Management Considerations

  • Michael G. Pappas


The success of most startup biotechnology companies depends upon a number of factors. First, the idea or technology base on which the company builds its research and eventual products must be sound. Second, it must be at a stage in which it can be developed realistically. Third, the scientific staff must be qualified to conduct the research necessary to fully develop the technology, be extremely hard working, innovative, and willing to assume the risks associated with working in a small company. Fourth, the business managers of the company must be thoroughly familiar with the technology base upon which the company is founded and must also understand fully the rigors of conducting business in the fast paced bio technology field. This includes choosing to develop products that will generate signifi cant income for the company in a reason able period of time, and targeting the right customers for these products.


Senior Management Stock Option Credit Union Biotechnology Company Fringe Benefit 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Pertinent Reading


  1. Gootnick, D.E. and M. M. Gootnick. 1993. Building a world-class team environment in a biotechnol-ogy company organization.GEN 13:4. Google Scholar
  2. Herzberg, F. 1968. Motivation, morale money.Psychol. Today (March)p. 66.Google Scholar
  3. Jensen, D.G. 1991. Biotech employers stress technical ability, creativity and people skills.GEN 11:27. Google Scholar


  1. The American Almanac of Jobs and J.W. Wright and E.J. Dwyer. Avon, New York, 1990.Google Scholar
  2. Biotechnology 91: A Changing G.S. Burrill and K.B. Lee Jr. Ernst Young, San Francisco, 1990.Google Scholar
  3. The Corporate D. Freudberg. American Management Association, New York, 1986.Google Scholar
  4. The Employee Survival Guide to Mergers and P. Pritchett. Pritchett Associates, Dallas, 1990.Google Scholar
  5. Jobs‘81. by K. Petras and R. Petras. Prentice Hall, New York, 1991.Google Scholar
  6. J.A.F. Stoner. Prentice-Hall, Englewood Cliffs, NJ, 1978.Google Scholar
  7. Management: P.F. Drucker. Harper Row, New York, 1973.Google Scholar
  8. Managing. by H. Geneen. Doubleday, New York, 1984.Google Scholar
  9. Occupational Prestige in Comparative D.J. Treiman. Academic Press, New York, 1977.Google Scholar
  10. Organization and Management. A systems and contingency F.E. Kast and J.E. Rosenzweig. McGraw-Hill, New York, 1979.Google Scholar
  11. Productive J.A. Goren. Brick House, Acton, MA, 1990.Google Scholar
  12. Smart Hiring. The Complete Guide for Recruiting R.W. Wendover. National Management Staff, Englewood, CA, 1989.Google Scholar
  13. Supervisory Personnel Management.The Institute of Financial Education, 1988.Google Scholar
  14. The Termination R. Coulson. Free Press, New York, 1981.Google Scholar
  15. What Color is Your Parachute? A Practical Manual for Job-Hunters Career Changers. by R.N. Bolles. Ten Speed Press, Berkeley, CA, 1990.Google Scholar

Copyright information

© Springer Science+Business Media New York 1994

Authors and Affiliations

  • Michael G. Pappas
    • 1
  1. 1.Advanced Instruments Inc.NorwoodUSA

Personalised recommendations