نام فایل : اندازه گيري كارآفريني

فرمت : .doc

تعداد صفحه/اسلاید : 3

حجم : 32 کیلوبایت

Measuring Entrepreneurship

. These measurement attempts can range from simple checklists through to complex and detailed computer programmes. This need for a definition and measure of entrepreneurship is because, however defined, the entrepreneur is the key to the successful launch of any business.
He or she is the person who perceives the market opportunity and then has the motivation, drive and ability to mobilise resources to meet it. The major characteristics of entrepreneurs that have been listed by many commentators include the following.
Self confident and multi-skilled. The person who can make the prod-uct, market it and count the money, but above all they have the confidence that lets them move comfortably through unchartered waters.
Confident in the face of difficulties and discouraging circumstances.
Innovative skills. Not an inventor in the traditional sense but one who is able to carve out a new niche in the market place, often invisible to others.
Results-orientated. To make be successful requires the drive that only comes from setting goals and targets and getting pleasure from achieving them.
A risk-taker. To succeed means taking measured risks. Often the successful entrepreneur exhibits an incremental approach to risk taking, at each stage exposing him/herself to only a limited, measured amount of personal risk and moving from one stage to another as each decision is proved.
Total commitment. Hard work, energy and single-mindedness are essential elements in the entrepreneurial profile.
However, two warnings need to be attached to this partial list of entrepreneurial qualities.
Firstly,
selecting individuals for enterprise development training by such a set of attitudes and skills in no way guarantees business success.
Secondly,
the entrepreneurial characteristics required to launch a business successfully are often not those required for growth and even more frequently not those required to manage it once it grows to any size. The role of the entrepreneur needs to change with the business as it develops and grows, but all too often he or she is not able to make the transition.
Visionaries and Managers

In new and emerging businesses, the person who starts the business is often an entrepreneur; a visionary.
The visionary who starts a business with a fresh idea -- to make something better or less expensively, to make it in a new way or to satisfy a unique need -- is often not primarily interested in making money. The visionary wants to do something that no one else has done because they can, because it is interesting and exciting, and because it may be meeting a need. Once the business begins to have some success, then the nature of the processes needed change.
At this stage, the infant business experiences its first set of challenges:
How does the visionary entrepreneur transfer the skills and the inspiration that made the little enterprise a success into something larger?
How does the business deal with cash flow constraints?
How does it obtain the legitimacy necessary to enable it to borrow?
Often, the visionary is not interested in these issues. Visionaries are notoriously poor at supervising staff, negotiating with investors, or training successors. The business now needs a professional management focus, which calls on a different set of skills, to manage and sustain growth, that are distinct from the skills necessary to start an enterprise and promote a vision.
Applying management skills allows the adolescent enterprise continues to do well, but the business culture begins to change. The emphasis of management is structure, policies, procedures and the bottom line, that is profitability. Then the business reaches the next challenge: the maturing enterprise now requires a management structure or governance to create checks and balances and to ensure that the management focus does not become too powerful and overwhelm the entrepreneurship necessary to create rapid growth and access new markets.
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