communication and entrepreneurship skills

1. Communication and
Entrepreneurship Skills
TOPIC 10: Entrepreneurship
By Mang’ando, S. H
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2. 2
ENTREPRENEURSHIP
• Definition of entrepreneur
• Entrepreneurship
• Is an entrepreneur born or made.
• General Enterprising tendencies/traits
[gets]
• How can one get be developed
• Types of skills required in
entrepreneurship

3. Definition of entrepreneur
• Somebody who innovates, invests and
takes risks
• a person who thinks, reasons, and acts in
a way that result in the creation,
enhancement, realization, and renewal of
value for an individual, group, organization
and the society at large.
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4. Entrepreneurship
• Not all business men are necessarily
entrepreneurs.
• Entrepreneurs are found in all
professions-education, medicine,
research, law, architecture, engineering,
social work, distribution and the
government.
• Entrepreneurship is a dynamic process of
creating incremental wealth.
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5. ENTREPRENEURSHIP
• Entrepreneurship is practicing
entrepreneurship within an
existing/established organization.
• Eg. Religious institution, Corporate
organization, Government agencies,
NGO, Home/family/relationship
• Entrepreneurship calls for constant
improvement, aggressiveness, vision,
ability to assess risks and quickly take
action 5

6. Is an entrepreneur born or
made?
• Two major contentions/arguments:
i. Entrepreneurship is a function of individual
personality traits.
ii.Entrepreneurship is an environmentally
determined phenomenon
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7. Entrepreneurship as a function of
individual personality traits
• The elements of entrepreneurship are
leadership and the willingness to take
risks
• Management and leadership are two
different things
• Management can be more easily learned
than leadership
• Some leadership qualities seem to be
inborn
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8. Entrepreneurship is an environmentally
determined phenomenon
• The enterprising behaviour can be
developed by exposure to stimuli and
therefore can be learned.
• The lessons of success can be imparted
to anyone
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9. GENERAL ENTREPRISING
TENDENCIES/TRAITS [GETs]
i. Creativity
ii. Initiative taking
iii. Innovation
iv. Strong sense of independence and autonomy
v. Belief in self/ believe can make things happen
vi. Strong sense of ownership
vii. Aggressive
viii. Determined/Persevering
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10. GETs……
ix. Hard working
x. Pro-active
xi. Belief that rewards come with own effort and
hard work brings its rewards
xii. Strong action orientation
xiii. Networking
xiv.Readiness to take reasonable risks
xv. Achievement orientation/urge to
succeed/conquer
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11. HOW CAN I GET BE
DEVELOPED?
i. Always ask the question – is there a better way?
ii. Challenge custom, routine and tradition
iii. Realize that there may be more than one answer
iv. See mistakes and failures as mere pit stops on the
way to success
v. Identify yourself with successful people
vi. Expose yourself to difficult and challenging
situations
vii. Share information with others
viii. Add value to everything you do
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12. HOW CAN I GET BE
DEVELOPED?........
ix. Be an achiever – finish what you start
x. Set long-term goals
xi. Try to make things happen for yourself
xii. Solve your own problems before seeking help
xiii.Be proud/feel good about yourself and your
work
xiv.Build up stamina
xv. Observe others and copy – but don’t be a
copycat
xvi.Experiment 12

13. Types of Skills required in
Entrepreneurship
• Technical skills
• Business management skills
• Personal entrepreneurial skills
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14. Skills required
Technical skills Business mangnt skills Personal entrepreneurial skills
i. Writing
ii. Oral communication
iii. Monitoring environment
iv. Technical business mgmnt
v. Technology
vi. Interpersonal
vii. Listening
viii. Ability to organize
ix. Network building
x. Management style
xi. Coaching
xii. Being a team player
i. Planning and goal setting
ii. Decision making
iii. Human relations
iv. Marketing
v. Finance
vi. Accounting
vii. Management
viii. Control
ix. Negotiation
x. Venture launch
xi. Management growth
i. Inner control
ii. Risk taker
iii. Innovative
iv. Change oriented
v. Persistent
vi. Visionary leader
vii. Ability to manage change
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15. Comparison of Traditional Managers
and Entrepreneurs
BASIS TRADITIONAL MANAGERS ENTREPRENEURS
1. Primary motives Promotion of traditional rewards eg. Office, staff
and power
Independence, opportunity to create money.
2. Activity Delegates and supervises more than direct
involvement
Direct involvement
3. Risk Careful Moderate risk taker
4. Status Concerned about status symbols Not concerned about status symbols
5. Decision Usually agrees with those in upper management
positions
Follow dreams with decisions
6. Failure and mistakes Tries to avoid mistakes and surprises Deals with mistakes and failures
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