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Unit I
Entrepreneur
Evolution:
The word entrepreneur has been taken from the French
language where it cradled and originally meant to designate an organizer of musical or other entertainments. Oxford English Dictionery (in 1897) also defined an entrepreneur in similar ways as the director or a manager of a public musical institution, one who gets up entertainment, especially musical performance. In the early 16th century, it was applied to those who were engaged in military expedition. It was extended to cover civil engineering activities such as construction and fortification in the 17th century. It was only in the beginning of the 18th century that the word was used to refer to economic aspects.
Views of Entrepreneur
As a Risk-Bearer
As an Organizer
As an Innovator
Characteristics of an Entrepreneur
Hard Work
Functions of an Entrepreneur
Idea Generation and scanning of the best suitable
idea. Determination of the business objective Product analysis and market research Determination of form of ownership/ organization Completion of promotion formalities Raising necessary funds Procuring machine and material Recruitment of men Undertaking the business operations
Types of Entrepreneur
Innovative Imitative Fabian Drone Solo operator
Active Partner
Inventor Challenger
Buyers
Lifetimers
Entrepreneurship
Entrepreneurship is the attempt to create value
through recognition of business opportunity, the management of risk-taking appropriate to the opportunity, and through the communicative and management skills to mobilize human, financial and material resources necessary to bring a project to completion. Thus, entrepreneurship refers to the functions performed by an entrepreneur in establishing an enterprise. Just as management is regarded as what managers do, entrepreneurship may be regarded as what entrepreneurs do.
Sociological Factors
Legitimacy of Entrepreneurship Social Mobility Marginality Security
Psychological Factors
Need Achievement Withdrawal of Status Respect
Government Actions
in economic growth. This effect is a result of the concrete expression of their skills, and more precisely, their propensity to innovate. Schumpeter has already described this innovative activity, the carrying out of new combinations, by distinguishing five cases.
The introduction of a new good that is one with which
consumers are not yet familiar or of a new quality of a good. The introduction of a new method of production. The opening of a new market. The conquest of a new source of supply of raw materials or halfmanufactured goods. The carrying out of the new organisation of any industry: like creation of monopoly or breaking up of monopoly.
idle savings of the public. It provides immediate large-scale employment. Thus, it helps reduce the unemployment problem in the country i.e., the root of all socio-economic problems. It promotes balanced regional development. It helps reduce the concentration of economic power. It stimulates the equitable redistribution of wealth, income and even political power in the interest of the country. It encourages effective resource mobilization of capital and skill which might otherwise remain unutilized and idle. It also induces backward and forward linkages which stimulate the process of economic development in the country. Last but not the least, it also promotes countrys export trade i.e., an important ingredient to economic development.
McClelland pioneered workplace motivational thinking, developing achievementbased motivational theory and models, and promoted improvements in employee assessment methods, advocating competency-based assessments and tests, arguing them to be better than traditional IQ and personality-based tests. David McClelland is most noted for describing three types of motivational need, which he identified in his 1961 book, The Achieving Society:
achievement motivation (n-ach) authority/power motivation (n-pow) affiliation motivation (n-affil)
therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.
driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.
a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.
combination of these characteristics. Some people exhibit a strong bias to a particular motivational need, and this motivational or needs 'mix' consequently affects their behaviour and working/managing style. Mcclelland suggested that a strong n-affil 'affiliation-motivation' undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability. A strong n-pow 'authority-motivation' will produce a determined work ethic and commitment to the organisation, and while n-pow people are attracted to the leadership role, they may not possess the required flexibility and people-centred skills. McClelland argues that n-ach people with strong 'achievement motivation' make the best leaders, although there can be a tendency to demand too much of their staff in the belief that they are all similarly and highly achievement-focused and results driven, which of course most people are not.
McClelland's Experiment
McClelland asserted via this experiment that while
most people do not possess a strong achievementbased motivation, those who do, display a consistent behaviour in setting goals: Volunteers were asked to throw rings over pegs rather like the fairground game; no distance was stipulated, and most people seemed to throw from arbitrary, random distances, sometimes close, sometimes farther away. However a small group of volunteers, whom McClelland suggested were strongly achievementmotivated, took some care to measure and test distances to produce an ideal challenge - not too easy, and not impossible.
contd
McClelland
contrasted achievement-motivated people with gamblers, and dispelled a common pre-conception that n-ach 'achievementmotivated' people are big risk takers. On the contrary - typically, achievementmotivated individuals set goals which they can influence with their effort and ability, and as such the goal is considered to be achievable. This determined results-driven approach is almost invariably present in the character make-up of all successful business people and entrepreneurs.
.contd
McClelland suggested other characteristics and attitudes of
achievement-motivated people:
achievement is more important than material or financial reward. achieving the aim or task gives greater personal satisfaction than
receiving praise or recognition. financial reward is regarded as a measurement of success, not an end in itself. security is not prime motivator, nor is status. feedback is essential, because it enables measurement of success, not for reasons of praise or recognition (the implication here is that feedback must be reliable, quantifiable and factual). achievement-motivated people constantly seek improvements and ways of doing things better. achievement-motivated people will logically favour jobs and responsibilities that naturally satisfy their needs, i.e offer flexibility and opportunity to set and achieve goals, e.g., sales and business management, and entrepreneurial roles.
firmly believed that achievementmotivated people are generally the ones who make things happen and get results, and that this extends to getting results through the organisation of other people and resources, although as stated earlier, they often demand too much of their staff because they prioritise achieving the goal above the many varied interests and needs of their people.
Ekta Kapoor, creative head of Balaji Telefilms, is the daughter of Jeetendra and sister of Tushar Kapoor. She has been synonymous with the rage of soap operas in Indian TV, after her most famous venture Kyunki Saas Bhi Kabhi Bahu Thi which was aired in 2000 on Star plus. Ekta dominates Indian Television. At the 6th Indian Telly Awards 2006, she bagged the Hall Of Fame award for her contributions.
Ranjana Kumar, currently Vigilance Commissioner in Central Vigilance Commission, after her retirement as the Chairperson of NABARD- National Bank For Agricultural and Rural Development, is a prominent Indian Banker. When the Government of India appointed her as the Chairperson and Managing Director of The Indian Bank, she became the first woman to become head of a public sector bank in India. At that time of her appointment, The Indian Bank was saddled with huge losses and during her tenure she ensured the turn around of The Indian Bank.
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