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Characteristics of Unsuccessful Entrepreneurs
Effective teamwork and communication
Role of communication in developing effective team working
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Entrepreneurial Leadership
Two entrepreneurial approaches I will reflect upon are profit-oriented and social-oriented entrepreneurs. I will describe these approaches through two entrepreneurs, Victor Kiam and Anita Roddick. Victor Kiam was what one would call a profit entrepreneur. This is “a person who seeks a profitable opportunity and takes the necessary risks to set up and operate a business (Boone, Kurtz, 2011, pg.182). Anita Roddick, founder of The Body Shop, was a social-oriented entrepreneur. These types of entrepreneurs are “pioneers of innovations that benefit humanity” (Boone, Kurtz, 2011, pg.185). Social entrepreneurs not only want to profit from their business but also have an interest in helping society.
Profit-Oriented Entrepreneurial Approach
I’ll begin by discussing Victor Kiam. Victor was well known for his phrase, “I liked the shaver so much, I bought the company.” The company he bought was Remington Products in 1979. He was an entrepreneur who was more interested in helping a company acquire its first million dollars instead of all the millions that it raised thereafter (www.growingbusiness.co.uk). When Victor purchased Remington; he cut away layers of unnecessary management to save the company money. I believe that is due to his autocratic leadership style. “Autocratic leaders make decisions on their own without consulting employees” (Boone, Kurtz, 2011, pg. 269). This leadership style was evident when he bought Remington.
The major entrepreneurial characteristics that Victor exudes are the need to achieve and tolerance of failure. When asked what suggestions he had for someone who wants to succeed, Victor responded, “Well, first the desire has to be there. Some people say, ‘At the end of the day, I’d ...
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...les of the many entrepreneurs who have walked this earth.
References
Boone, L.E., Kurtz, D.L. (2011). Improving Performance through Empowerment, Teamwork, and Communication,(13th ed.). In L. Johnson (Ed.), Contemporary Business (pp. 183-185). Hoboken, NJ: John Wiley & Sons Inc.
Entrepreneur (2008, October 10) Anita Roddick, Cosmetics with a Conscience
Retrieved from http://www.entrepreneur.com/article/197688
Growing Business, (2008, July 22). Victor Kiam
Retrieved from http://www.growingbusiness.co.uk/victor-kiam.html
NY Times, (2007, September 12) Anita Roddick, Body Shop Founder, Dies at 64
Retrieved from http://www.nytimes.com/2007/09/12/world/europe/12roddick.html?scp=2&sq=anita%20roddick&st=cse
Selling Power, (unknown) The Salesman Who Bought the Company
Retrieved from http://www.sellingpower.com/content/article.php?a=8629#topArticlePages
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
In the documentary “Call of the Entrepreneur,” three successful entrepreneurs, Brad Morgan, Frank Hanna, and Jimmy Lai, are presented to explain their views on entrepreneurship and in turn leadership. Brad Morgan is the owner of a million dollar dairy and compost company, Frank Hanna is a merchant banker in New York City, and Jimmy Lai is the founder of Giordano department stores and Next Media. A central theme of the documentary is how each of these businessmen displays the characteristics of persistence, patience, and perseverance to overcome frustrating obstacles and become successful. The film defines entrepreneurship and explains how the entrepreneur responds positively to consumer demands and is able to organize and direct others toward a goal only the entrepreneur can see. The film shows that though some entrepreneurs are driven by greed and some are not, the ones that are successful are answering the needs of consumers.
He will be there for you when you have problems with your family and spouse, because he wants employees to be focused when they are working and not thinking about family problems.
Some criteria of work team effectiveness from previous research include organizational commitment (Amason & Sapienza, 1997), job satisfaction (Kozlowski & Ilgen, 2006; Seibert et al., 2004; Uhl-Bien & Graen, 1998), quality, and productivity (Seibert et al., 2004; Buller & Hell, 1986). Kirkman and Rosen (1997) categorized different work team effectiveness criteria into two major groups: performance outcomes, and attitudinal outcomes. In the following section I will use this framework to analyze the consequences of team empowerment.
Leaders focus on motivation, and inspiration (Kotter, 1990). Leaders aim to create passion to follow their vision, to reach long term goals, take risks to accomplish common goals, and challenges the current status quo (Bennis and Nanus, 1997) . The leader keeps an open eye on his followers benefits, so people follow the leader voluntarily, and the leader directs the follower by using a transformational style (Bass, 1990).
For an enterprise to continue and scale their activities, these resources need to generate sufficient income (Haugh, 2007), and therefore sustain their operations (Austin et al, 2006). Austin et al (2006) justify the inclusion of financial importance within their framework by maintaining that “the non-distributive restriction on surpluses generated by for-profit organizations and the embedded social purpose of non-profit or hybrid forms of social enterprise limits social entrepreneurs from tapping into the same capital markets as commercial entrepreneurs”. It is therefore necessary to analyse the potential opportunities, barriers and tensions, both internally and externally, SE’s might face in light of simultaneously creating income while managing the social value and numerous revenue streams
Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles/strategies relate to the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial leader ship in today’s Dynamic Markets.
There has been a large amount of attention paid to the subject of entrepreneurship in the last few years; mainly because most people have chosen to go from working for somebody else, to be their own bosses and work for their dreams. Nevertheless, many still wonder what is entrepreneurship and what is that sets entrepreneurs apart from other regular business owners. At first, it seems both concepts do not differ much from each other since they both start up and run businesses and assume risks to pursue opportunities; however, there are certain traits that difference them.
Chan, K. W. & Maubourgne, R. A. 1992, Parables of leadership, Harvard Business Review, July-August.
...adership Practices in Relation to Productivity and Morale." In D. Cartwright and A. Zander, Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY: Row, Paterson, 1960)
Yukl, G. (1989). Managerial Leadership: A Review of Theory and Research. Journal of Management, 15(2), 251-290.
The success of a business is greatly dependent on its entrepreneur. An entrepreneur is someone who takes the financial risk of starting and managing a new business venture. In order to be a successful entrepreneur, one must be ready to take a risk and invest one’s own savings into a business. The job requires that the individual be ambitious and committed to working hard in order to achieve the set targets. A successful entrepreneur is able to multi-task and communicates effectively with people, possessing leadership qualities such as confidence and motivation. The individual must play the role of constant motivator and inspire employees to improve their work performance, whilst ensuring a comfortable environment for the employees to work in. According to Schumpeter (1982), an entrepreneur is more of a ‘heroic’ than an ‘economic’ figure; his motivation should not solely be monetary, rather stemming more from inspiration and ambition.
Part I focuses on defining social entrepreneurship not only as a field or movement but also as a mechanism for organizing social problem solving. It shows how it differs from other forms of social engagement and what it looks like on an individual level. While there is no universal definition, there are common qualities amongst successful social entrepreneurs and their organizations.
Social entrepreneurship can be described as entrepreneurship that aims to provide innovative solutions to unresolved social problems. Therefore, it often goes hand in hand with social innovation activities, aimed at improving people’s lives by encouraging social changes. Social entrepreneurs link themselves to a wide spectrum of organizations that have an commercial approach and whose overall primary mission is to tackle social problems. Social entrepreneurship is, therefore, about solving social problems rather than exploiting market opportunities.
To understand the role of entrepreneurship in the development of our economy one has to simply define what it means to be an entrepreneur. ‘’An entrepreneur is defined as someone who is creative and identifies an opportunity or gap in the market and evaluates the risk related to the establishment of the business and is prepared to take the associated risk to start the business in the quest for making a profit”( Business Management, a contemporary compilation 2nd edition)