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									            Learning and enterprise
 ASK AND THE DIFFERENCE
   ( Attitude, skills and Knowledge )
   ENTERPRISE : The ability to handle uncertainty and
    respond positively to change, to create and implement
    new ideas and new ways of doing things, to make
    responsible risk/reward assessments and act upon them
    in a variety of contexts, both personal and work.
                         Case Study
   Alicia Rossman is 18, and has been earning cash by mowing
    lawns for the last 3 years with an old push mower. Unable to
    afford a new mower, she walked into the corporate offices of
    a dealership and asked them to give her a riding landmower
    for free, producing a business card and offering to mention
    the company in her flyers. The General manager was a little
    taken aback, but Alicia presented her case well, she, ‘could
    talk the talk’, if she can get the insurance they are going to
    reward her initiative by giving her one.
   Alicia said that she would never have had the nerve to do it if
    she hadn’t been for an after school business program that she
    had been involved in. She and her friends have set up and
    run a book mark business.
    What aspects of Alicia‟s ASK were critical?
     Is this true of all entrepreneurial actions
   They have to form a company, seek out funding, develop and
    produce a product and sell it, liquidating their assets 6 weeks
    later with the profits going to charity. Representatives from
    local business acted as mentors to the various groups of
    students. They made magnetic book marks for 18 cents and
    sold them for $2.00. Expecting to sell 500, they actually
    ended up making a profit of more than $ 1300 over 1100
    sales.
   She said that she had learned that ‘it’s not hard to approach
    the owner of a business. All you need is the courage to talk
    to them, and if they say No, then oh, well. But if they say
    YES, it’s a good thing you asked’.
                        Enterprise
   Enterprise might be something that is skills-based
   Something to do with actions and doing things
   The way they process information and use it in making
    decisions, and the way they reflect on their knowledge and
    actions may be crucial
   It is a function not only of temperament or talent but of
    techniques.
   Talents are natural abilities, things that people are born with,
    and temperament reflects their needs and drives
                        Enterprise
   Almost any business or organization can be called an
    enterprise, possibly led by an Entrepreneur.
   The term is also increasingly used to refer to the process by
    which new companies are formed and new products and
    services are created and brought to market.
   Enterprise skills are business skills relating to an individual or
    organization's capability to respond to changes in markets
    with innovation
    4Rs-Enterprise in action – case study
   Mosborough Primary School in Sheffield has been
    participating in a project called ‘Building learning
    power’ which is based on the work of Prof. Guy
    Glaxton. The project is based on the premise that
    children will become better learners if they develop
    the following:
   Resilience. Knowing how to stick with things and
    work through difficulties. This includes being able to
    become absorbed in learning, to manage distractions,
    to notice patterns and details in experience, and to
    persevere in the face of difficulties.
    When is the right time to build enterprise skills?
   Resourcefulness: being able to learn in different ways, and to
    use internal and external resources. This includes being able to
    ask questions, see connections between things, use your
    imagination, call up reasoning skills to think methodically and
    examine arguments, and draw on the full range of resources
    in the wider world.
   Reflectiveness: being ready and willing to plan, take stock,
    and draw on your experiences as a learner in order to get the
    best out of yourself. This includes thinking about where you
    are going and how you are going to get there, being flexible,
    distilling the essential features of what you are learning, and
    knowing how you learn
   Reciprocity : being ready and willing to learn alone or with
    other people. This means knowing when it is best to learn on
    your own or with others, knowing how to colloborate,
    understanding how to listen to others, and constructively
    imitating other people’s methods and values.
                    Questionnaire
   Do you have it in you. Ask the question, “ Am I that type”
   You will be your most important employee and of course „The
    Boss‟
   t is more important that you rate yourself objectively than how you
    rate any prospective employee. Appraise your strengths and your
    weaknesses.
   As a prospective operator of your own business, acknowledge that
    you are weak in certain areas and cover the deficiency by either
    retraining yourself or hiring someone with the necessary skill.
    The questions in this test indicate to what extent you have the
    personal traits important to a business proprietor.
   Respond by marking the answer that most accurately describes
    your behavior, feeling or attitude as it actually is, not as you would
    like it to be, or think it should. You must be absolutely honest with
    yourself in order to get a valid score.
   1. Are You a Self-Starter?
   a. If someone gets me started, I keep going all
    right.
   b. I do things my own way. Nobody needs to tell
    me to get going.
   c. Easy does it. I don't put myself out until I have
    to.
   2. How Do You Feel About Other People?
   a. Most people bug me.
   b. I like people. I can get along with just about
    anybody.
   c. I have enough friends and I don't need
    anybody else.
    3. Can You Lead Others?
   A. I can get people to do things if I drive them.
   B. I can get most people to go along with me
    without much difficulty.
   C. I usually let someone else get things moving.

    4. Can You Take Responsibility?
   A. I'll take over if I have to, but I'd rather let
    someone else be responsible.
   B. There's always some eager beaver around
    waiting to show off. I say, let him.
   C. I like to take charge of and see things through.
    5. How Good An Organizer Are You?
   A. I like to have a plan before I start. I'm usually
    the one who lines things up.
   B. I do all right unless things get too complicated.
    Then I may cop out.
   C. I just take things as they come.
    6. How Good a Worker Are You?
   A. I can't see that hard work gets you anywhere.
   B. I'll work hard for a time, but when I've had
    enough, that's it.
   C. I can keep going as long as necessary. I don't
    mind working hard.
   7. Can You Make Decisions?
   A. I can if I have plenty of time. If I have to make up my
    mind fast, I usually regret it.
   B. I can make up my mind in a hurry if necessary, and
    my decision is usually O.K.
   C. I don't like to be the one who decides things. I'd
    probably blow it.

    8. Can People Trust What You Say?
   A. I try to be on the level, but sometimes I just say what's
    easiest.
   B. They sure can. I don't say things I don't mean.
   C. What's the sweat if the other fellow doesn't know the
    difference?
   9. Can You Stick With It?
   A. If I make up my mind to do something, I don't
    let anything stop me.
   B. If a job doesn't go right, I turn off. Why beat
    your brains out?
   C. I usually finish what I start.

    10. Can You Keep Records?
   A. Records are not important. I know what's need
    to be known without keeping records.
   B. I can, but it's more important to get the work
    out than to shuffle numbers.
   C. Since they are needed I'll keep records even
    though I don't want to.
           Add scores for your answers as
   1. a. 5, b. 10, c. 2 shown
   2. a. 2, b. 10, c. 5
   3. a. 5, b. 10, c. 2
   4. a. 5, b. 2, c. 10
   5. a. 10, b. 5, c. 2
   6. a. 2, b. 5, c. 10
   7. a. 5, b. 10, c. 2
   8. a. 5, b. 10, c. 2
   9. a. 5, b. 2, c. 10
   10. a. 2, b. 5, c. 10
                           Grading
Score 100 : Excellent. A perfect score. You are a born entrepreneur. If
you are not presently running your own business you should definitely
start one -- the sooner the better. You are on the way to fame and riches.
Score 91 – 99. Very good. You definitely have what it takes to succeed
in a business of your own. Don't hesitate, your way to business success is
wide open.
Score 72 – 90. Good. You have the qualities of a successful
entrepreneur with some weak spots. Identify your deficiency. You
should be able to cover that deficiency by either retraining yourself or
hiring someone with the necessary skill.
Score 41 – 71. So so. The prospect of your success in a business of your
own is questionable. You have some deficiencies that might out-shadow
some good traits you have. If you still want to go on with it, be sure to
call up all the persistence you can get. You are going to face some tough
adversity on the way.
 Score 40 and below. Unsatisfactory. Forget your dreams of being
your own boss, it's not for you. You'd better keep your comfortable and
secure job. Why bother with all the risks and hustles of starting a
business.
    What Traits and Characteristics Make a
          Successful Entrepreneur
   Numerous studies have been made of small business
    managers. Many look at traits and characteristics that appear
    common to most people who start their own businesses.
   Other studies focus on characteristics that seem to appear
    frequently in successful owner-managers.
   Consider those characteristics that seem to distinguish the
    person who opens a business from the person who works for
    someone else. These studies investigated successful and
    unsuccessful owners, some of whom went bankrupt several
    times. Some were successful only after the second or third try.
   The characteristics they share might almost be said to
    predispose a person into trying to start a business. Of course,
    not all of these characteristics appear in every small business
    owner-manager, but the following seem to be most
    predominate.
    What Traits and Characteristics Make a
          Successful Entrepreneur
   People who start their own business may be members of different
    political parties, feel differently about religion, economics and other
    issues. They are like everyone else. The difference is they usually feel and
    express themselves more strongly. This is consistent. If you are going to
    risk your money and time in your own business you must have a strong
    feeling that you will be successful.
   If you want to open your own business you are likely to have a
    strong "Need for Achievement". This "Need for
    Achievement" is a psychologist's term for motivation and is
    usually measured by tests. It can be an important factor in
    success.
    The person who wouldn't think of starting a business, might
    call you a plunger, a gambler, a high risk taker. Yet you
    probably don't feel that about yourself.
    What Traits and Characteristics Make a
          Successful Entrepreneur
   Studies have shown that very often the small business owner
    doesn't differ from anyone else in risk avoidance or aversion
    when measured on tests. At first thought this seems
    unreasonable since logic tells us that it is risky to open your
    own business. A management expert once explained this
    apparent contradiction very simply. "When a person starts and
    manages his own business he doesn't see risks; he sees only
    factors that he can control to his advantage." If you possess
    these traits to some degree or other it doesn't mean you will
    be successful, only that you will very likely start your own
    business. Some of these characteristics in excess may actually
    hamper you if you are not careful.
    What Traits and Characteristics Make a
          Successful Entrepreneur
   Drive, as defined in the study, is composed of responsibility,
    vigor, initiative, persistence and health.
   Thinking ability consists of original, creative, critical, and
    analytical thinking.
   Competency in human relations means emotional stability,
    sociability, good personal relations, consideration,
    cheerfulness, cooperation. and tactfulness.
   Communications skills include verbal comprehension, and
    oral and written communications.
   Technical knowledge is the manager's comprehension of
    the physical process of producing goods or services, and the
    ability to use the information purposefully.
      Learning through Experimentation
   The salesman for the entrepreneurial business visited the
    buyer of its major customer, a national retail pharmacy chain,
    every month and had a good and successful relationship.
    Every three months however, there was formal meeting,
    which he had to attend with his boss, the owner f the
    enterprise, the buyer and the purchasing director.
   The salesman dreaded these meetings because the purchasing
    director would berate him for an hour detailing everything
    that was wrong with the company, its products, they way did
    their business, particularly, how he failed as a salesman. It was
    all part of the game to put the supplier at a disadvantage in
    price negotiations as the director knew how valuable the
    business was. For the sales man it was very embarrassing as
    his boss expected him to be able to manage the customer
    better. He faced the problem of how to get the relationship
    with the director on the same footing as he had with the
    buyer.
     Is it possible to carry out experimentation and learn?
   Attending an Interpersonal training course, the sales man
    discussed this with the trainer who explained that it is easier to
    verbally attack some one who is sitting at the opposite side of
    a table than some one who is sitting along side of the table,
    while the buyer and the purchasing director sat on the other
    side.
   When they were shown into the room for the next meeting,
    the salesman and his boss sat on the opposite sides of the
    table, so that the purchasing director had to sit next to the
    salesman and would be less able to verbally attack at such
    close range. At this meeting the problems were discussed and
    resolved in a more business like way. While not expecting this
    approach to work every time the salesman had learned the
    value of experimentation.
         Are you having right Goals and
                  Motivation
   Do the Test from the word
    document

   Entrepreneurship Motivation

   Answers towards the right
    extreme are preferable as
    characteristics of an
    entrepreneur
                     Getting Started
   Starting your own business is an exciting endeavor which can
    be highly satisfying in many respects.
   However, you have to be prepared and be well acquainted
    with the basics of business.
   There are many rich sources of information on starting up in
    which most entrepreneur will usually undergo to make his
    business concept a reality.

   The three main ideas to verify before thinking of an enterprise

   1. An Entrepreneur Profile Checklist
   2. Understanding Your Key Abilities
   3. Business Idea Evaluation
                     An Entrepreneur Profile Checklist
   Your Background & Personal Experiences
      Family background, history (e.g.: Do you have a family business, your parents’ profession,
       etc)
      Your own past, your childhood, your overseas studying experience?
      Key/significant achievements?
      Your hobbies? Activities you enjoy for recreation, at school/work or any other social
       dealings.
   Your Personality
      Do you tend to be a leader or follower, an introvert or extrovert, a suggestor or
       implementer, etc?
      Are you an initiator or do you prefer to be given instructions on a task?
      Are you vocal, reserved, energetic, calm, patient, etc?
      Do you enjoy solving problems?
      Are you an effective communicator?
   Your Potential
      What are some of the things you feel you are best at?
      What do you hope or aspire to do and achieve?
      Do you have the skills to manage a business?
   Your Motivation
      What drives you in your day to day life?
      Where do you derive satisfaction from? (e.g. helping others, leading a project team, etc)
      Do you thrive on challenges?
      What are your options if the business fails?
                 Understanding Your Key Abilities
   Can rate yourself from a scale of 1 to 5; and you can also ask people who
    know you to share their views.
    Key Competence
   Risk appetite (Willing to take calculated risk)
   Communication skills (Ability to effectively get your points across to
    different audiences to understand)
   Leadership Qualities (Ability and confidence to lead others)
   Takes Initiative (Pro-active in most situations)
   Willing to work hard and meticulous
   Able to think and act positively
   Works well in a team and able to tolerate differences
   Resourceful in finding information, ideas and solution
   Practical and realistic in making effective decisions

    Don’t forget to think about what you can do to improve your
    weaknesses too!
                Business Idea Evaluation
   Here are 10 questions you can ask yourself when evaluating your
    business idea:
   What is my business idea about?
   Is my intended product or service offering classified as a necessity, a
    luxury or an unmet need?
   Who are my customers? E.g. Businesses (B2B) or direct end
    users/consumers?
   What is the unique value proposition of my product or service?
   What is the market potential for the service or product? Are there willing
    buyers or ready consumers?
   What is the level of competition (direct and indirect) like in the
    marketplace?
   Is there any ways I can attempt a test or pilot trial my business idea to
    target consumers?
   Have I done sufficient ground work, research and analysis?
   What are the financial risks involved? Do I have the capital to start-up?
   What kinds of resources do I need to run the business and can I afford
    them?
          Business Idea Evaluation
   The three main ideas to verify before thinking of an
    enterprise

   1. An Entrepreneur Profile Checklist
   2. Understanding Your Key Abilities
   3. Business Idea Evaluation
   We are ready now to start an enterprise as an
    Entrepreneur

								
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