ABSTRACT
The managerial aspects of enterprise center on person and on process. The two principal problems are, first, whether in the entrepreneurial function it is the individual or the group that is most effective; and secondly, what the role of management should be in adjusting to change and keeping the organization in balance. The Marxist insistence that the individual is less important than the historical situation, the process, the function, the innovative group, is an idea that is becoming accepted among capitalist businessmen who would legitimatize what they are doing. Instead of being concentrated in the person of the pioneer, the enterprise function is spread out over many people working in what is often a very large institutional setting. A major innovation will cause a series of readjustments throughout the organization. If new technical processes are never introduced in a program, it falls behind in competition with its rivals.
