Policy for the Small Business

  • Jim Dewhurst
  • Paul Burns
Chapter
Part of the Warwick Small Business Series book series

Abstract

Why do small businesses need to formulate policy and plan for the future? After all, it takes valuable time: time that could be spent selling, or sorting out a production problem, or sending in the VAT return. Anyway the whole business is probably run by only one person. The decisions he has to make are fairly straightforward and major implications can be carried in his head rather than written down. So why waste time and money in moving into this far too sophisticated area of management?

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Select Bibliography

  1. Peter Gorb, Philip Dowell and Peter Wilson, Small Business Perspectives, Armstrong Publishing, 1981.Google Scholar
  2. Jonathan Boswell, The Rise and Decline of Small Firms, Allen & Unwin, 1973.Google Scholar
  3. Theodore Cohn and R. A. Lindberg, Survival and Growth: Management Strategies for the Small Firm, AMACOM, 1974.Google Scholar
  4. Rein Peterson, Small Business — Building a Balanced Economy, Porcepic, 1977.Google Scholar
  5. R. E. Thomas, Business Policy, Philip Allan, 1977.Google Scholar
  6. John Argenti, Corporate Collapse — The Causes and Symptoms, McGraw-Hill, 1976.Google Scholar
  7. D. C. D. Rogers, The Essentials of Business Policy, Harper & Row, 1975.Google Scholar
  8. H. N. Woodward, ‘Management Strategies for Small Businesses, Harvard Business Review, January–February 1976.Google Scholar

Copyright information

© Jim Dewhurst and Paul Burns 1983

Authors and Affiliations

  • Jim Dewhurst
  • Paul Burns

There are no affiliations available

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