Showing posts with label Entrepreneur Article. Show all posts
Showing posts with label Entrepreneur Article. Show all posts

Saturday, 4 April 2015

Budaya Usahawan


PERANAN BUDAYA KEUSAHAWAN

~Proaktif kepada idea-idea perniagaan bermula
~Mempunyai sikap terhadap kerjaya keusahawanan
~Mengurangkan kadar pengangguran dengan mewujudkan peluang pekerjaan
~Menyumbang kepada pembangunan ekonomi
~Menggalakkan kreativiti dan minda yang inovatif

~Membangkan set minda keusahawanan



ASPEK PEMBUDAYAAN KEUSAHAWANAN

~Mengawal hala tuju perniagaan masing-masing
~Memaksimumkan potensi diri
~Mendapat keuntungan
~Berorientasikan perancangan
~Menggunakan masa secara strategik
~Inovatif
~Meningkatkan kualiti kerja secara berterusan
~Kesediaan merebut peluang



Perbezaan Usahawan Koperate dan Intrapreneurship


Usahawan Koperat
1.) Individu yang bekerja di syarikat orang lain tetapi mempunyai ciri-ciri seorang usahawan.
2.) Ia mampu untuk memberikan idea-idea kreatif dan inovatif yang dilaksanakan untuk kepentingan dan keuntungan syarikat/organisasi
3.) Individu di belakang kejayaan syarikat atau organisasi di mana ia bekerja.

4.) Usahawan korporat biasanya disebut Ketua Pegawai Eksekutif, Ketua Pegawai Operasi, Ketua Penganalisis, Pengurus Kanan, dan lain-lain



Intrapreneurship
1.) Juga dikenal sebagai keusahawanan korporat
2.) Berfungsi melonjakkan semula dan meningkatkan keupayaan perusahaan untuk memperloleh kemahiran dan keupayaan inovatif, membuat usaha baru dan mengubah organisasi melalui pembaharuan strategik
3.) Membenarkan syarikat untuk mencungkil bakat-bakat inovatif daripada para pekerja dan pengurus mereka

Friday, 3 April 2015

Entrepreneurship vs. Intrapreneurship: Which Career Path is Right for You?


Writer : Grant Tilus

Are you in a place in your career where you are willing to take a gamble? Are you prepared to bet it all on yourself and roll the dice on your future? Or has that time come and gone and now you’re just looking for stability for you and your family?

Or maybe you’re stuck in the middle. Maybe you’re weighing the pros and cons of both paths and you’re desperately trying to decide between entrepreneur versus intrapreneur. The former revels in the idea of being their own boss and making all the big decisions, while the latter is motivated by leading initiatives within the confines of corporate America.  

This article is designed to help you compare the two career paths and decide which one is right for you.

Entrepreneurship vs. Intrapreneurship: the work environment
One of the biggest differences between being an entrepreneur and intrapreneur is going to be your place of business and its culture.

In 2012, 52 percent of entrepreneurs decided to make their venture a home-based business—something many agree is a very attractive aspect of entrepreneurship. Meanwhile just 10 percent of internal employees spent at least one day a week working from home—something you probably wish you could do more often.

But work environment is about more than just location—it’s also about company culture. As an entrepreneur you’ll shape the culture that surrounds your business. Meanwhile intrapreneurs often join a preexisting culture that requires acclimation. It’s important to remember that an organization’s culture is something that can make you love or hate your job.

It doesn’t matter if it’s your home, a small shop or even a large corporate office, entrepreneurs and intrapreneurs need to be comfortable with their work environment and company culture. Start thinking about which environment and culture bests fits your interests as you consider your entrepreneurial or intrapreneurial career path.

Entrepreneurship vs. Intrapreneurship: the responsibilities
Becoming an entrepreneur puts the responsibility clearly on your shoulders. From accounting and marketing to customer service and social media, you are solely responsible for getting things done—a reality that is sometimes difficult to manage with only so many hours in a day. As an intrapreneur however you’re often tasked to work in one specialized area. That might mean working in accounting, marketing, customer service or social media, but rarely will an intrapreneur be assigned to all four departments.

Start thinking about if you would prefer to take ownership by juggling many different balls at the same time or simply focusing on a single set of responsibilities.

Entrepreneurship vs. Intrapreneurship: the risks & rewards
The fact is that both entrepreneurs and intrapreneurs face risks. But, not all risks are equal. Entrepreneurs need to embrace the financial risk of forming their own businesses, but the potential for financial gain may offset that risk.  On the other hand, intrapreneurs enjoy the perks of a steady paycheck and health benefits but their employment is generally considered "at will,” which means the organization can terminate their employment at any time.

The difference between entrepreneurs and intrapreneurs, as it relates to risks versus rewards, is always going to be a personal decision. And they are most certainly not always financially driven. Be honest with yourself about how much risk you are comfortable with and which rewards you value the most.

Entrepreneurship vs. Intrapreneurship: the motivation
Deep down, both entrepreneurs and intrapreneurs are motivated to make an impact on their businesses or organizations. But motivation comes in many forms for many people.

If you see yourself as someone who is motivated by things such as money, personal achievement or fulfilling a lifelong dream, you might be fit to be an entrepreneur. But if your primary motivation is financial stability, love of what you are doing and putting others ahead of you, perhaps becoming an intrapreneur is a better fit.

Entrepreneurship vs. Intrapreneurship: finding your path
Deciding to become an entrepreneur can be a very rewarding as it offers a variety of perks related to schedule flexibility and control in making decisions. Meanwhile intrapreneurs who work hard for a company often enjoy additional resources, financial stability and greater responsibilities.

At the end of the day, deciding on entrepreneurship versus intrapreneurship as a career path can be a tough decision. It’s important to be thinking about which path best matches your dreams, interests and aspirations.

Either way, the choice is yours.

(Article is taken from http://www.rasmussen.edu/degrees/business/blog/entrepreneurship-vs-intrapreneurship-career-path/ at 4/4/2015)

Difference of Entrepreneur and Intrapreneur



By Boom San Agustin (this article is taken at 4/4/2015 from http://www.ourknowledge.asia/our-knowledge-blog/entrepreneur-or-intrapreneur-whats-the-difference)

Lately, I’ve gotten a couple of inquiries regarding “intrapreneurship” training.  Along with these inquiries, are requests to differentiate entrepreneurship from intrapreneurship. So, I thought that I’d simply write an article about it instead of emailing each inquiry to explain the difference.

Before we get into the nitty-gritty of things, however, please allow me to tell you first how entrepreneurs and intrapreneurs differ from typical employees.

Entrepreneurs and intrapreneurs set themselves apart from typical employees in many ways; but most especially in their relationship with the business they’re in.  Employees are merely involved with the business; whereas, entrepreneurs and intrapreneurs are committed to the business. You can compare it to a cow. When a cow produces milk, it is involved; but when a cow becomes a burger, it is committed.
Now, let’s compare entrepreneurs with intrapreneurs…

An entrepreneur is someone who, through his or her skills and passion, creates a business and is willing to take full accountability for its success or failure. An intrapreneur, on the other hand, is someone who utilizes his or her skill, passion and innovation to manage or create something useful for someone else’s business... with entrepreneurial zest.

Though both are visionary, it is the entrepreneur who spots an opportunity in the marketplace and has the courage and zeal to turn this opportunity into a business. In contrast, however, the Intrapreneur uses his or her passion, drive and skills to manage the business or create something new and useful for the business.

The main disparity between an entrepreneur and an intrapreneur is that an entrepreneur has the freedom to act on his or her whim; whereas, an intrapreneur may need to ask for management’s approval to make certain changes in the company’s processes, product design or just about any innovation he or she needs to implement. Since an intrapreneur acts on innovative impulses, this may result in conflict within the organization. It is important for organizations who are implementing intrapreneurship, to create an atmosphere of mutual respect among employees.

When it comes to resources, the intrapreneur holds an advantage over the entrepreneur since the company’s resources are readily available to him or her. Conversely, an entrepreneur has the difficult task of sourcing for funding and resources on his or her own.

So, in summary…

Intrapreneurs vs. Entrepreneurs

Entrepreneurs provide the spark. Intrapreneurs keep the flame going.

Entrepreneurs are found anywhere their vision takes them. Intrapreneurs work within the confines of an organization.

Entrepreneurs face many hurdles, and are sometimes ridiculed and riddled with setbacks.

Intrapreneurs may sometimes have to deal with conflict within the organization.

Entrepreneurs may find it difficult to get resources. Intrapreneurs have their resources readily available to them.

Entrepreneurs may lose everything when they fail. Intrapreneurs still have a paycheck to look forward to (at least for now) if they fail.

Entrepreneurs know the business on a macro scale. Intrapreneurs are highly skilled and specialized.
What makes entrepreneurs and intrapreneur similar is the passion to see things through to the end and the courage to face failure.

Article taken from http://www.ourknowledge.asia/our-knowledge-blog/entrepreneur-or-intrapreneur-whats-the-difference

Teori Motivasi

MOTIVASI

Motivasi merupakan satu proses yang mengambil kira dalam kekuatan, arah individu dan ketekunan dalam usaha ke arah pencapaian matlamat. Dalam proses ini terdapat 3 unsur yang utama dalam mencapaikan motivasi. Antara adalah intensi, arah tujuan dan kegigihan. Intensiti merupakan seberapa keras seseorang untuk mencuba sesuatu, arah tujuan merupakan satu perbuatan individu yang menuju tujuan yang jelas dan manfaat, manakala kegigihan pula merupakan seberapa lama seseorang boleh mencuba dalam sesuatu perkara. Dalam motivasi, terdapat beberapa teori yang amat penting seperti teori hierarki keperluan maslow, teori dua faktor herzberg, teori x dan y, teori EGR, teori keperluan pencapaian, teori penilaian, teori penetapan tujuan, teori pengukuhan, teori ekuiti dan teori harapan. Seterusnya, teori-teori tersebut akan dibincangkan dalam artikal ini.


Abraham Maslow

TEORI HIRARKI KEPERLUAN

Teori ini adalah dikemukakan oleh Abraham Maslow. Beliau merupakan seorang ahli Psikologi Kemanusiaan. Teori ini telah dikemukakan oeleh beliau melalui bukunya bukunya "A Theory of Human Motivation"

      Dalam teori ini, terdapat lima keperluan asas iaitu fisiologi, keselamatan, sosial, harga diri, dan aktualisasi diri. Keperluan fisiologi merupakan keperluan yang paling asas. Keperluan ini adalah penting bagi sesuatu organisme, apatah lagi manusia. Keperluan asas ini merangkumi apa yang diperlukan untuk diri atau fizikal seseorang seperti keperluan mendapatkan makanan, minuman dan tempat tinggal. Keperluan keselamatan adalah termasuk di dalam keperluan ini adalah keselamatan peribadi, keselamatan kewangan, kesihatan dan tidak akan menjadi mangsa penyalahgunaan kuasa.
Keperluan sosial pula merupakan keperluan manusia untuk dicintai dan merasai perasaan “kekitaan”. Semua pekerja perlu merasai bahawa mereka diperlukan dan mempunyai peranan tersendiri di dalam organisasi. Jika dipenuhi, perasaan ketegangan dan tekanan (stress) di kalangan pekerja dapat dielakkan atau dikurangkan.Keperluan penghargaan diri  adalah berkaitan dengan keperluan pekerja untuk dihormati dan diberi peluang menghormati orang lain. Beri mereka tugas yang boleh memberi mereka peluang untuk memberi sumbangan. Ini akan meningkatkan “penghormatan diri” (self-esteem). Keperluan aktualisasi diri (hasrat diri) pula yang berkaitan dengan keperluan untuk mencapai cita- cita diri sendiri mengikut potensi seseorang manusia (pekerja).






Frederick Herzberg

TEORI DUA FAKTOR (MOTIVATION-HYGIENE)

Teori ini diperkenalkan oleh Frederick Herzberg. Dalam teori dua-faktor ini, turut dikenali sebagai teori Motivation-Hygiene. ia menunjukkan bahawa terdapat faktor-faktor yang akan menyebabkan kepuasan dalam pekerjaan dan faktor-faktor yang menyebabkan ketidakpuasaan di dalam pekerjaan. Dalam faktor motivation, terdapat dua faktor iaitu faktor intrinsik dan faktor ekstrinsik. Dalam faktor intrinsik iaitu faktor yang berkaitan dengan harapan yang mendorong kepuasan kerja dan faktor ekstrinsik iaitu faktor yang berkaitan dengan halangan yang menyebabkan ketidakpusan kerja.

    Dalam faktor hygiene pula termasuk faktor-faktor yang seperti dasar syarikat dan pentadbiran, penyeliaan, dan gaji. Pekerja-pekerja akan berasa puas hati jika faktor-faktor di atas adalah dianggap cukup dalam pekerjaan. Apabila faktor-faktor ini adalah mencukupi, maka tiada orang yang akan mengeluh dan terus berada dalam organisasi.
   
Menurut teori ini, terdapat 4 kombinasi kemungkinan yang akan wujud:

1.) Hygiene Tinggi + Motivasi Tinggi = Keadaan ideal di mana pekerja yang bermotivasi tinggi dan mempunyai beberapa aduan .

2.) Hygience Tinggi + Motivasi Rendah = Pekerja mempunyai beberapa aduan tetapi tidak bermotivasi tinggi . Pekerja tidak dimotivasikan dan menganggap pekerjaan hanya setakat bayaran gaji sahaja dan tidak perlu bersungguh-sungguh.

3.) Hygience Rendah + Motivasi Tinggi = Pekerja bermotivasi tetapi mempunyai banyak aduan. Satu keadaan di mana kerja adalah bersemangat tinggi dan bersedia menghadapi cabaran tetapi gaji dan keadaan kerja yang tidak secara normal menyebabkan mereka hygiene rendah.

4.) Hygiene Rendah + Motivasi Rendah = Ini adalah keadaan yang paling teruk di mana pekerja tidak bermotivasi dan mempunyai banyak aduan .






Douglas McGregor

TEORI X DAN TEORI Y

     Teori X dan teori Y adalah diperkenalkan oleh Douglas McGregor semasa beliau di MIT Sloan School of Management pada 1960s. Teori-teori ini menggambarkan dua model berbeza motivasi tenaga kerja yang digunakan dalam pengurusan sumber manusia , tingkah laku organisasi, komunikasi organisasi dan pembangunan organisasi .

     Dalam teori ini, teori X adalah menggambarkan  pekerja tidak suka bekerja, kurang cita-cita, mengelakkan tanggung-jawab, dan harus diarahkan serta dipaksa untuk melakukan manakala dalam teori Y, pekerja menyukai kerja, bertanggungjawab, mampu membuat keputusan, menjalankan arahan-diri dan kawalan-diri ketika bertekad mencapai tujuan. Tidak perlu memaksa mereka untuk melakukan.

Kaitan Teori X dan Teori Y dengan Teori Hirarki

     Teori X dan Teori Y adalah berkaitan dengan hierarki Maslow keperluan. Hal ini demikian kerana tingkah laku manusia dan motivasi adalah diberi keutamaan terutamanya di tempat kerja bagi memaksimumkan output . Berhubung dengan Teori Y, organisasi yang cuba untuk mewujudkan hubungan yang simbiotik antara pengurus dan pekerja, asas ini adalah berkaitan dengan teori keperluan Maslow dalam aktualisasi diri. Untuk aktualisasi diri , pengurus telah berusaha untuk mewujudkan tempat kerja yang optimum melalui akhlak , kreativiti , spontan, penyelesaian masalah, kekurangan ( atau pengurangan ) kesan menjejaskan , dan penerimaan fakta-fakta dalam perkerjaan. 








TEORI ERG

        Teori ERG adalah diperkenalkan oleh Clayton Alderfer. Tujuan beliau memperkenalkan teori ini adalah untuk menjelaskan sifat-sifat tentang teori keperluan Maslow. Teori ini diperkenalkan semasa 1969 dalam artikle bertajuk "An Empirical Test of a New Theory of Human Need" 

    Dalam teori ini, Maslow's teori telah dimampatkan kepada 3 jenis sahaja iaitu 3 kumpulan keperluan teras dimana terdapat kewujudan (Existence), keterkaitan (Relatedness), dan pertumbuhan (Growth). Kewujudan adalah penyediaan keperluan bahan asas, keterkaitan adalah hasrat untuk menjalin hubungan dan terakhir, pertumbuhan adalah hasrat untuk pembangunan peribadi. 

     Secara keseluruhan, konsep ini telah mengatakan bahawa lebih daripada satu keperluan boleh berkuatkuasa pada masa yang sama. Sekiranya keperluan pada tahap yang lebih tinggi dan tidak dapat dipenuhi, maka keinginan untuk memenuhi keperluan tahap bawah akan meningkat seperti ditunjuk pada gambar di atas. Oleh hal yang demikian, pengurus harus memastikan bahawa unsur-unsur dalam ERG adalah sentiasa terpelihara untuk memastikan bahawa pekerja tetap termotivasi.








TEORI KEPERLUAN DAVID MCCLELLAND

     Teori keperluan turut dikenali sebagai 3 teori keperluan, teori ini adalah dicadangkan oleh ahli psikologi David McClelland. Teori ini menjelaskan bagaimana keperluan untuk pencapaian , kuasa , dan hubungan kesan kepada tindakan orang dari konteks pengurusan. Model ini telah dibangunkan pada tahun 1960 tidak lama lagi selepas hierarki Maslow keperluan dalam tahun 1940-an . McClelland menyatakan bahawa kita semua mempunyai ketiga-tiga jenis motivasi tanpa mengira usia , jantina , bangsa , atau budaya . Jenis motivasi bahawa setiap individu adalah didorong oleh pengalaman hidup dan pendapat daripada budaya mereka .

Maka, dalam teori ini jelas menekankan pasal keperluan untuk berjaya (need for achievement), keperluan untuk gabungan (need for affiliation) dan akhir sekali, keperluan untuk kuasa (need for power). Dalam keperluan untuk berjaya (need for achievement), ia merupakan dorongan untuk mencapai kecemerlangan, dan mencapainya berkait dengan set piawaian, dan berjuang bersungguh untuk berjaya. Dalam keperluan untuk gabungan (need for affiliation), ia menekankan pasal keinginan seseorang individu untuk perhubungan peribadi yang ramah dan dekat, manakala dalam keperluan untuk kuasa (need for power), ia menekankan keperluan untuk membuat orang lain berkelakuan yang sesuai dengan harapannya.





TEORI PENGUKUHAN

   Teori ini adalah diperkenalkan oleh B.F Skinner dan rakan-rakannya. Dalam teori ini, ia mengandaikan bahawa setiap tingkah laku seseorang individu adalah fungsi dari akibatnya. Ia adalah berdasarkan kepada "undang-undang kesan" (law of effect), iaitu, tingkah laku individu dengan kesan-kesan positif cenderung untuk berulang, tetapi tingkah laku individu dengan kesan-kesan negatif cenderung untuk tidak diulangi. Secara keseluruhan konsep teori ini telah mengatakan perilaku adalah hasil induksi daripada alam  sekitar dan perilaku ini boleh diubahsuai seperti diperkuatkan dengan memberikan konsekuensi. Perilaku yang diperkuatkan adalah cenderung untuk diulang-ulangi. 

   Teori ini memberi tumpuan sepenuhnya kepada apa yang berlaku kepada seseorang individu apabila dia mengambil beberapa tindakan. Oleh itu, menurut Skinner, persekitaran luaran organisasi perlu direka dengan berkesan dan positif untuk memberi motivasi kepada pekerja. Teori ini adalah alat yang kuat untuk menganalisis mekanisme mengawal tingkah laku individu. Walau bagaimanapun, ia tidak memberi tumpuan kepada punca-punca tingkah laku individu. Pengurus boleh menggunakan kaedah berikut untuk mengawal tingkah laku pekerja iaitu: 

Positive Reinforcement- ini bermaksud memberi tindak balas yang positif apabila seseorang menunjukkan tingkah laku positif dan diperlukan. Sebagai contoh - Segera memuji pekerja untuk datang awal untuk kerja. Ganjaran adalah bertujuan untuk memastikan pekerja selalu berfikiran positif. Jika tingkah laku pekerja bertambah baik, ganjaran boleh dikatakan peneguhan positif. Pengukuhan positif merangsang berlakunya sesuatu tingkah laku. Ia harus diberikan secara spontan dengan pemberian ganjaran.

Negative Reinforcement- ini membayangkan ganjaran kepada pekerja dengan menghapuskan kesan-kesan negatif dan kesan yang tidak diingini. Kedua-dua peneguhan positif dan negatif boleh digunakan untuk meningkatkan tingkah laku yang diingini atau diperlukan.

Punishment- Ia bermaksud menghapuskan kesan-kesan positif bagi mengurangkan kebarangkalian mengulangi tingkah laku yang tidak diingini pada masa akan datang. Contohnya. menggantung pekerjaan pekerja kerana melanggar peraturan organisasi. Hukuman boleh sebenarnya boleh diimbangkan dengan sumber yang alternatif melalui pengukuhan positif (positive reinforcement).

Extinction- Ia membayangkan ketidakwujudan element pengukuhan (reinforcement). Dalam erti kata lain, kepupusan bermaksud merendahkan kebarangkalian tingkah laku yang tidak diingini dengan menghapuskan tingkah laku yang negatif. Contohnya - jika pekerja tidak lagi menerima pujian dan kekaguman untuk pencapaian pekerjaan dia yang baik, dia kemungkinan besar merasa bahawa kelakuan tersebut adalah tidak pada dirinya. Kepupusan (extinction) secara tidak langsing telah merendahkan tingkah laku yang diingini .




TEORI EKUITI

     Teori ekuiti adalah satu teori yang cuba menjelaskan kepuasan hubungan dari segi persepsi pengagihan adil / tidak adil sumber dalam hubungan interpersonal . Teori ini dianggap sebagai salah satu keadilan teori , teori ekuiti mula dibangunkan pada tahun 1963 oleh J. Stacy Adams. Dalam teori ini, individu membandingkan input dan hasil kerja mereka dengan orang-orang lain dan kemudian bertindak balas untuk menghilangkan ketidakadilan. Tujuan ini adalah untuk mendapatkan keseimbangan.

Dalam perbandingan rujukan telah dibahagikan kepada diri di dalam (self-inside), diri di luar (self-outside), lain-lain di dalam (other-inside) dan lain-lain di luar (other-outside) manakala dalam menangani ketidakadilan telah dibahagikan kepada perubahan input  (mengendur/slack off), perubahan hasil (peningkatan output), memutarbelitkan/ mengubah persepsi diri, memutarbelitkan/mengubah persepsi orang lain, pilih orang dengan rujukan yang berbeza
dan meninggalkan lapangan (berhenti kerja).

     Dalam teori ekuiti turut membincangkan tentang usul-usul yang berkaitan dengan gaji yang tidak adil. Dalam usul ini telah membincangkan tentang pemberian ganjaran yang berlebihan yang tidak bersesuaian dengan kemestiannya, pemberian ganjaran yang kecil  kepada employee yang telah bekerja dengan lebih baik, pemberian ganjaran yang kecil boleh mendedahkan kepada produktiviti yang rendah dan akhir sekali membincangkan tentang pemberian ganjaran yang kecil menjadikan gap kualiti employee menjadi semakin  lebar.





TEORI KEADILAN

     Teori keadilan turut dikenali sebagai teori keadilan organisasi. Teori ini diperkenalkan oleh Greenberg. teori ini berkenaan dengan bagaimana seseorang pekerja akan mengadili tingkah laku organisasi dan menyebabkan sikap dan tingkah laku pekerja. Sebagai contohnya , jika firma membuat separuh berlebihan pekerja , seseorang kakitangan boleh merasa rasa ketidakadilan dengan perubahan yang mengakibatkan sikap dan penurunan dalam produktiviti. 

     Dalam teori ini telah dibahagikan kepada keadilan distributif dan keadilan prosedur. Keadilan distributif adalan keadilan dalam pengagihan ganjaran. Ia merupakan keadilan yang berkaitan dengan hasil keputusan dan pengagihan sumber . Hasil atau sumber-sumber diagihkan dengan ketara sebagai contohnya gaji dan tidak ketara seperti pujian. Keadilan prosedur merupakan keadilan dilihat daripada proses untuk menentukan pengagihan ganjaran. Apabila seseorang itu merasakan bahawa suara mereka telah diterimakan semasa dalam proses atau proses yang melibatkan ciri-ciri seperti ketekalan , ketepatan , ethicality , dan kekurangan berat sebelah maka keadilan prosedur telah dipertingkatkan.








TEORI HARAPAN (EXPECTANCY THEORY)

     Teori harapan membincang tentang proses mental dalam pilihan , atau memilih . Ia menerangkan proses yang seseorang individu menjalani membuat pilihan . Dalam kajian perlakuan organisasi , teori jangkaan adalah teori motivasi pertama dicadangkan oleh Victor Vroom daripada Yale School of Management .
      
     Dalam teori ini, setiap individu percaya bahwa bila ia berperilaku dengan cara tertentu, ia akan memperoleh hal tertentu. Ini disebut sebuah harapan hasil (outcome expectancy) sebagai penilaian subjektif seseorang atas kemungkinan bahwa suatu hasil tertentu akan muncul dari tindakan orang tersebut.

     Dalam hubungan teori harapan, ia telah membincang tentang hubungkait usaha (Effort → Performance), pretasi dan hubungkait prestasi-ganjaran (Performance → Outcome) dan hubungkain ganjaran-tujuan peribadi (Performance → Personal Goal). Dalam hubungkait usaha dan pretasi kerja, ia kebararangkalian mengerahkan sejumlah usaha tertentu yang akan membawa  kepada prestasi. Dalam hubungkait prestasi-ganjaran pula ia menekankan Keyakinan bahawa melakukan sesuatu pada tahapan tertentu akan membawa kepada pencapaian hasil yang diingini. Yang akhir hubungkain ganjaran-tujuan peribadi, ia menekan sejauh mana ganjaran organisasi memenuhi tujuan seseorang individu atau keperluan dan daya tarikan potensi ganjaran bagi individu.





Wednesday, 1 April 2015

Fostering an Entrepreneurial Culture within Your Organization


Writer: Mark Miller

As business leaders strive for increased competitiveness, creating an entrepreneurial culture has become an important advantage. In the current business environment, the term entrepreneurial has come to mean more than just the business acumen required to turn an idea into an enterprise.

Today, "entrepreneurial" describes a skill and mind-set characterized by innovation, creativity, calculated risk-taking, and an empowered staff. The term applies to individuals, teams, and entire organizational cultures. An entrepreneurial culture is what many companies hope for. Certainly, in the fast-moving and competitive technology industry, an entrepreneurial culture is what most organizations should strive for.

How do you foster this culture and make it thrive? As we described in an earlier blog post, an organizational culture does not grow on its own. It must be nurtured. An organization's culture must be deliberately cultivated through concerted action including modeling, structure, constant communication, and positive reinforcement.


Leading an Entrepreneurial Culture
Like most business solutions, the starting point is leadership. People take their cue from their leaders. Their values, priorities, and actions are guided by what their superiors model.

It sounds simple, but it's true. The senior executives set the tone for what the company should be doing, what the organizational values should be, and how people should act. From a business leader's perspective, that's the starting point of driving an entrepreneurial culture - embrace it and model it. Talk about it, reward, and encourage it.

Remember that effective leadership is a delicate balance. An over-authoritarian workplace discourages people from using their own initiative and stifles traits that enhance innovation and productivity. An overly democratic environment lacks focus to keep the company moving toward its goals. Successful companies ensure their executive teams constantly demonstrate their value, productivity, and the open flow of ideas.


Create an Environment of Empowerment
A big part of driving an entrepreneurial culture is creating the environment where people can act like entrepreneurs. We're not saying empower people. We're saying foster the environment where people empower themselves. To act entrepreneurially, people must feel empowered to take the lead and create positive change.

Think about what an entrepreneur does - strategically analyzes market trends, identifies opportunities, calculates risks, makes decisions, and inspires others to follow. That's the goal - to create the environment when your staff will do this in their day-to-day activities.

To make this happen, follow these key points:

1. Learn each individual's strengths, then play to them
2. Give power to those people who have demonstrated they are ready for more responsibility
3. Give people discretion of their own decisions and resources
4. Provide opportunities for training and education to help people grow
5. Don't second guess people
6. Reward people for tackling problems and advancing the company's interests

Communicate
Communicate. Communicate. Communicate. It's a fundamental function of leadership. However, many leaders get so bogged down in the day-to-day tasks that they forget to tell people where they are going. Constantly remind your people about the vision and direction.

When it comes to communication, people want to feel like they are getting the important information. They also want to hear that their concerns and ideas are being heard. Create an open environment by:

1. Sharing information freely
2. Making sure information flows up and down
3. Encouraging people to openly ask questions about how to makes things better
These communication practices are also key to creating an empowering environment.

Value the Entrepreneurial Approach
Communicate with your people about the values - those guiding principles that support every decision the company makes. Let them know that an entrepreneurial approach is values, encourages, and rewarded. Remember that a company's values don't need to be complicated or even original. The important point is that they are sincere.

Continuous Effort
Fostering an entrepreneurial culture requires continuous effort. Make sure your entrepreneurial vision is part of your senior management discussions. It should also be a topic for managers' performance discussions with their teams.

Again, the entrepreneurial culture must be cultivated. It is the result of a concerted effort by the company to drive innovation, productivity, and success.

This article is taken from http://www.volarisgroup.com/blog/fostering-an-entrepreneurial-culture-within-your-organization at 1/4/2015

Thursday, 19 March 2015

Importance of Entrepreneueship

IMPORTANCE OF ENTREPRENEURSHIP


The topic of entrepreneurship is a very popular one among students of business and administration but it has not always been so. During the time before 1960, many economists had understood the importance of entrepreneurship yet tended to underrate it. To start off, they laid their attention on big companies not realizing the fact that it is actually the newer and smaller firms that generate most of the new jobs. Additionally, the role of the entrepreneur to organize new productive resources to increase the supply seemed not to be important among the dominant school of economies, which were only interested in managing consumer demand by promoting product purchase from customers. 

During the 1970s, everything about the previous concept of entrepreneurialism has changed because economies primarily concerned with demand have failed to prevent constant inflation. The economists during that time have begun to worry about the fact that productivity was increasing much less faster than before. This has made them more interested in the supply of goods and services and this is where the entrepreneurs earned their break. 

The importance of entrepreneurship has been realized and understood during this time and after because it holds at least four social benefits: it fosters economic growth, increases productivity, creates new technology and it rejuvenates the competition in the market. 

One of the main reasons why the economists of that time started placing their eyes on the small new firms is that they seem to have provided the most jobs within their economy. In the United States alone, more than four fifths of all new employment comes from small firms. Out of all these openings, more than 30 percent are provided by businesses that have been around no less than 5 years. Yet not all small businesses are job creators but only those that are relatively young and expand rapidly during their early stages. 

Being able to produce more goods and services with lesser labor and having other input increased much less rapidly especially in the US in the 1970s compared to 1950s to 1960s. Many of the economists conclude and still believe that this is the most fundamental problem that is plaguing the country. The greater reason why interest in entrepreneurship has increased is that they have recognized its role of raising the productivity of the country. 

Also, a major impetus that has propelled their drive to research about productivity measures is the international competition during that time. The conclusion as to why people should take the importance of entrepreneurship seriously is that in order for countries to maintain a high standard in living, they should be productive in their business sector.

This article is taken from http://www.evancarmichael.com/Home-Based-Business/5967/Importance-of-Entrepreneurship.html

25 Common Characteristics of Successful Entrepreneurs

 25 Common Characteristics of Successful Entrepreneurs



Regardless of your definition of success, there are, oddly enough, a great number of common characteristics that are shared by successful businesspeople. You can place a check beside each characteristic that you feel that you possess. This way, you can see how you stack up. Even if you don't have all of these characteristics, don't fret. Most can be learned with practice and by developing a winning attitude, especially if you set goals and apply yourself, through strategic planning, to reach those goals in incremental and measurable stages.

The Home Business Musts
Like any activity you pursue, there are certain musts that are required to be successful in a chosen activity. To legally operate a vehicle on public roadways, one must have a driver's license; to excel in sports, one must train and practice; to retire comfortably, one must become an informed investor and actively invest for retirement. If your goal is success in business, then the formula is no different. There are certain musts that have to be fully developed, implemented and managed for your business to succeed. There are many business musts, but this article contains I believe to be some of the more important musts that are required to start, operate and grow a profitable home business.

1. Do what you enjoy.
What you get out of your business in the form of personal satisfaction, financial gain, stability and enjoyment will be the sum of what you put into your business. So if you don't enjoy what you're doing, in all likelihood it's safe to assume that will be reflected in the success of your business--or subsequent lack of success. In fact, if you don't enjoy what you're doing, chances are you won't succeed.

2. Take what you do seriously.
You cannot expect to be effective and successful in business unless you truly believe in your business and in the goods and services that you sell. Far too many home business owners fail to take their own businesses seriously enough, getting easily sidetracked and not staying motivated and keeping their noses to the grindstone. They also fall prey to naysayers who don't take them seriously because they don't work from an office building, office park, storefront, or factory. Little do these skeptics, who rain on the home business owner's parade, know is that the number of people working from home, and making very good annual incomes, has grown by leaps and bounds in recent years.

3. Plan everything.
Planning every aspect of your home business is not only a must, but also builds habits that every home business owner should develop, implement, and maintain. The act of business planning is so important because it requires you to analyze each business situation, research and compile data, and make conclusions based mainly on the facts as revealed through the research. A business plan also serves a second function, which is having your goals and how you will achieve them, on paper. You can use the plan that you create both as map to take you from point A to Z and as a yardstick to measure the success of each individual plan or segment within the plan.


4. Manage money wisely.
The lifeblood of any business enterprise is cash flow. You need it to buy inventory, pay for services, promote and market your business, repair and replace tools and equipment, and pay yourself so that you can continue to work. Therefore, all home business owners must become wise money managers to ensure that the cash keeps flowing and the bills get paid. There are two aspects to wise money management.

The money you receive from clients in exchange for your goods and services you provide (income)
The money you spend on inventory, supplies, wages and other items required to keep your business operating. (expenses)

5. Ask for the sale.
A home business entrepreneur must always remember that marketing, advertising, or promotional activities are completely worthless, regardless of how clever, expensive, or perfectly targeted they are, unless one simple thing is accomplished--ask for the sale. This is not to say that being a great salesperson, advertising copywriting whiz or a public relations specialist isn't a tremendous asset to your business. However, all of these skills will be for naught if you do not actively ask people to buy what you are selling.

6. Remember it's all about the customer.
Your home business is not about the products or services that you sell. Your home business is not about the prices that you charge for your goods and services. Your home business is not about your competition and how to beat them. Your business is all about your customers, or clients, period. After all, your customers are the people that will ultimately decide if your business goes boom or bust. Everything you do in business must be customer focused, including your policies, warranties, payment options, operating hours, presentations, advertising and promotional campaigns and website. In addition, you must know who your customers are inside out and upside down.

7. Become a shameless self-promoter (without becoming obnoxious).
One of the greatest myths about personal or business success is that eventually your business, personal abilities, products or services will get discovered and be embraced by the masses that will beat a path to your door to buy what you are selling. But how can this happen if no one knows who you are, what you sell and why they should be buying?

Self-promotion is one of the most beneficial, yet most underutilized, marketing tools that the majority of home business owners have at their immediate disposal.

8. Project a positive business image.
You have but a passing moment to make a positive and memorable impression on people with whom you intend to do business. Home business owners must go out of their way and make a conscious effort to always project the most professional business image possible. The majority of home business owners do not have the advantage of elaborate offices or elegant storefronts and showrooms to wow prospects and impress customers. Instead, they must rely on imagination, creativity and attention to the smallest detail when creating and maintaining a professional image for their home business.

9. Get to know your customers.
One of the biggest features and often the most significant competitive edge the home based entrepreneur has over the larger competitors is the he can offer personalized attention. Call it high-tech backlash if you will, but customers are sick and tired of hearing that their information is somewhere in the computer and must be retrieved, or told to push a dozen digits to finally get to the right department only to end up with voice mail--from which they never receive a return phone call.

The home business owner can actually answer phone calls, get to know customers, provide personal attention and win over repeat business by doing so. It's a researched fact that most business (80 percent) will come from repeat customers rather than new customers. Therefore, along with trying to draw newcomers, the more you can do to woo your regular customers, the better off you will be in the long run and personalized attention is very much appreciated and remembered in the modern high tech world.

10. Level the playing field with technology.
You should avoid getting overly caught up in the high-tech world, but you should also know how to take advantage of using it. One of the most amazing aspects of the internet is that a one or two person business operating from a basement can have a superior website to a $50 million company, and nobody knows the difference. Make sure you're keeping up with the high-tech world as it suits your needs.. The best technology is that which helps you, not that which impresses your neighbors.


11. Build a top-notch business team.
No one person can build a successful business alone. It's a task that requires a team that is as committed as you to the business and its success. Your business team may include family members, friends, suppliers, business alliances, employees, sub-contractors, industry and business associations, local government and the community. Of course the most important team members will be your customers or clients. Any or all may have a say in how your business will function and a stake in your business future.

12. Become known as an expert.
When you have a problem that needs to be solved, do you seek just anyone's advice or do you seek an expert in the field to help solve your particular problem? Obviously, you want the most accurate information and assistance that you can get. You naturally seek an expert to help solve your problem. You call a plumber when the hot water tank leaks, a real estate agent when it's time to sell your home or a dentist when you have a toothache. Therefore, it only stands to reason that the more you become known for your expertise in your business, the more people will seek you out to tap into your expertise, creating more selling and referral opportunities. In effect, becoming known as an expert is another style of prospecting for new business, just in reverse. Instead of finding new and qualified people to sell to, these people seek you out for your expertise.

13. Create a competitive advantage.
A home business must have a clearly defined unique selling proposition. This is nothing more than a fancy way of asking the vital question, "Why will people choose to do business with you or purchase your product or service instead of doing business with a competitor and buying his product or service?" In other words, what one aspect or combination of aspects is going to separate your business from your competition? Will it be better service, a longer warranty, better selection, longer business hours, more flexible payment options, lowest price, personalized service, better customer service, better return and exchange policies or a combination of several of these?

14. Invest in yourself.
Top entrepreneurs buy and read business and marketing books, magazines, reports, journals, newsletters, websites and industry publications, knowing that these resources will improve their understanding of business and marketing functions and skills. They join business associations and clubs, and they network with other skilled business people to learn their secrets of success and help define their own goals and objectives. Top entrepreneurs attend business and marketing seminars, workshops and training courses, even if they have already mastered the subject matter of the event. They do this because they know that education is an ongoing process. There are usually ways to do things better, in less time, with less effort. In short, top entrepreneurs never stop investing in the most powerful, effective and best business and marketing tool at their immediate disposal--themselves.

15. Be accessible.
We're living in a time when we all expect our fast food lunch at the drive-thru window to be ready in mere minutes, our dry cleaning to be ready for pick-up on the same day, our money to be available at the cash machine and our pizza delivered in 30 minutes or it's free. You see the pattern developing--you must make it as easy as you can for people to do business with you, regardless of the home business you operate.

You must remain cognizant of the fact that few people will work hard, go out of their way, or be inconvenienced just for the privilege of giving you their hard-earned money. The shoe is always on the other foot. Making it easy for people to do business with you means that you must be accessible and knowledgeable about your products and services. You must be able to provide customers with what they want, when they want it.

16. Build a rock-solid reputation.
A good reputation is unquestionably one of the home business owner's most tangible and marketable assets. You can't simply buy a good reputation; it's something that you earn by honoring your promises. If you promise to have the merchandise in the customer's hands by Wednesday, you have no excuse not to have it there. If you offer to repair something, you need to make good on your offer. Consistency in what you offer is the other key factor. If you cannot come through with the same level of service (and products) for clients on a regular basis, they have no reason to trust you . . . and without trust, you won't have a good reputation.

17. Sell benefits.
Pushing product features is for inexperienced or wannabe entrepreneurs. Selling the benefits associated with owning and using the products and services you carry is what sales professionals worldwide focus on to create buying excitement and to sell, sell more, and sell more frequently to their customers. Your advertising, sales presentations, printed marketing materials, product packaging, website, newsletters, trade show exhibit and signage are vital. Every time and every medium used to communicate with your target audience must always be selling the benefits associated with owning your product or using your service.


18. Get involved.
Always go out of your way to get involved in the community that supports your business. You can do this in many ways, such as pitching in to help local charities or the food bank, becoming involved in organizing community events, and getting involved in local politics. You can join associations and clubs that concentrate on programs and policies designed to improve the local community. It's a fact that people like to do business with people they know, like and respect, and with people who do things to help them as members of the community.

19. Grab attention.
Small-business owners cannot waste time, money and energy on promotional activities aimed at building awareness solely through long-term, repeated exposure. If you do, chances are you will go broke long before this goal is accomplished. Instead, every promotional activity you engage in, must put money back in your pocket so that you can continue to grab more attention and grow your business.

20. Master the art of negotiations.
The ability to negotiate effectively is unquestionably a skill that every home business owner must make every effort to master. It's perhaps second in importance only to asking for the sale in terms of home business musts. In business, negotiation skills are used daily. Always remember that mastering the art of negotiation means that your skills are so finely tuned that you can always orchestrate a win-win situation. These win-win arrangements mean that everyone involved feels they have won, which is really the basis for building long-term and profitable business relationships.

21. Design Your workspace for success.
Carefully plan and design your home office workspace to ensure maximum personal performance and productivity and, if necessary, to project professionalism for visiting clients. If at all possible, resist the temptation to turn a corner of the living room or your bedroom into your office. Ideally, you'll want a separate room with a door that closes to keep business activities in and family members out, at least during prime business and revenue generating hours of the day. A den, spare bedroom, basement or converted garage are all ideal candidates for your new home office. If this is not possible, you'll have to find a means of converting a room with a partition or simply find hours to do the bulk of your work when nobody else is home.

22. Get and stay organized.
The key to staying organized is not about which type of file you have or whether you keep a stack or two of papers on your desk, but it's about managing your business. It's about having systems in place to do things. Therefore, you wan to establish a routine by which you can accomplish as much as possible in a given workday, whether that's three hours for a part-time business or seven or nine hours as a full-timer. In fact, you should develop systems and routines for just about every single business activity. Small things such as creating a to-do list at the end of each business day, or for the week, will help keep you on top of important tasks to tackle. Creating a single calendar to work from, not multiple sets for individual tasks or jobs, will also ensure that jobs are completed on schedule and appointments kept. Incorporating family and personal activities into your work calendar is also critical so that you work and plan from a single calendar.

23. Take time off.
The temptation to work around the clock is very real for some home business owners. After all, you don't have a manager telling you it's time to go home because they can't afford the overtime pay. Every person working from home must take time to establish a regular work schedule that includes time to stretch your legs and take lunch breaks, plus some days off and scheduled vacations. Create the schedule as soon as you have made the commitment to start a home business. Of course, your schedule will have to be flexible. You should, therefore, not fill every possible hour in the day. Give yourself a backup hour or two. All work and no play makes you burn out very fast and grumpy customer service is not what people want.

24. Limit the number of hats you wear.
It's difficult for most business owners not to take a hands-on approach. They try to do as much as possible and tackle as many tasks as possible in their business. The ability to multitask, in fact, is a common trait shared by successful entrepreneurs. However, once in a while you have to stand back and look beyond today to determine what's in the best interest of your business and yourself over the long run. Most highly successful entrepreneurs will tell you that from the time they started out, they knew what they were good at and what tasks to delegate to others.

25. Follow-up constantly.
Constant contact, follow-up, and follow-through with customers, prospects, and business alliances should be the mantra of every home business owner, new or established. Constant and consistent follow-up enables you to turn prospects into customers, increase the value of each sale and buying frequency from existing customers, and build stronger business relationships with suppliers and your core business team. Follow-up is especially important with your existing customer base, as the real work begins after the sale. It's easy to sell one product or service, but it takes work to retain customers and keep them coming back.


This article is taken from http://www.entrepreneur.com/article/200730

Saturday, 14 March 2015

3 Key Questions Small Business Owners Must Answer, or Risk Failure

3 Key Questions Small Business Owners Must Answer, or Risk Failure

Whether you’re running a pole-dancing fitness business or an online Etsy store, all your management efforts and sleepless nights really come down to three crucial questions about your business -- and the three crucial documents that help you answer them:


1. Are you making a profit? (Consult your net income statement.)
Profits are measured in one place: your net income statement. "Net revenue," which is usually the same thing as net sales, doesn’t give the whole story because it doesn’t account for all the direct and indirect expenses needed to run your business. For example: If you’ve paid bills lately, you know that rent, utilities, insurance, accounting fees, web and tech-support all cost money. So, profit is what you have after you deduct expenses from net sales.

That calculation creates your business's net income number. Is it positive this month? Then you’re making money. Good deal. But did you know you could be showing a profit and still be going bankrupt? Knowing whether you’re making money is not enough; that money has to convert to cash.

2. What's your cash situation? (Consult your cash-flow statement.)
Cash is the lifeblood of your business. In a perfect world you pay bills with cash generated from operations -- not debt, if you want to maintain fiscal sanity. To pay with cash, your small business has to kick off enough of it to cover the bills. Do you have enough cash to cover expenses for at least 90 days? You’ll find out by looking at your cash-flow statement.

Remember, cash is to your business as blood is to your body; without it, your business dies. Cash comes in when clients pay you. But sometimes they don’t pay full retail price because of discounts or third parties like PayPal that take a percentage of the transaction. Just because you charge X doesn’t mean you’ll collect X when you make a sale. Sometimes, too, there’s a time lag between when you complete a project and when you get paid. This is common in some service businesses, but it needs to be carefully managed; otherwise, you’ll merely have an expensive hobby, not a business.
  
3. Are you building or destroying wealth? (Consult your balance sheet.)
Building terminal value is why you’re in business. Terminal value is what you could sell the business for if you decided to do so today. If you’re a small business owner, what’s the long game? Is it just about grinding through 12-to-16-hour days for decades only to retire when the doctor tells you to? Or is it about emulating the sharks on ABC’s Shark Tank who got to be so wealthy?

They built businesses that grew assets faster than liabilities -- a lot faster. In some cases they sold their businesses; in others they used the business as collateral to attract venture or seed money for new ventures. It’s an amazing system when it works. So, how about your business?

Do you have a small business you could sell eventually? Your balance sheet is crucial here. It measures your assets, liabilities and owner’s equity, or net worth of the business. It’s not the only measure of value, but it holds valuable information every banker and investor wants to know. It’s the first step in determining terminal value.

Do you know how to read your net income statement, cash-flow statement and balance sheet? In my 20 years in business, I've seen how clear it is that if you don’t understand these documents, you’re leaving tremendous profit and cash-flow potential on the table. Your small business is also probably carrying far more risk of failure than you know.


Would you drive your car with your eyes closed? No way, right? So don’t run your small business without knowing how to answer these three key questions. Finding the answers is easier than you imagine. And those answers can change your future.


This article is taken from http://www.entrepreneur.com/article/242348

8 Jobs You Can Get With An Entrepreneurship Degree

8 Jobs You Can Get With An Entrepreneurship Degree

If you're not ready to start your own business, fret not. There are other ways to use your entrepreneurship degree.


MAY 26, 2011 So, you studied entrepreneurship and got the major. Congratulations! But maybe you don’t want to start your own company after all, or at least not quite yet. Don’t fret. All that studying and training you spent on learning about entrepreneurship is not wasted. Not by a long shot. You may just be surprised at how many options you really have out there.

There are many other options and very few limitations. Rather than simply focusing on the “entrepreneurial” aspect of your degree, consider all that you learned to get that degree. Most likely there were courses that covered creativity, innovation, ethics, marketing, finance, and a wide variety of other topics. Focus on those skills and concepts and see where you can use them in the Fortune 50 job world.

This is only a small snapshot of what you can do with an entrepreneurial degree. All of these places will help you gain valuable insight and hands-on experience that can either be used to further your career working for someone else, or help you become a more effective leader, should you decide to go out on your own.


1. Mid-level management
At big companies, the C-level folks develop ideas, the ground force does the work, and mid-level management converts the idea into execution. Graduates with entrepreneurial degrees are well suited for this opportunity.

2. Business consultant
The Fortune 500 is ripe with business consultants. They need people who can go to a client site, identify problems and fix them. That is what an entrepreneur does, and that is why this job is perfect for you. You have the training to help identify things that others may not pick up on and the training to know how to fix them.

3. Sales
Someone who works in sales or runs the department needs to know how businesses run. They need to know how to represent a company, manage accounts, and follow up on leads.

4. Research and development
To work in R&D, you need to understand business concepts, procedures, and practices. With all of the training and education someone has received learning about entrepreneurship, they are well prepared for this type of position.

5. Not-for-profit fundraiser
Being able to raise funds requires understanding the importance of business and networking relationships. It is a great place for someone with this type of degree because you will have experience in studying advanced concepts that can be used to your advantage on the job.

6. Teacher
Now here me out on this one. I am not suggesting that you go teach entrepreneurship. I suggest you teach a core competency (e.g., math, history, literature, etc.), but teach students the entrepreneurial side. Teach them the benefits of math to business, history to innovation, and literature to persuasive advertising.

7. Recruiter
Having had courses that cover operations management, leadership, and a variety of others, you most likely have a keen sense of what type of person is needed to fulfill a position. Companies who use recruiters rely upon someone being not just people savvy, but having an in-depth business sense as well.

8. Business reporter

If you can write articles, or pick up a quick class to learn it, you are in a prime position to take the lead on covering a local business beat. You will understand the field and concepts and can use your knowledge to make the business section that much more interesting and telling.



This article is taken from https://www.americanexpress.com/us/small-business/openforum/articles/8-jobs-you-can-get-with-an-entrepreneurship-degree/

5 Key Characteristics Every Entrepreneur Should Have


5 Key Characteristics Every Entrepreneur Should Have

As an entrepreneur who's attending college, I am often approached by classmates who are seeking to start their own business. Some have great concepts, yet when I ask them what they’ve done to advance their ideas, the answer is usually nothing.

Anyone can start a business, regardless of his or her age. After growing my own companies and mingling with successful entrepreneurs, I’ve come to realize that most entrepreneurs share these are five common characteristics:


1. Passion. A startup founder is often driven by the quest for deeper purpose beyond the sheer mechanics of operating a business. My mission for my startup, Yes Man Watches, is to empower people to consider the most valuable asset in their lives: time. I rise early every morning because I don’t want to waste my day. If you have passion for your startup, this will drive you to turn your idea into a reality. Without that missing spark, you'll lack the necessary motivation to put in all the early mornings and late nights to get your business off the ground.

2. Perseverance. Entrepreneurs need to be able to deal with obstacles. A business does not get built overnight, and turning your idea into a reality will take time. You'll have to become accustomed to people saying no to you. What makes entrepreneurs great is having the perseverance to grow regardless of how many times they are shut down. When creating the supply chain for my startup, we screened two dozen watch manufacturers. After approaching through about 10, I became quite frustrated at hearing that my company's patent-pending buckle couldn’t be made. Without perseverance, I would have given up. 

Follow-up is key. People might present plenty of excuses for not getting back in touch with you. Yet if you show persist in trying to make things happen, you’ll probably succeed. For a Kickstarter campaign, I contacted dozens of writers at a single media outlet in the hopes of reaching one who might write about my company. Even though the conversion rate may be minuscule, it only takes one person to make a difference.





3. Resourcefulness. A vital ability for an entrepreneur is knowing how to make the most of what you have. Your assets as an entrepreneur will be limited, so use them to the fullest. Tapping into a network is key. When looking for a photographer, I reached out to the photography department at my university and the staff sent an email blast to students looking to build their portfolio. Within a week, I had professional-looking photos.

4. Open-Mindedness. As an entrepreneur, you may think you've zeroed in on a business plan, but you'll need to learn to take in the opinions of others. Then if it appears that your plan won’t work, then adjust. As Mark Cuban once said, “Follow the green, not the dream.” If your dream startup won’t make you any money, you may need to change your focus. When my friend Morgan Schwanke started OnMyBlock, he originally wanted to focus solely on a social platform for college students to find off-campus housing. He now concentrates his startup on every aspect of renting an off-campus space; it provides tenant listings to landlords and facilitates the making of rent payments.


 5. Spongelike nature. Being an entrepreneur involves a learning process. If you’re not willing to learn, think about leaving the startup world. You need to be able to soak in everything and anything you can, just like a sponge. The more you learn, the better. A saying I'm fond of is “One who knows all the answers has not been asked all the questions.” When starting Yes Man Watches, I honestly didn’t know anything about watchmaking. I looked up everything I could and soaked in all the information. Now I know quite a bit about watches, from the types of stainless steel used to make the watch case and the variety of battery powering the watch movements.


Entrepreneurship is much more than a 9-to-5 job. I don’t breathe without thinking about progressing my business aspirations. If you have an idea you'd like to turn into a reality, go for it. You'll never know the outcome if you don't try.


This post is taken from http://www.entrepreneur.com/article/232991