SHARMA/ED/MBA

ENTRERENEURS
DEVELOPMENT

1
 ◼ Role
◼ Definition

pes & Classification

omen Entrepreneurs
◼ Nature/Characteristics
trepreneurs Vs Managers
◼ Types of risk an entrepreneur may face
◼ Functions
ENTREPRENEU
SHARMA/ED/MBA
Scheme
◼ Introduction
◼ Concept

2
 ✓ To✓
betoanwork for someone
entrepreneur else
✓ To be self employed

actor in◼economic development

Since an Individual has 3 career
-
most catalyst for change
INTRODUC
SHARMA/ED/MBA

r income generation &

3
ffers growth & self development
ore monetary rewards
◼ Provides numerous opportunities
ecision
- making power
expression
atisfactory & self realisation for do
rewards
SHARMA/ED/MBA REASONS OF POP
something new

4
 entreprend ’ which means to
t
contractors
◼ The etc (1
word’s
undertake’.
Previously appliedcentury),
to then
derivation
military is from
as Fr
expedition
diate between
word capital & labour (1 -
SHARMA/ED/MBA
arly CONCE
t), & at last as emerging class called
century), then in context to
ur class (in 2 s century).

5
 economies

◼ 14th
century...Tax contractors...bore t
alled the “change agents” of
of
gressive
SHARMA/ED/MBA collected more
collecting taxes. If theyEntreprene
the
fee...they kept the rest as profit.

6
 profi o loss

◼ Entreprendr
erchant th century Frenc th
and funera 1directors
SHARMA/ED/MBA
ey individual
were
: soldiers who undertook
“contractors”
of fortune, who bore risk
thethe
adventurers,
Entreprene of
risks
enterpris .. “undertakers .

7
 mentioned “role of
◼ Adam Smith...The Wealth of Nations
..,person
of with unusual foresight
SHARMA/ED/MBA individual who
the “enterpriser” as anEntreprene
ize
undertook demand
potentialthe for goods
formation of an organiza
commercial purposes

8
 theory

busines founder

nge . Principles of Economic : “Economic

e no arise from circumstance bu from an
SHARMA/ED/MBA
Recognized
◼ John Stuart
entrepreneurship
Mi describes
as an
central
entreprene
Entreprene to eco
l’s awareness and understanding of those
nces

9
 enterprises
◼ decision
◼ aspired makers
to wealth

◼ In19th century entrepreneur

◼ endured commensurate losses
were:
◼ risk
d and managed resources
takers to create
SHARMA/ED/MBA
Entreprene

10
◼ Joseph Schumpeter...20th century talks
d it as a process and entrepreneurs
“creative destruction” whereby establish
ways
SHARMA/ED/MBA
who use process to shatter the
Entreprene
of doing things are destroyed by the creat
of
h new methods...
new and better ways of getting things do

11
 ◼ Are
no equa to inventor invento mig
create
ucke anew product,
”Resources whereas
to produce an entre
results,
SHARMA/ED/MBA
cated opportunitie
willtogather rathe
resources, organize
than totalent, a
Entreprene
. provide leadership to make it a comme
success

12
 ◼ An entrepreneur is one who creates
different
◼ As◼per
As
per autho
different
R.CANTILLON, J.B.SAY, social
like scienti like
identifying
economist, asignificant
psychologist, who recognizes & manages
‘one opportunities
&
sociologists, new business
only in the face of risk &
SCHUMPETER,
managementP.F.DRUCKER.
uncertainty
experts
assembling enterprise
the necessary purpose
theespecially
for resources involving high
to of
achieving
◼ The
capitalize on them. profit & growth by
risk’.entrepreneur can be defined as 1755
1816
1921
SHARMA/ED/MBA 1934 DEFINITI
1985
1988 Cantilll
Bygrave Stevenson
on
& Knight
Hofer Gartner
1991
Say
Schumpter Ability to identify
Characteristic of
Actions taken to pursuit Agent
Recipient combinig
A
of pure person bearing
entrepreneur Relentless
new opportunity
org.
create of opportunityprofits all fopsrisk
process
13
 ➢ Skill at organizing
➢ Desire for responsibility
her important traits
➢ Preference for moderate risk
lue of achievement over money
➢ Confidence to succeed
& organizes the business
lerance for ambiguity & flexibilty
➢ Immediate desire for feedback
cus of control
➢ High level of energy & commitment
➢ Future orientation

ENTREPRENEUR
SHARMA/ED/MBA
◼ An entrepreneur should be one who bears, in
NATURE/CHARA
MENSIONS

14
 Family &
Social Risk

Psycholo Financi
SHARMA/ED/MBA
gical RISKS al
Risk
TYPES OF
Risk

Career Risk

15
 nture: Receives
◼ Lifestyle the greatest
firms: A privately held small ven
ation Company:
publicity.
andsupports Formed
theThe company
owners &from extensive
usually does not
R &gro
takes
SHARMA/ED/MBA
ly goes
ompany public,
but its draws
growth the
is Type
interest
far more of of Star
private
several years for little opportunity for signif
can grow in 10 years.
& growth.

16
 ◼ Assumption of Risk
◼ Function of Innovation

erial Function of Organization & Managemant

an institution
◼ A successful
himself entrepreneur
& he perfomesrecognizes the comme
ss Decisions
potential
anization FUNCTIONS
development& management
SHARMA/ED/MBA
of a product, designs operating policies in marketin
production, ENTREPREN
product development & the organization structure.

17
 FOP’s.
process

ost important factor in the economic

velopment.
rganizes & utilizes the various factors & set
tal
oductive to have a command
sourcemachinery in action.
s per Prof. Schumpter, supply of entrepreneur
SHARMA/ED/MBA
pends on the rate ROLE OF
of profit & ENTRE
social climate.
nnovator with a certain achievement motive
n ensuring the change required by the
velopment

18
 ◼ Complete ◼ Uncertainty of incom
responsibility
stries are neglected
able◼political
Risk of and
loosing system
eco your entire investment
r educational system
◼ Lack of banking and communication
quality of life until the business gets
facilities
SHARMA/ED/MBA
◼ Long hours and hard work
evel of stress Potential Dra

19
 ◼ Entrepreneurship
as heroe
dent and self sustaining
◼ Entrepreneurial
◼ Demographic and economiceducation
factors
◼ Shift
to service economy
ogical advancement
Forces driving
SHARMA/ED/MBA
onal opportunities
Entrepreneurship

20
 reneuria role i Played b Chie Executive team & Top
cutiv team Wherea Manageria Role by Middle & joint
cutive .
ement involves terms
combining speakin
bu strictl or thes term
coordinating ar differe
resources to
herea entrepreneurship involve combining to initiate
SHARMA/ED/MBA
◼ Very often Entrepreneur & manager are used
ENTREPRENEUR V
n productio .
oseph Schumpte manage i on who deal with da to
ir o a going concer Bu an entrepreneu attempt to
e factor combination & thus increases productivity &

21
 To Status
Produc RewardsRisk
Continuity Innovation
e Qualification
Result Parameter

Goal Management Starts a new venture for

To possess high qualities &

Innovator, change
Gets uncertain
agent & & irregular
qualifications (high
meets
this month,
days,Discontinuous Bears
year etcprofit responsibilities
& all risk and Owner
Entrepreneur
achievement
changing customer
may evenneeds
be negative
motive etc)
SHARMA/ED/MBA
Differ

Result To Receives fixed & regular

of possess distinct
Executes & translates Renders service in an
tomorrow, next salary
qualifications
Continuous existing Bears no risk or already
responsibility
Employee/servantManager
year (knowledge in for service rendered & never
plans of others existing set up
etc theory)
managementnegative

22
ive (cold storage, transportation)

❖ Drone entrepreneur (struggle to exist, not to grow)

◼ As pe Clarence Danho on the basis of economi
r H. Col on the basis of function & characteristic )
❖ Innovative/aggressive entrepreneur (ex. new car m
business)
lySHARMA/ED/MBA
Imitative/Adoptive entrepreneur (ex. Soft drink, rea
ile❖manufacturers) TYPES
❖ Fabian entrepreneur (offering discounts, free materi

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 Business
Entrepreneur
Horti
Culture

Agricultu
ral

Dairy
Trading

Forestry

Tiny
Corporate
SHARMA/ED/MBA TYPES OF
CLASSIFIC
BUSINESS

Small Industrial

Medium

Service

Large

24
Retail
 Technical

Pure
First Generation Non Technical

Induced
DEVELOPM
ENT Professional
SHARMA/ED/MBA MOTIVATIONUSE OF TECHNO

Modern
Motivated

Classical
Spontaneous
High Technology Low Technolog

25
 Young Urban Growth

SHARMA/ED/MBA
AREA GROWTH
Old M/FGENDER

Rural Super Growth

Middle

26
 ◼ National
serial ◼ Non skilled
◼ Skilled
◼ International
◼ Inherited
◼ Immigrant
◼ Forced
◼ Social

SHARMA/ED/MBA
Others

27
 ◼ Growth
ccess story
◼ Problems
◼ Functions/
faced role
◼ Remedies to solve
Topics to be covered :
◼ Concept

dustry
role of entrepreneurial association
◼ In
1988, for the first time the
Women entrepreneurs’ enterprise wa
SHARMA/ED/MBA

evolved. WOMEN ENTRE

28
SHARMA/ED/MBA
ENTREPRENEUR LEAD

29
TATA
SHARMA/ED/MBA
The Builder of Indi

30
 ◼ Dhirubhai Ambani alias Dhirajla
SHARMA/ED/MBA
Hirachand Ambani was born on
December 2 , 193 , at Chorwad,
Gujarat, into a Modh famil . His
father was a school teache .
Dhirubhai Ambani started his
entrepreneurial career by selling
"bhajias" to pilgrims in Mount
Girnar over the weekend .

31
y his two sons Mukesh and Anil, Dhiru Bhai
t India's largest private sector company,
◼ Afte doing his matriculation a the age
ia Limited, from a scratc . Over time his
moved to Aden Yeme H worked there a
diversified into a core specialisation in
SHARMA/ED/MBA
attendant and a clerk in an oil compan .
als with additional interests in
to India in 1958 with Rs 5 000 and set u
ications, information technology, energy,
tradingcompan .
, textiles, infrastructure services, capital
logistic .

32
 ◼ An Indian IT chie who' reall mad it
big without dropping his ethical
precepts by the wayside is Nagawara
SHARMA/ED/MBA R Narayana M
Ramarao Narayana Murthy,N.Chairman
o Infosy .
◼ Born in 194 , Murthy's father was a
schoolteacher in Kolar district,
Karnataka, Indi . A bright student,
Murthy wen on to acquire a degree in
Electrical Engineering from Mysore
University and late studied Computer
Science at the IIT, Kanpur, Indi .
33
 ◼ Th Infosy legend began in
1981 when Narayana
Murthy dreamt of forming
his own company, along
with six friend There was
a minor hitch, thoug he
didn' hav any seed mone .
Luckl , like many Indian
women who save secretly
without their husband's
knowledge his wife Sudh -
then a enginee with Tata -
had saved Rs 1 00 . This
SHARMA/ED/MBA
wa Murthy' firs big brea .

34
he decade until 1991 was a tough period
n the couple lived in a on room hous .
second break came in 1991 when Indian
rs to liberalization were flung ope …
SHARMA/ED/MBA
rthy grabbed the opportunity with both
Infosys.
ds and has never looked back ever sinc .
ay Infosys is the firs Indian company to
isted on the US NASDA .
rovides employment to 8 000 peopl .

35
 ◼ When 2 year old Sarathbabu
graduated from the Indian
Institute of Management,
Ahmedaba , he created quite a
stir by refusing a job that
offered him a huge salar . He
preferred to start his own
enterprise -- Foodking Catering
SHARMA/ED/MBA
Servic - in Ahmedaba . Food kin

36
SHARMA/ED/MBA
The Motivating Force

38
SHARMA/ED/MBA

39
 ◼ Innovation,
◼ Risk Taking
◼ Creativity
◼ Organization

SHARMA/ED/MBA
Requirements to be a

40
 something
Creative newasintoa prere
existence
novationtois the process of doing
SHARMA/ED/MBA
w thing.innovation
Creativit is “the ability t

41
 ◼ Preparation

◼ Incubation

◼ Illumination
◼ Idea Germination
◼ Verification

SHARMA/ED/MBA
The Creative

42
tion - is the transformation of creative
o useful applications
◼ Invention The
- is the differenc
combining
bycreation of new p
SHARMA/ED/MBA
s in processes, and technologies
new or unusual ways not previ
to provide
invention
society for or
known improved
to exi . products,
gy o service .
and innovatio

43
 ◼ Organizing
◼ Analitical
Resources
◼ Commercial
Planning
Application
◼ Implementation

Element
SHARMA/ED/MBA
Innovati
Process

44
 countr .

o servic .

from entrepreneu to entrepreneu .

◼ Thi concep i complex phenomenon broadl i rel
roces
to o creating incrementa
th entrepreneur hi vision &wealt This
it implementatio .
ENTREPRENEU
d by individuals who assume the major
SHARMA/ED/MBA
◼
omehow
Therefore infuse
i refer
value
to proces an entrepre
◼ It is
toantheimportant
o action factor of in
equity time and career commitment of
undertake to establishof a his/he enterpris .
som produc o service
◼ BUT,,, the degree & quality of entrepreneurshi

45
 Psychological theories

epreneurship is an evolved thing. With the advanceme

nce and technology it has undergone metamorphosis ch
emerged as a critical input for socio-economic
lopment.
CONCEPT
ious writers have developed various theories on
epreneurship
SHARMA/ED/MBA and popularized the concept among the
ACHES
mon people. The theories propounded by them can be
gorized as under- THEORIE
ciological theories
onomic theories
ltural theories

46
 P.F.Drucker

yet familiar, of a new

quality.

n of new method of production

f new market CONTRIBUTORS- Thomas Chocharan, P
f new source of supply of raw material
t of new organization
◼ Economics Theory: Process of initiating a new venture, o
chumpeter an entrepreneur is one who perceives the
resources it requires & assuming the risk it entails. Entrepre
SHARMA/ED/MBA to governed wishe th
of
IBUTORS-Adam
economic ◼expected
thatSmith
new goods,development one
Sociologica with
is the(1776),JB
are which
bTheorSay(1803),
interdependent.
I iconsumers
proces are
Economic
o rol notsociety
b th J.S.Schumpter(193
o performan
Explan devel
. toplace out new
carrywhen combinations
a country' or entreprise.
real rational income In his views, the
combination leading ti innovation covers the following
increases5overall
wherein the role of entrepreneurs is an integral part. cases-

47
 into the cultural environment.

tz explains that the supply of entrepreneurship is governed by cultural fact

eory: It center's around the psychological
individual
lly groups
minority ◼ in aaresociety.
Cultural Psychological
the spark-plugs
Theory: of entrepreneurial
Advocates of and economic
cultural the
pment.
t the in many
supply countries,
thatof entrepreneurs have
entrepreneursin theemerged from a particular
society.
SHARMA/ED/MBA
it is the need for achievement which THEORIE
thedrives people
product culture.
ic class. Heentrepreneurship
emphasized the role ofisculturally marginally
of groups likeEnt
Jew
activities. Individuals with High achievement
talents come from cultural values and cultural
eks in medieval Europe, the Chinese in south Africa and Indian in east Af
ituations of High
oting economic risk.
development.

48
 ❖

th ordinar cours o busines routin .

DEFINITION
ned busines o industria objectiv ❖ Higgin
. I i mean fo th functio
production
opportunity, organizing an ente
drposeful
t tak calculate of an
activityrisk
SHARMA/ED/MBA
individual
with confidenceor group
production to of
ual It occurs when
e : undertaken resources
to initiate are redirected
maintain
process profi to progressive
b production
raising capital hiring la
tunitie
Schumpteno usedI ito ensur administrativ
essentially o RM
doin things efficienc
finding
tha are no
. generally d
onomi G/ . site introducing a new techniqu
discovering new sources
o RM & selectin top manager o
enterpris .

49
 challenges ◼ Innovation

unction of high achievement

anization building function
unction of group level pattern
unction of managerial skills & leadership
unction of status withdrawal
p filling function
SHARMA/ED/MBA
unction of religious belief
CHARACTERISTICS OF EN
namic process
cision making, skillful management,
ting

50
 Environment

New Individual
SHARMA/ED/MBA
Constraints venture Characteristi
DIMENSI
creation cs

Organization

51
 ◼ Opportunity to create your own
rts ◼ Opportunity to make a differen
◼ Opportunity
nity to make avocations their to reach full poten
vocation
◼ Opportunity
nity for Economic to reap impressive
& social benefits
Opportunity to contribute to society
SHARMA/ED/MBA
& be reco
BENEF
novation, fuelling economic growth,
ownership opportunities ,enhancing

52
 ENVIRONMENTAL

FINANCIAL

SHARMA/ED/MBA BARRIERS
CAUSES DRAWBACKS BARRIE
PERSONAL

SOCIETAL

53
 ◼ Demographic & economic factors
◼ Entrepreneurial education
◼ Technological advancements
◼ Increased focus on capital
◼ Entrepreneurs
formation are heroes
◼ Supportive government programmes
environment for innovation
◼ commerce & WWW.
◼ International opportunities
◼ Availability of required training & input
ENTREPRE
◼ Business & research
SHARMA/ED/MBA
HIP
STIMULAN

54
 ◼ Women entrepreneurs
◼ Minority entrepreneurs
◼ Pa time entrepreneurs
◼ Young entrepreneurs
◼ Hom based entrepreneurs
◼ Family business
◼ Copreneurs
◼ Corporate castoffs
◼ Corporate dropouts
SHARMA/ED/MBA
CULTURAL DI

55
 ◼ Know your business in depth
derstand financial statements
◼ Develop a solid business pla
arn to manage people
ctively ◼ Manage financial resources

keep in tune with yourself

SHARMA/ED/MBA
HOW TO AVOID

56
 John. J. Kao
Aziz Mahmud

MODELS
◼ A Conceptual model of entrepre
SHARMA/ED/MBA
Integrated model of entrepreneurship
ENTREPRby
HIP

57
 THE
ORGANIZA
TION

◼ As per Kao, a conceptual model of entrepre

be a
THE
relativity various factors. It was gener
amongTHE
ENTREPREN
SHARMA/ED/MBA
limitations
ENVIRONM EUR-of some of the definitions.
PERSO
CONCEPTUAL
ENT -SHIP N

THE TASK

58
 psychological
providing
resources,preferences
NVIRONMEN leadership : availability of
stem, communication
s,
◼ THE
cture, TAS
competitive : perceiving
pressures,opportunity,
social marsh
NIZATIO : structure,
ANALYTICAL rules, policies,
SHARMA/ED/MBA
◼ THE PERSO : personality, skill, experi
FRAMEWORK
ate of technology

59
 tivitiesSociological psychological
like Training&program,
The
ternal
tal Entrepreneurial
factors.
factors
firms, well
industrial
◼ Focus
Behavior
Integrated is effecte
as Internal
estate,
onasPolitical, M
Organizational,
SHARMA/ED/MBA
ctors.
y Economic, of
elations services, industrial research
Entrepreneur
, helps in generating output.

60
 decisions.

hers, sub culture, family

◼ This decision occurs despite recession, infl
he
is interest
impulsive
desirable rates, lack
motives
result of
from infrastructure,
arean economi
the forces behind thes
sionuncertainties
SHARMA/ED/MBA
ceives to that etc.company
startitaisnew
both Each
desirable occurs
of these
& decisions
when anis a
human process ENTREPRENEURIA
which although is unique, ha
common
characteristics.

61
 •Change from present
Life style
•Work environment
•Disruption

DECISION FO
SHARMA/ED/MBA
POTENTIAL
ENTREPREN

POSSIBLE
Government cultural
Teacher
Background Sub
s For m new enterprise
DESIRABLE
Marketing cultural
Peers
Finance Family
Role models

62
 ENTREPREN
EUR
(person)

ENTREPRENEU
SHARMA/ED/MBA ENTREPRENEURSH
ENTREPRENEU
IP CONCEPT
Vs
(process of action)
ENTERPRISE

ENTERPRI
SE
(object)

63
 Organizer
Innovator
Planner
Human Decision maker Visualizer
Creator
Administration Able
Refers to a person
Motivator
Analysizer
Leader

SHARMA/ED/MBA

Leadership ENTREPRENEUR
Organization Vs ENT
Administration Ability
Creation
Humanity
Motivation Innovation Refers to a process
Planning
Analysis Decision Vision

64
 Character
Marketier
Programmer
Empowerer DirectorBeliever Conttddd…
Investor

SHARMA/ED/MBA

Action
Marketing
Investment Characteristics
Direction
Empowerment Belief

65
 prise may be defined as an undertaking or
re involving uncertainty & risk &
◼ Entrepreneu is requiring
one who pro
tion . ‘enterpris .
ves as the framework within which decisions
ing what to produce, how much to produce,
oSHARMA/ED/MBA
produce & howENTREPRENEUR
to produce are taken by &
eneur / manage .
uccess of an enterprise depends upon several
& externa factor t th busines worl & some
e factors may be under the control of the
eneu .

th FOP namely

66
 ◼ Persuade
◼ Gather others
resources
◼ Create ◼ Identify an opportunity
new venture
Establish
◼ Change/adapt◼with time vision

SHARMA/ED/MBA
ENTREPRENEURIA

67
 late 70’s.
entrepreneur.

preneu is also
◼ In the era called as Corporate
of globalization, large org
as are
promoted
SHARMA/ED/MBA
by G. Pinchot III
e term intrapreneu was coined in Americ
INTRAPRE
developing new products or services a
innovative technology and system.

68
ion within
intrapreneu
◼ Those larg
ma
whoenterpris
b creato
take hands
o. invento
of responsib
but
SHARMA/ED/MBA
iays creating
the dreamer
a person innovation
who who figures
promote of anyout
kind
creativity howwithi
Definitio to
n ideorganizatio
into profitabl
. realit .

69
ngett an engineer at Intel came up
◼ Example: Don Estrig an employee at
ofposted
a handatheld computer
Florida aimed
far way fromathis boss
SHARMA/ED/MBA
eople
IBM to record & plan the fitness and
popularly
HQ headedknown Vivoni Fitness
theacreation of PC’s.

70
In 7 ’s in America severa senio executive
g corporation lef thei job to star thei own
al businesse becaus the top bosse in thes
SHARMA/ED/MBA
rporation were not receptive
Evolutionto innovativ
of
ea . These people turned entrepreneur an
sed a threa to the corporation Thi type of
trepreneu wer known a Intrapreneur

71
 ◼ An American management expert, . Pi
gested tha wel established
III wrot in hi famou book “ Intrapreneuri
SHARMA/ED/MBA
in 198 , as Intrapreneur are the person w
to make use o the entrepreneurial
resigned from thei wel paid executive po
to avoid stagnation & declin .
to launch thei own ventur .

72
 interna marke .
within an existing
busines .
through
diin the formtheiofinnovativ
autonomous
woror.
us business units that produce
Features
SHARMA/ED/MBA
rna
◼ Itmanagers & employees
is the development ◼
are
within
It aresponsib
is corporat
an entre
ces or technologies in a unique
which takes pl

73
 ◼ Long term horizon
◼ Encourage
◼ Are new
visionary
ideas and
◼ Create management options
flexible
scipline teamwork
◼ Encourage teamwork
rt from top management
er programmer
SHARMA/ED/MBA
Wha Intrapren

74
 proper shape.)
get informal feedback)

rmal refinement happens)

gging (on bash of positive feedback

Networking
sal ◼ Solo
group (share
(If ideainitialwith
approved trusted
innovative
by colleagues
vision & notinshare
SHARMA/ED/MBA
of his informal team & also examine capabilities
erganization, Stages
)

75
 ◼ Coalition building
◼ Problem definition
◼ Venture completion
◼ Resource mobilization

◼ Project execution

SHARMA/ED/MBA
Process

76
activities.
◼ Technica Intrapreneur

◼ Marketin Intrapreneur
◼ Innovating Intrapreneu
◼ Manufacturin Intrapreneur

◼ Financia Intrapreneur

Servic
eneu◼in Intrapreneur
various management
SHARMA/ED/MBA
Classificat

77
 Factor
Time Focus
Failure &Activity
mistakesAmount of Primary motive
decisions risk status

Constituencies
served Others
(upper
management &

customers) Delegation,
conservative,
Short term (to Promotion &
meet
upper management Traditional corporate
budgets)
rewards
concerned about status status
Traditional Manager
SHARMA/ED/MBA

personal dream long term (5+ year )

mistakes
istakes & Deals withnot
Oneself & customers concerned about
rees with and failures, followsgrowth
a ready, gets the help of

Do it oneself, extreme, Do it oneself,

Independence, the
Survival and achieving
chance to In
be between & chance to be cr
creative traditional
the opportunity to
make more money
managers and
others to achievemoderate, not organizational & toIntrapre
Oneself, customers, entrepreneurs the opportunity
Independence, the
Reduces risky
dreams personal
movesuccesses
towards
organization concerned about status
activities
78
 Visualizer
Entrepreneur
Strives to earn maximum profit owner of his enterprise
Raises financial from
An various
irect participation
Bears sources
risk of business Independent
e is money, freedom
in alto
fulltake
tivities
s, chance to innovate.
Promoter May not be educated & skilled
Organizer

SHARMA/ED/MBA

Strives to excel in all

Intrapreneur
fields
Operates & develops the business Not the owner, but a key worke
Does Does
not bear
notfull responsibility to raise capital
ownrisk
freedom to take decisions,
Pragmatic visionar y, innovator & Partially independent
rewards, promotion rewards.
creative Educated & skilled person
Strategist
Direct but restricted participation

79
 personnel.
differences.
bureaucracy.

Factors Gove
Intrapreneuri
◼ Recruitment of interested &
ventures
lwproduct & established
competition
enthusiastic business with
& corporate
success
SHARMA/ED/MBA
◼ Appropriate rewar
punishment

80
the peop .

Entrepreneurial Cu
neuria
Entrepreneurship◼ Culture
cultur implierealises
se oincludes
values
that culture
norm
laws,&brings
morals,p
SHARMA/ED/MBA
entrepreneur values,
show concern
re conducive
gethe to
I makeswil
athe growth
grea of for
difference in the attitude
urshi
usines. man and character,
managerqualities,
. skills, and als
such as
clothin & furnitur etc

81
 ◼ Leaders
◼ Productivity
culture
Corporate Values
◼ Total quality culture

◼◼Cultural of a business
Culture change
organization
◼ Business ethics
SHARMA/ED/MBA
Sub Cultures of
Entrepreneurship

82
 Structure Opportunity
Failure Dimension
Productivity
Creativity Leadership
Efficiency Risk Strategy
Power
Decision making Centralised

Costly
Tolerated
Hierarchal
mmunication Chain of command, byTraditional
the book Organization
Top down, autocratic
Status quo, Conservative
Hoarded
d, Accountants are heroes Short term focus, profitability
Averse, Punished
Absent
A SHARMA/ED/MBA
Organizational Cult
comparison

OK: Teaches a lesson

Priced & worshiped
Flexible, facilitates Culture of empowerment
Decentralised
Short & long term, multiple criteria
Entrepreneurial Organization
innovation Given away
it helps realize overall
Organic & rewarded
EmphasizedEvolving, Futuristic
Integral

83
epreneurship in Post Independence
◼ Entrepreneurship in Pre Growth
independenc
(metal
t from GOI, first industrial policy in 1948,
Entrepre
SHARMA/ED/MBA
handicraft,
ablishmen of directorate
caste basedofdivision karkhana
industries, cora beng
financial
dhoti
tions, SSIahmedaba ), silk
corporation in
etc) border cloth nagpu ), shaw k
etc, emergence of entrepreneurial class)
India

84
 ◼ Rise in income
◼ Capital Formation
◼ Marketing the ◼ Regional
products
◼ High standards Development
living
◼ Dealing with bureaucrats
◼ Employment ofGeneration
◼ Perceptionof market opportunities
◼ Gaining command over scarce resources
r &◼supplier relation
Purchasing inputs
nd production Role of
oduction technology and products Entrepren
SHARMA/ED/MBA

Indian
Economy

85
nvironmental variable (EV)
wledge & ability of entrepreneur
◼ Entrepreneurial performance is a functi

◼ Socio cultural Backgrounds of entrepre

Entrepreneurial
SHARMA/ED/MBA
ncial strength (FS)
(SB) Performance
B, MF, KA, FS,EV)
◼ Motivational force (MF)

86
rated etc ◼ Financial results
◼ Capacity utilization

diversification
◼ Gestation period: Time gap bet
by manufacturer
of
SHARMA/ED/MBA
ffspring incorporation & date of commen
enterprisesJudgment of pe
commercial
ales turnover, size ofproduction.

87
s of ◼entrepreneurial
Development of development
an entrepreneur
incorporates
means in
designed to help a
ramme ha beenEntrepreneurship
a prospective
entrepreneurial
gSHARMA/ED/MBA entrepreneu
traits intowith
a person,
institutional
imparti
in hi entrepreneuria
◼ Ke motiv &
elemen o in
economi develop
ystem
required
used for
innovation,
enterprisedeveloping
development manageme
&
pabilitie .
entrepreneuria
n hi buildin competencie
th entrepreneuria attitud
. .

88
 Stages
EDPs helps in
ing phase

repreneurial
opetencies
develop & strengthen & support
oTodoencourage
not have any generation
firstbusiness Entrepre
s Accelerating
◼ Development
ntrepreneurs the entry
phas Postprocess into the
SHARMA/ED/MBA
ckground
business Develop
Program

89
 enterprise

◼ Acquire basic management

skills Obj
Analys environment & select products
◼ Source of help & support ◼ Enab
communication
oyment & self employment take de
he development of small & medium
e pros◼ Understanding the procedure
& cons o becoming for setting s
n entrepreneur
SHARMA/ED/MBA
◼ Broad vision about business

90
 ◼ Support system & procedure
◼ General
◼ fundamental of introduction to entrepr
project feasibility
◼ Plant ◼ Motivational training
visit
SHARMA/ED/MBA
Course content

91
 ◼ Limited manpower
◼ Lack of creativity &
commitment
◼ Non availability of raw material

◼ Low industrial support

SHARMA/ED/MBA
Problems f

92
 India
Organization
Entrepreneur

Investment Centre
National
◼ SIDB Alliance
Small of Young
Industrial development
Institutions
private
SHARMA/ED/MBA
ic◼orEDI sector banks
Entrepreneurial NIESBU Nation
◼development inst
Entrepreneurship
business develop

93