
| |
| | planning, analysis and action. In larger
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| the need for tighter rules and
| |
| | companies the actual span of control can
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| regulations and all the red tape that
| |
| | be smaller internally, but in well
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| accompany them. As a result, the
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| | branded companies with high name
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| decision-making process and
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| | recognition influence can come by way of
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| implementation ability can be slower and
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| | association providing industry
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| more cumbersome in a larger company then
| |
| | clout.8. Risk. Beyond size, this is where
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| a smaller one.4. Job Advancement.
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| | you have to look at the business plan,
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| Start-up companies can offer the most
| |
| | strength and skills of management,
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| rapid advancement opportunities but it is
| |
| | competitive advantages, corporate
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| important to remember there is a risk
| |
| | culture, organizational goals,
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| factor tied into the thrill ride. If you
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| | professional positioning, the mix of your
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| are jazzed by speed, challenge,
| |
| | skills and abilities with the
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| opportunity and change, these dynamics
| |
| | organizations needs and expectations as
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| just might out-weigh the risk. I liken
| |
| | well as your income
|
| start-ups to riding in a sexy, sleek
| |
| | potential.9. Compensation. Here's the
|
| sports car. There is a lot of power,
| |
| | news from industry expert Nan Andrews
|
| velocity, creativity and appeal, but if
| |
| | Amish: "Compensation at the top companies
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| you hit a wall, you probably won't make
| |
| | is phenomenal. Compensation at the
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| it out alive. On the flip side, medium
| |
| | mid-sized companies will be negotiated.
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| size companies with flat organizations
| |
| | Compensation at entrepreneurial companies
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| mean you'll have to wait for someone to
| |
| | will be deferred to after your
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| get fired or retired to get the next
| |
| | success."10. Self-Assessment - Where are
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| promotion. The larger the company, the
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| | you at in your career? Are you
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| longer it can take to move up through the
| |
| | established or working on the track
|
| ranks.5. Company Growth. With companies
| |
| | record? Would you thrive as a little fish
|
| of all sizes participating in the merge
| |
| | in a big pond or a big fish in a little
|
| and acquire strategy, growth is no longer
| |
| | pond? Do you crave 24/7 global dominance?
|
| limited to sales projections and new
| |
| | Do politics make you cringe? When it's
|
| product releases. Greater market share
| |
| | all said and done the most compelling
|
| and revenue generation are often the
| |
| | reasons to choose one size company over
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| result of acquisitions and partnerships.
| |
| | another is the people you'll work with,
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| However, The Center for Simplified
| |
| | the values that are shared, the culture
|
| Strategic Planning Inc. has found that
| |
| | that is established, and the chemistry in
|
| "as the economy has gained efficiency
| |
| | your business relationships.Jeannette
|
| through technology and globalization,
| |
| | Kraar, president of Performance
|
| small companies have tended to lead the
| |
| | Management International is a
|
| way into new niches and markets. As a
| |
| | highly-acclaimed trainer, speaker, author
|
| result, job growth at all levels in
| |
| | and consultant who has been providing
|
| smaller companies has consistently
| |
| | breakthrough development services to
|
| outpaced opportunities in large
| |
| | professionals and corporate human capital
|
| companies." That said, based on research
| |
| | for over 25 years. Hundreds of PMI
|
| conducted by ExecuNet, search firms
| |
| | clients have succeeded even in the most
|
| expect the greatest growth in 2005 to be
| |
| | turbulent times.Jeannette is the author
|
| in medium sized organizations.6. Job
| |
| | of BREAKTHROUGH, The Hate My Job, Need A
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| Security. In a study done by Applied
| |
| | Life, Can't Get No Satisfaction SOLUTION.
|
