Managerial Competencies_MBA_2016

MANAGEMENT COMPETENCIES OF AN ENTREPRENEUR:
AN EXAMINATION OF MANAGING QUALITIES OF WOMEN
ENTREPRENEURS BASED IN KHULNA CITY

MANAGEMENT COMPETENCIES OF AN ENTREPRENEUR:
AN EXAMINATION OF MANAGING QUALITIES OF WOMEN
ENTREPRENEURS BASED IN KHULNA CITY
(SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS OF
MBA PROGRAM)
Supervised By:
Md. Enamul Haque
Associate Professor
Submitted By:
Jafrin Khan
ID: MBA-130327
Submitted To:
Chairman
Research and External Affairs Committee
KHULNA UNIVERSITY
Business Administration Discipline
MBA Program
Course: Master’s Thesis
Course No: BA-5407
28th
August, 2016.

August 28, 2016
Chairman
Research and External Affairs Committee
Business administration Discipline
Khulna University, Khulna
Subject: Submission of thesis paper
Dear Sir:
It is a great pleasure for me to submit the thesis paper, which is a requirement for the
completion of MBA program. I was assigned to submit the report under the topic
titled “Management Competencies of an entrepreneur: An Examination of
managing qualities of women entrepreneurs based in Khulna City”.
Throughout the study, I have tried with the best of my capacity to accommodate as
much information, relevant issues as possible. This paper has given me the
opportunity to apply my theoretical knowledge throughout the period, which will be a
great help for me in the future. I am apologizing for any kind of mistake. I will be
available for facilitating any point or part of this paper any time when you asked me
to do so.
I am grateful to you for your guidance and kind cooperation at every. I shall remain
deeply grateful if you would kindly accept the paper and evaluate my performance.
Sincerely yours,
_________________________
Jafrin Khan
ID: MBA- 130327
Supervised by:
_________________________
Md. Enamul Haque
Associate professor
Business Administration Discipline
Khulna University

ACKNOWLEDGMENT
This work comes in to end by the support, assistance, recommendation, advice,
instructions and encouragements of many individuals and organizations. To begin
with, I would like to thank Md. Enamul Haque, Associate Professor, Business
Administration Discipline, Khulna University, my supervisor, for his vital
instructions, guidance, and constant effort and prompt attention as and when required
for accomplishing this report. Secondly, I am really grateful to the women
entrepreneurs of Khulna city, who have helped me by answering my survey questions
and they have also provided valuable information which were very essential for
fulfilling my survey.

Table of Contents
Abstract vii
Chapter-1: Introduction
1.1.Background of the Study 8
1.2. Origin of the Study 8
1.3. Objectives of the Study 9
1.4. Significance of the Study 9
1.5. Rationale of the Study 9
1.6. Scope of the Study 10
1.7. Limitations of the Study 10
Chapter-2: Literature Review
2.1. Scenario of Entrepreneurship in Bangladesh 12
2.2. Women Entrepreneurship in Bangladesh 13
2.3. General Traits of Women Entrepreneurs all over the World 14
2.4. Theories of Entrepreneurship 14
2.5. Theories Discussing about Women Entrepreneurship 15
2.6. Management Skills Required for Starting and Operating a Venture 17
2.7.Different Theories of Entrepreneurship Capabilities Affecting
New Business Success 19
2.8. Previous Studies on This Issue 21
2.9. Future Contribution of This Study 22
Chapter -3: Methodology
3.1.Research Design 24
3.2 Population and Sample 24
3.3.Sampling Technique 24
3.4.Instrument Development 24
3.5.Questionnaire 25
3.6.Data Collection 25
3.7.Data Analysis 26
Chapter- 4: Analysis
4.1.Tools and Techniques for Analysis 28
4.2.Correlation analysis 28
4.2.1 Planning skills 29
4.2.2 Motivating skills 29
4.2.3 Controlling skills 29
4.2.4 Budgeting skills 29
4.2.5 Team Building skills 30
4.2.6 Networking skills 30
4.2.7 Marketing skills 30
4.2.8 Decision making skills 30

4.2.9 Personality Traits 31
4.2.10 Risk assuming skills 31
4.2.11 Analytical skills 31
4.2.12 Dedication to Work 31
4.3.Regression 32
4.4.Descriptive Statistics 36
4.4.1. Measures of Dispersion of Planning skills 37
4.4.2. Measures of Dispersion of Motivating skills 38
4.4.3. Measures of Dispersion of controlling skills 39
4.4.4. Measures of Dispersion of budgeting skills 40
4.4.5. Measures of Dispersion of team building skills 41
4.4.6. Measures of Dispersion of Networking skills 42
4.4.7. Measures of Dispersion of Marketing skills 43
4.4.8. Measures of Dispersion of Decision Making skills 44
4.4.9. Measures of Dispersion of Personality Traits 45
4.4.10. Measures of Dispersion of Risk assuming Skills 46
4.4.11. Measures of Dispersion of Analytical Skills 47
4.4.12. Measures of Dispersion of Dedication to Work 48
Chapter- 5: Concluding Part
5.1.Findings 49
5.2.Conclusion 50
Appendix
References 51

vii
Abstract
Purpose- The objective of this paper is to identify managing competencies of women
entrepreneurs and find out the relationship between women’s entrepreneurial venture
and management competencies.
Methodology/approach- To identify evaluation of management competencies of
female entrepreneurs of Khulna city, quantitative approach is incorporated. A survey
is conducted and a convenient sampling technique has been employed to collect data.
As well, variables for management competencies are selected from the literature
review and are evaluated from the response of the women entrepreneurs. Those
variables are women entrepreneurship, planning skills, controlling skills, budgeting
skills, motivating skills, networking skills, marketing skills, team building, personality
traits, risk assuming skills, decision making skills, analytical skills and dedication to
work. So as to judge the perception of entrepreneurs, 5 point Likert scaled
questionnaire is provided to female entrepreneurs of Khulna city.
Findings- This study found that there are highly significant and positive correlations
with planning skills, motivating skills, marketing skills, personality traits, risk
assuming skills, dedication to work and women entrepreneurship. Moreover,
managerial skills explain 87.60% (R square =.876) variation of women
entrepreneurship. It is also found that respondents rated planning skill, motivating
skill, controlling skill, team building skill, networking skill, decision making skill,
personality traits and dedication to work quite high.
Value- This research has been conducted on the observation of management
development of women entrepreneurs, basing a country or continent or particular city.
With this study, government, non-government organization, corporate sector and
community will be aware of women entrepreneur’s management capability.
Consequently, knowledge will aid in improving and supporting women
entrepreneurship.
Keyword- Management competencies, Women entrepreneurs, Personality traits,
Entrepreneurial venture, Management development, Planning skill

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1.1. Background of the Study:
Bangladesh has been suffering from various problems as a developing country after
the war of 1971. It faced many challenges for developing existing business sector and
initiating something new in this sector. From then, entrepreneurship is important
ingredient that fostered the economic growth of Bangladesh (Mamun and Islam, no
date). It is precondition for sustained economic development. Women entrepreneurs
are becoming a dynamic and powerful strength in the world. It plays an important role
in developing the economic situation by creating wealth and field of innovation
(Dragusin & Mariana, 2007). Women are considered weaker in all respectwhich acts
as a barrier to entry into business. Despite all the hurdles, ability to learn quickly,
persuasiveness, open style of problem solving, willingness to take risks and chances,
ability to motivate people, knowing how to win and lose gracefully which are the
strengths of women entrepreneurs help them to face challenges, compete for success,
exploit opportunities, explore new avenues and contribute to the progress of society
and nation (Goyal and Parkash, 2011, Kalim, 2012, Sharma et al., 2012 and Veena et
al., 2012). GEM report (2004) reported that low-income countries favor
entrepreneurship as a motivational factor for women entrepreneurs in the creation of
new business ventures. Financial resources, entrepreneurial skill, marketing strategy,
technological resources, and government support are factors contributing in the
success of entrepreneurship (Bird, 1988). But if these techniques are not appropriately
managed then become worthless. So to achieve the organizational goal effectively and
efficiently,there is a necessity of management qualities and demonstrate those
management skills into their business.
1.2. Origin of the Study:
This thesis paper has been prepared for fulfilling the requirement of the thesis
program. The heading of the report is “Management Competencies of an
entrepreneur: An Examination of managing qualities of woman entrepreneurs
based on Khulna city.” This topic has been assigned by my honorable supervisor,
Md. Enamul Haque (Associate Professor, Business Administration Discipline,
Khulna University), to make the theoretical knowledge more fruitful and long lasting
the practical knowledge, which opportunity is offered by Khulna University for its
potential business students to get three months practical experience through Internship
Program.

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1.3. Objectives of the Study:
The Primary objective of this study is to find out the relationship between women’s
entrepreneurial venture and management competencies.
The Secondary Objectives of this study are-
∑ Identify management competencies of women entrepreneurs.
∑ To assess the relationship between women’s entrepreneurial venture and
management competencies
∑ To investigate the magnitude of relationship between women’s entrepreneurial
venture and management competencies.
1.4. Significance of the Study:
It is clearly seen that, many research have been undertaken relating managing skills,
women entrepreneurs and sustainable business development basing a country or
continent. But there is no direct and solo research like this study that is identified
relationship among them based on any particular city of this country with samples
taken focusing only on female entrepreneurs. Therefore, this study can act as a role
model for interpreting the practices of managing skills in women entrepreneurship
and developing business. With this study, female entrepreneurs can be able to find
their weakness and thereby take necessary steps to develop their skills and to compete
in better ways.
1.5. Rationale of the Study:
Female participation in business and decision-making has increased in recent years.
Women entrepreneurs prefer to initiate their business in a sector where other female
employees can be hired. The choice of the sector is narrow by many factors such as
resource deficiency, female unwillingness for taking risks etc. which forces them to
get involved in activities with very low entry and exit barriers as well as low financial
hurdles like food processing and or clothing and textile sector (Sultana 2012). Female
entrepreneurship contributes more on employment creation, GDP growth, poverty
alleviation, gender discrimination reduction, utilization of creativity and full-
employment opportunities for women and succession of all these sectors indicates

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economic development. There are many women who want to be successful
entrepreneurs and economically independent. To be a succsessful and famous
entrpreneur , women must have the managing skills or capabilities (Ahmad, 2007). If
it is possible to use their managing skills, knowledge and qualities with combination
of proper utilization of resources then rapid economic change and development will
bring about in Bangladesh as well. Therefore, this study tried to clarify how the uses
of managing skills develop entrepreneurship and that will add some value to the
existing literature.
1.6. Scope of the Study:
The report is intended to assess the influence of managing capabilities on female
entrepreneurs. The report is also prepared with the intention of providing a rational
view regarding whether applying different managing skills have any effect on
development of female entrepreneurship. For this purpose, the survey will conducted
on one hundred women entrepreneurs from different enterprise and service providing
organization of Khulna city. This study has focused on in what ways women exercise
those skills. A brief description of entrepreneurship capabilities affecting new
business success and theories and concepts on techniques regarding developing
entrepreneurial and management capabilities among male and female entrepreneurs
will also be established in this study.
1.7. Limitations of the Study:
Even though all the possible cautions are maintained during planning of study and
selection of methods and techniques, the study is not free from limitations. The study
is confined only in Khulna. As convenient sampling technique is used, the study is
suffering from sampling bias and its not representing entire population. Certain
businesses are not represented appropriatley in the sample due to regionalization of
women entrepreneurship and there is every possibility of generalizing the result of the
study.

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2.1. Scenario of Entrepreneurship in Bangladesh:
Bangladesh was in a devastated economy after the war of 1971. After the war, most of
the mills, factories and manufacturing companies were shut down. Our agricultural
production was broken up and facilities of infrastructure like bridges, power stations,
roads, railways, gas services, telephone communication and other national facilities
were broken down. Government had nationalized the entire establishment just after
the war because political obligation and another reason was these establishments were
owned by foreign owners (Chowdhury, 2012). After few years of the liberation war,
government had given importance on the role of the country’s private sectors because
the government policies had been changed in the mean time. The privatization and
disinvestment policies of government have gave the right to the Bangladeshi
entrepreneurs to own large, medium as well as small industrial enterprises and those
entrepreneurs have started dominate this sector. Their ownership has promoted to
develop a new state of entrepreneurship. Afterward, Bangladeshi government has
brought changes into industrial and trade policies as well as monetary policies. The
import policies and controls were relaxed in order to reduce protection and encourage
efficiency to allocate resources to promote domestic industries’ competitive
advantages. (Islam and Akter, 2014).
In recent years, many economic reforms have been taken place to restore confidence
among the entrepreneurs and these reforms help potential and prospective
entrepreneurs to come forward and set up their new venture. Many industrial policy
reforms have been also carried out in different years to create and investment friendly
environment to encourage entrepreneurship development easily. Like industrial policy
reform, many reforms also carried out in fiscal policy, import policy as well as
taxation policy to boost up both foreign and local investment. (Akhter, 2012).
According to Moazzem (2008), a considerable high rate of development achieved in
sectors like agro-based and agro-processing industry, readymade garments,
pharmaceuticals, computer, telecommunication, software and ICT goods, leather
goods and tourism, poultry industry indicate that there are enterprises, which can
provide perfect evidence of successful entrepreneurship. As short list of these
enterprises include Oran Group, Nestle, BRAC, Grameen Danone Foods Ltd in agro
processing; Cell Bazaar, Bikroy.com, Rokomary.com in ICT; Map Agro and Waste

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Concern in waste management; Bengal Travel and Tours in tourism. Besides these
examples, there are many other enterprises which run successfully in rural and urban
areas of this country and they also can endow with guidance to other enterprises for
entrepreneurship.
2.2. Women Entrepreneurship in Bangladesh:
Women entrepreneurship in the most recent concept and it is very emerging power of
the developing owrld. Women entrepreneurship is intended for developing and
upgrading the condition of women as well as it works as the driving factor for the
economic growth of the country (Vossenberg, 2013). In Bangladesh, women face lots
of problem and barriers if they want to be entrepreneur. They struggle for coming out
for conventional and stereotyped social custom which prevent them to come out from
home. In the first stage when they start their business, they work only for their
survival (Haidar & Akhtar, 1999). Among lots of constraints, most crucial are lack of
capital access capability, basic knowledge deficiency about industry and product
market, quality and managerial control skills and skill of access to market (World
Bank, 2003). They have also lack of knowledge of measuring business risk which
plays the most important role in developing women entrepreneurship. (Nawaz, 2009).
In Bangladesh, women entrepreneurs are the most deprived group in the society. They
face challenges in every step of life to overcome the constraints to make some
income. Many encumbrances are surrounded them in their way of development. But
after policies reforms, there are many prospective sectors have emerged where they
can start working as entrepreneur to achieve prosperity (Chowdhury, 2001).
According to Akhtaruddin (1999), Personal attributes of women entrepreneurs can
affect the failure and success of these entrepreneurs but he basically focused on
economic and social factors and attributes of the women entrepreneurs. Nevertheless,
the remarkable achievement of women entrepreneurship stakeholders point to that as
in significant and untapped resource of economic development and expansion
(Minniti & Naudé, 2010) as well as they need to focus on foreign investment rather
than aid in developing women entrepreneurship as the key factor for the development
and growth (Isaac, 2012).

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2.3. General Traits of Women Entrepreneurs all over the World:
Women entrepreneurship is now a buzz world. This sector is developing vastly not
only in Bangladesh abut also in UK, US as well as other parts of the world. But the
most interesting things are what make these women able to take this leap to come
forward.
Singh (1992) has found that most of the women entrepreneurs possess high level of
confidence and they also have decision making skills, managerial skills as well as
they are independent now. In general, they are not that much credit orientation and
they have low risk preference. They are not emotionally matured as well. According
to Shah (1993), at the initial stage of entrepreneurship, women prefer to take low risk.
Hisrich and Brush (1988) discussed about the fact that women entrepreneurs are
generally enthusiastic, creative, adaptable and instinctive in nature. They have to deal
with numerous problems like hiring, firing and training employees, meeting payrolls,
satisfying creditors, facing cash deficiency, asset deficiency and instability as well.
Often they deal with emotional, financial and personal sacrifices. Farouk (1983) cited
in Hossain (2006) that women entrepreneurs of Bangladesh are naturally hard
working, dutiful, honest, trustworthy, little educated, reliable and simple.
Nimalathasan (2008, p.355) stated that Bangladeshi women entrepreneurs have
certain traits like they seek opportunities, they are commited to their work,
persistence, they demand efficiency and quality and they take risks but with lack of
visionary.
2.4. Theories of Entrepreneurship:
Entrepreneurship is the practice of creating new venture through sorting out vital
opportunities and resources in view of risk and rewards. People use the terms
"entrepreneur" and "entrepreneurship" interchangeably. Entrepreneur is she or he who
is going to start his or her own business. The proper definition of entrepreneurship is
still not clear, so it is defined from the concept of various theories of entrepreneurship.
According to Richard Cantillon (1755), this theory of entrepreneurship does not
represent an entrepreneur as the production factor. But s/he plays a role of agent who
takes risk and help to equilibrate demand and supply of the economy. According to

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neo-classical theory, the function of an entrepreneur represents that of the
optimization of residual claimant, as example- owner of the business who hires labor
and rents capital from the workers and landlords in uncertain production and demand.
The crucial fact about the recent business is that its managers cannot play the strong
social role played by the entrepreneur. (Schumpeter, 1989). Schultz (1975) argues that
entrepreneurship is closely related to the disequilibrium situation of economy and
entrepreneurship is the way and ability of dealing with this disequilibrium situation.
In this disequilibrium situation, agents act sub-optimally and they can modify their
main resources to gain a high level of contentment. Entrepreneurship is generally the
capability to coordinate the modification or reallocation of resources effectively and
this can be possible because of presence of different entrepreneurial abilities.
According to Schultz (1975), in this disequilibrium situation, we know that
opportunities to increase satisfaction level exist but the reallocation of resources
requires some time. A better modification or allocation of the resources can be done
by either trial or error experimenting or by endowing inhuman capital. Again
according to Schultz (1975), entrepreneurship exists in all aspects of our life. It is the
capacity for investment, expansion as well as innovation in new market segments,
techniques and products (Leff, 1980). So, if consider different thoughts
simultaneously Entrepreneurship is new entry into or creation of new organization,
aiming to initiate, maintain and increase profit by taking advantage of opportunity
combining resources in those ways which can create impact on market.
2.5. Theories Discussing about Women Entrepreneurship:
Women can use entrepreneurship as a vehicle of making themselves self-
sufficient.Women empowerment relies on getting involved in diverse development
actions. In other words, the participation of women in many entrepreneurial activities
has allowed them in social, economic and cultural fields in our country. The authority
of and right to taking proper decisions have augmented for the women in our country,
within and outside of their family. Yet, women entrepreneurship development varies
across rural and urban areas. (Nawaz, 2009).They are agent of changes and possess
some common entrepreneur traits.
Developing women entrepreneurship is crucial to flourish as economically dominant
nation in the contemporary high-tech world. Consequently, conception of platforms as

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well as networks for culture of entrepreneurship are important issues worldwide
(Kalim, 2012).Women entrepreneurs encompass approximately one third of all
entrepreneurs worldwide. The Government of India has defined women entrepreneurs
as - “an enterprise owned and controlled by women having a minimum financial
interest of 51% of the capital and giving at least 51% of the employment generated in
the enterprise to women” (Goyal and Parkash , 2011, p. 196). Here, it can be said that
women entrepreneurs are the women or group of women who initiatize, own, run
and control the enterprise (Goyal and Parkash , 2011). Entrepreneurship is a vision or
idea that women can hold to optimize and explore which can help them to create new
jobs as well as economic advancement among her fellow beings. (Kalim, 2012).
Simply, woman entrepreneurship is the practice of starting new business by women.
The basic features of women entrepreneurship are –
∑ Economic Agent: The term “Entrepreneurship” is mostly an economic role
because it involves the creation and maneuver of any venture (Naudé, 2010).
∑ Creative: Entrepreneurship is a inventive responses to new things of the
environment. It involves introduction or innovation of something new, better
and up to date. In entrepreneurship, an entrepreneur plays the role of change
agent (Baumol, 1990).
∑ Risk Taker: Risk is an inherent, intrinsic and undividable part of
entrepreneurship. Entrepreneur can assume the risk and uncertain incidents of
upcoming time. In search of profits there is every chance of loss (Block and
Koellinger, 2009).
∑ Innovative: Entrepreneurship is an innovative function as it involves doing
things in better and new way. Thinking/doing something new or innovation
can take several forms like creating a new product, a new resource of raw
material, a fully new market segment, a new process of production and so on
(Acs. and Armington, 2002) .
∑ Dynamic: Entrepreneurship is a dynamic function. Entrepreneurs thrive on
changes in the environment which can bring functional prospects for
enterprises. Entrepreneurs always need to take different dynamic decisions
(Nawaz, 2009).

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2.6. Management Skills Required for Starting and Operating a Venture:
It is said that competency means a proper mix of skill, knowledge as well as attitude
which is required for the employees to perform efficiently in their duties (Stoof,
2005). According to Gibb (1990), “an ability to perform certain tasks for which
knowledge, skills, attitudes and motivations are necessary”. Sanchez (2011) have also
distincted competency as “a cluster of related knowledge, traits, attitudes and skills
that affect a major part of one’s job; that correlate with performance on the job; that
can be measured against well-accepted standards; and that can be improved via
training and development”. The executives of any entrepreneurial company should
work thoroughly to identify, attract as well as recognize this type of workforce during
the entire hiring process. Those entrepreneurial capabilities are-
∑ Self Confidence: The most important probably first trait should have in a
successful entrepreneurs is belief, belief in her/himself. They like to solve
their problem her/himself and never seek for any help from anybody. They
believe that they can be the best solver of their issues and this belief always
works for them and capable them to run their business successfully (Baum,
Locke, and Smith, 2001).
∑ Networking Skill: This is another main focus of a successful entrepreneur. A
successful entrepreneur should work on their networking skill. The more an
entrepreneur gets involved with people, the more they can get opportunities
will bring in. so it will be wise to build up a good relationship with successful
and professional people (Begley. and Boyd, 1987).
∑ Planning Skill: The ability to project the upcoming events and make a good
plan accordingly to accomplish the objective is one of the important traits
which can establish an entrepreneur successfully. Effective future planning can
guide a business and it is all about what an entrepreneur is. A skilled and
professional business planner can know which plan will be effective and when
to execute for attaining which goal. They can make plans which are flexible
and changeable immediately if needed. This effectual planning can be defined
as art or skills which should be present in a successful entrepreneur (Gartner,
1988).

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∑ Motivating Skill: Entreprenurs should posses motivating trait so that they can
direct their employees and in this way those staffs can achieve organizational
objectives. According to basic characteristics of an entrepreneur, they should
be future-oriented, enthusiastic as well as positive. Entrepreneurs should have
the faith that they can take necessary risk with their available resources to gain
the ultimate profit. They may be highly energetic and impatient sometimes.
They can create willpower into other staffs (Man, et al. 2002).
∑ Personal Effectiveness: Entrepreneurs should have the ability to manage time
to care of their personal issues effeciently so as to trim down work stresses.
They should be alert about their personalalities as well as skills of
communicating with others. Moreover, they should know how to cut the
cream with their inner strengths and weaknesses (Sadler and et al. 2003).
∑ Leadership Skill: This is one of the most needed skills of a good
entrepreneur. A successful entrepreneur must have the ability to create a vision
for their business. They should have the ability to lead their team accordingly
to reach that vision.
∑ Basic Management Skills: An entrepreneur can manage each component of
the business. If s/he hire employees to conduct necessary task, s/he should
have the ability to manage, monitor, allocate tasks properly. They should have
proper knowledge about how much resources are needed to accomplish which
task.
∑ Budgeting Skill: Budget means estimating essential financial resources
needed to complete any task. A budget should be made by keeping in mind the
economic surpress and peak. Projecting profit, anticipated expenses and
revenues as well as needed cash flows which are necessary to prepare an
effective budget.
∑ Analytical Skill: A good entrepreneur can identify and define any problem in
business as well as s/he can generate proper ideas for problem solving and
tactics and work accordingly to get rid of those problems. This is called
analytical ability. According to the definition of this ability, entrepreneurs will
evaluate the solutions of problems anfter solving it.
∑ Risk Management Skill: While applying new ideas into businesses, an
entrepreneur should be concerned about the potential challenge. They are

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exposed to the uncertainity but yet they take these risk by taking decision
which may bring them success or failure. Without this risk taking skill, an
entrepreneur can never be successful. In the business sector, there are many
challenges, they have to face to bring profit.
∑ Team Building Skill: Entrepreneurs generally need to work in a team to
achieve efficiency. The team is obviously made of expert and skilled people
and they are assigned for certain task. An entrepreneur should have the skill to
manage a team and work with the team members.
∑ Marketing Skill: There are numbers of entrepreneurs in the world but all of
them are not successful. They initiate a business but became unsuccessful to
market their product or services in the market and unable to fetch profit for
their enterprise. So an entrepreneur need to have a clear idea about what
product they have to produce, for which and where they have to place the
product.
Every entrepreneur doesn’t have all of these skills which can ensure the success of
their business. As an example, they may look for helps from any outside professionals
for accounting, finances, solving legal problems, marketing problems and strategic
business planning.
2.7. Different Theories of Entrepreneurship Capabilities Affecting New Business
Success:
There are a lot of entrepreneurship capabilities which directly or indirectly affect the
business success. Those capabilities or success factors can be also used by
development assistance agencies, venture capitalists and foundations which can help
them to verify the probability that a project will succeed as well as those can guide
decisions about levels of investment and support. If these capabilities or success
factors are in place, a new enterprise is more likely to attract the necessary
investment, financing to get the enterprise up, and running. Those capabilities or
success factors are:
The commitment for work and desire of continuity to coordinate all the tasks of a
venture or business is called leadership. Within all start-up enterprises, a dominant
leader helps to organize the business and staffs as well as encourage them to get

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involved into development and functional work through which the ultimate success
will be achieved. Coordinators of an enterprise should be able to take care of all the
parts and sector of the business to support the level of community and the leader
should have the skill of negotiation with local government and local markets. Dealing
to government official is very important for leadership and an entrepreneur should be
very good leader if s/he wants to be successful (Liao, Welsch & Pistrui, 2001.).
Employee management technique is also important for entrepreneurs. To evaluate the
potentiality of employees, entrepreneurs should possess this skill. They need to hire
them, fire them as well as train according to necessity. They should have the skill of
judging common characteristics of people by taking their interviews. This ability will
help them to find the appropriate one for any certain position. Once employees are
hired, an entrepreneur should have the skill to manage them to minimize on-the-job
conflicts and provide necessary training to get maximum performance (Wikipedia,
2015).
Marketing and business planning skill are also necessary for establishing a business
successfully. An entrepreneur should have marketing and business planning skill in
order to identify the market opportunities and threats as well as company’s strengths
and weaknesses. A business plan will demonstrate the business goals and objectives,
what the company’s executives have planned to do for success and how much they
want to spend for profit. They project where to invest and where to cut the cost.
Investment planning is another important factor which represents what the investors
want and identifying what are the major challenges they organization can face (Shariff
and Peou, 2008).
Entrepreneurs must have long term as well as short term benefits management skills.
Short term benefits includes keeping the stakeholders committed for the company
until the long term benefits are gained for achieving business success. A good
entrepreneurs generally plan for offering short term benefit if the company needs a
considerable lead time before gaining any tangible benefit ors/he can proceed for a
genuine strategy to keep everyone working for achieving long term benefit
(Wikipedia, 2015).

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Long term sustainability and success are tied with involvement of local beneficiaries
and stakeholders. Top entrepreneurs of the world have been found that community
level training is very essential for further success and expansion of the business.
Forming enterprise into a formal, political and legal community helps to get access
into non-enterprise related advantages like education, health care, and many other
basic needs (Swierczek and Ha, 2007).
The techniques of managing or minimizing risks are important for business success.
The enterprises which project risk for future uncertainty and plan accordingly often
able to see the unwanted issues related to the business which can be handled properly
if taken into consideration (Carter and Shaw, 2006).
2.8. Previous Studies on This Issue:
There is a huge aspect of women entrepreneurship in Bangladesh. There are number
of articles have been written as empirical and theoretical studies and those have been
published in many journals and discussed by many academicians.
According to Balakumar and Devanesan (2014), there are several managerial traits
present in Southern Indian women entrepreneurs. There is a crucial relationship
between educational qualification, age and family background which can influence
the managerial skills level of micro enterprises’ women entrepreneurs. Their research
revealed that women entrepreneurs’ managerial skills and competencies vary with the
nature of business. Their educational background and previous experience play
important role for adopting key managerial competencies.
Researchers have found that women entrepreneurs tend to feel that their social
dexterity as well as interpersonal skills is the strongest assets for self development
(Birley et al., 1987). According to the research of Collerette and Aubrey (1990),
women entrepreneurs have lacking of financial skill which is possessed by most male
entrepreneurs.
In the study of Mulyaningrum et al. (2008) shows that another important managerial
skill is systematic planning and their study also show that 24.3% of women
entrepreneurs are very good in breaking a vast task into several small tasks. 40.8%
women entrepreneurs possess influencing strategies that means they can influence

Page | 23
people easily and think about approaches which can be advantageous while attaining
their own goal.
According to Aktaruddin (1999), entrepreneurial failure and success depends upon the
personal attributes. These are the key of success. In his researches, he has identified
the related factors for developing entrepreneurship in rural area through the program
of micro credit. By using multivariate analysis, their research showed that skill of
financial management as well as the identity of women borrowers play significant role
in rural women entrepreneurship in Bangladesh.
Jalil, Roksana and Alam (2014) discussed about the necessity of managerial
competencies development to boost up competitive efficiencies and values of women
entrepreneurs in SME of the progressing economy of Bangladesh. They also pointed
out risk management, integrated management skills and credit control, quality and
productivity management, social responsibilities and safety measures should be
considered as the key factor to describe the comprehended pattern of management
development tools.
2.9. Future Contribution of This Study:
It is clearly seen that, though many research have been researched on the observation
of management development of women entrepreneurs, basing a country or continent
or particular city, there are no such direct and solo research like this study that is
based on this perspective of Khulna city. Therefore, this study will act as a role model
for interpreting the necessity of management development of women entrepreneurs on
the development of Khulna city such as employment creation and poverty reduction.
With this study, government, non-government organization, corporate sector and
community will be aware of women entrepreneur’s management capability.
Consequently, knowledge will aid in improving and supporting women
entrepreneurship and proper authorities may be able to find gaps and thereby take
necessary steps to remove challenges and to compete in better ways.

Page | 25
Methodology section discusses how the necessary data needed for this research was
gathered. The section provides information on the research methodology and
techniques used to conduct the study. It defines the population from which the sample
is selected and describes the sampling procedures used to select the sample. It also
discusses the research design and the method of data collection, which mainly
involved survey. Data organization and analysis were also included in this chapter.
3.1. Research Design:
In this study, the research design incorporates quantitative approach to identify
Evaluation of Management Competencies of female Entrepreneurs of Khulna City.
The survey is conducted to probe the respondents. A survey is used to collect primary
data for describing representative sample of target population. In this study, the
information will be collected through self-administered questionnaires distributed
personally to the subjects.
3.2 Population and Sample:
The population of the research is entire women entrepreneurs of Khulna city. The
respondents are best matched who are women entrepreneurs and owner of business.
Sample size is 100 women entrepreneurs. Samples are taken from different parts of
Khulna city.
3.3. Sampling Technique
A non-probability sampling design, convenient sampling is followed to select the
participants. The purpose of using convenient sampling is to the selection of sample
units left primarily to the interviewer and often, respondents are chosen for the reason
that they happen to be in the right place on right time (Malhotra and Dash, 2011).

Page | 26
3.4. Instrument Development
Main instrument of this study is questionnaire. Besides secondary literature and prior
research on this field, questionnaire is used to obtain research objective. The study is
conducted through survey methodology with one structured close-ended
questionnaires having total 65 questions. A sample of the questionnaires has been
given in Appendix.
3.5. Questionnaire
The questionnaire is used to collect the data. One set of questionnaires was prepared
for this study. Questionnaire is made on managing skills of women entrepreneurs. The
variables are selected for managing skills are planning skills, controlling skills,
budgeting skills , motivating skills, networking skills, marketing skills, team building,
personality traits, risk assuming skills, decision making skills, analytical skills and
dedication to work. Items are selected to measure these variables were adopted from
previous studies and literature conducted on women entrepreneurs.
Part I includes questions to collect demographic information and type of business.
Part II aims at measuring respondent thoughts and passion about entrepreneurship.
Part III has been designed to measure whether female entrepreneurs are acquiring
those managing skills to develop their business. This part includes 13 variables and
each variable involves 5 items. On the basis of these variables the survey asks
entrepreneur to evaluate each variable. A Likert type of scale is used, 1 to 5, with 5
being most significant and 1 the least.
3.6. Data Collection:
Data has been collected from both primary and secondary sources. The secondary
data includes information that has been collected from different reports, articles,
bulletins, published literature, journals, books etc. The primary data was collected
through survey on the questionnaire.
In this study, secondary data are used to identify the problem, to better define the
problem, to develop the approach to the problem, to formulate an appropriate research

Page | 27
design, to interpret primary data more insightfully. For this study, personal method of
survey is used, because the respondents have been asked and interviewed face to face.
3.7 Data Analysis
Descriptive statistics (mean and standard deviation), coefficient of correlation and
regression have been computed and presented in table form. Mean and standard
deviation, regression and correlation of coefficient for the different variables have
been computed using SPSS (version 16.0).
Correlation Analysis: The Pearson co-efficient of correlation is most widely used for
summarizing the degree and direction of relationship between two variables and the
value always lies between ± 1(Gupta and Gupta, 2005). Gupta and Gupta (2005) and
Morgan et al. (2004) cited in Siddiqi (2011) stated that:
∑ -1.0 (a perfect negative correlation)
∑ 0.0 (no correlation)
∑ +1.0 (a perfect positive correlation)
This study is based on this mechanism. The correlation procedure has been subject to
two tailed tests of statistical significance at two different levels- highly significant
(p<0.01) and significant (p<0.05).
Regression Analysis: There is a dependent variable that is tried to give explanation
along with a single or more independent variables which are associated with it. One of
the measures of how well the model explains the data is the R2
value. Regression
analysis allows an independent variable which has another number attached to it in
the regression outcome that is known as p-value or significance level. Generally
variables are accepted with a p-value of less than .05 or .01 as significant (IDRE-
UCLA, 2014).

Page | 29
4.1 Tools and Techniques for Analysis
This chapter reports and presents the results of Pearson Correlation to test
the relationship between women entrepreneurship and managing skills, and the results
of the regression analyses to test the possible effect of all variables in the independent
variables on the dependent variable. Descriptive statistics is also used for analysis.
The data was then analyzed using a statistical package for social scientist (SPSS)
version 16.0 to increase the accuracy of the results.
4.2 Correlations Analysis
Correlations analysis is used to find out whether planning skills (A), motivating skills
(B) , controlling skills (C), budgeting skills (D), team building skills (E), networking
skills (F), marketing skills (G), decision making skills (H), personality traits (I), risk
assuming skills (J), analytical skills (K), and dedication to work (L) and women
entrepreneurship are correlated. Table presents result of correlation analysis.
Table 4.2.1: Correlation between Women Entrepreneurship and Managing skills
Correlations
WE A B C D E F G H I J K L
WE Pearson
Correlation
1 .083 .457**
-.267**
.095 .051 -.330**
.287**
-.010 .225*
.368**
.038 .222*
Sig. (2-tailed) .009 .000 .007 .350 .612 .001 .004 .922 .024 .000 .710 .027
N 100 100 100 100 100 100 100 100 100 100 100 100 100
**. Correlation is significant at the 0.01
level (2-tailed).
*. Correlation is significant at the 0.05
level (2-tailed).

Page | 30
4.2.1 Planning skills (A)
The ability to plan is a key skill for women entrepreneurs to run a business. They
must be able to develop plans to meet goals in a variety of areas including finance,
marketing, production, sales and personnel hiring and maintaining productive and
satisfied employees. To be a successful women entrepreneur planning skills is needed.
Here, it is seen that the coefficient of planning skills is positive and statistically
significant (r = 0.083, p<0.05). The positive relationship implies that the planning
skill and women entrepreneurship will move in same direction.
4.2.2 Motivating skills (B)
An entrepreneur should possess the motivating skills to direct, persuade, encourage
the employee. Motivating skill is found to be significantly and positively correlated
with women entrepreneurship (r = 0.457, p<0.01). The positive relationship implies
that the motivating skill and women entrepreneurship will move in same direction.
4.2.3 Controlling skills (C)
Controlling skills are also important for women to run a successful enterprise. The
coefficient of controlling skills is negative and significant, (r = -0.267, p<0.01),
indicating that controlling skills and women entrepreneurship will move in opposite
direction.
4.2.4 Budgeting skills (D)
Entrepreneurs need to make sure they always have enough of liquid asset on hand to
meet its day-to-day financial requirements or obligations. They have to budget and
forecast properly to ensure profit. Table shows that the coefficient of budgeting skills
is insignificant and positively correlated with women entrepreneurship (r = 0.095,
p>0.05), indicating that budgeting skills and women entrepreneurship will move in
same direction but this relationship is insignificant.

Page | 31
4.2.5 Team Building skills (E)
Because of entrepreneurs usually assemble a team of skilled people who help them
achieve business success, they must be able to effectively develop and manage the
team. Team building skill is found to be insignificantly and positively correlated with
women entrepreneurship (r = 0.051, p>0.05), indicating that team building skills and
women entrepreneurship will move in same direction but this relationship is
insignificant.
4.2.6 Networking skills (F)
Entrepreneurs should be able to explain, discuss, sell and market their good or service.
It is important to be able to interact effectively with their business team. Additionally,
entrepreneurs need to maintain good relationship with their suppliers and customers.
The table shows that networking skill is to be highly significant but negatively
correlated with women entrepreneurship (r = -0.330, p<0.01). The negative
coefficient indicates that networking skills and women entrepreneurship will move in
opposite direction.
4.2.7 Marketing skills (G)
A business’s achievement depends on whether the business reaches the market (its
potential customers), interests the market and results in those in the market deciding
to buy. Good marketing skills- that result in people’s demand to buy the good or
service are critical for entrepreneurial success. Referring to the table, negotiation skill
is to be significant and positively correlated with women entrepreneurship (r = 0.287,
p<0.01). The positive coefficient indicating that marketing skills and women
entrepreneurship will move in same direction
4.2.8 Decision making skills (H)
The entrepreneur must be able to make the right decision at the right time. Referring
to the table, decision making skills is insignificant and negatively correlated with
women entrepreneurship (r = -0.010, p>0.05). It indicating that decision making

Page | 32
skills and women entrepreneurship will move in opposite direction but this
relationship is insignificant.
4.2.9 Personality Traits (I)
In order to handle the stresses of women’s busy lifestyles, women entrepreneurs must
have the skill to manage time well and to take care of personal business efficiently.
Entrepreneurs must also pay attention to such things as personal appearance and
telephone skills. Additionally, entrepreneurs benefit a great deal by being aware of
their own strengths and weaknesses. It can be observed in the table that personality
traits is significantly and positively correlated with women entrepreneurship (r =
0.225, p<0.05), indicating that personality traits and women entrepreneurship will
move in same direction.
4.2.10 Risk assuming skills (J)
Risk is a natural, inherent and joined element of entrepreneurship. An entrepreneur
presumes the uncertainty of future. To gain profits, entrepreneurs have to take risk for
loss. The table shows that risk assuming skills is significant and positively correlated
with women entrepreneurship (r = 0.368, p<0.01). It indicates that risk assuming
skills and women entrepreneurship will move in same direction.
4.2.11 Analytical skills (K)
Entrepreneurs should have the ability to recognize and define the problem, formulate
problem solving tactics. The table shows that analytical skills is insignificant but
positively correlated with women entrepreneurship (r = 0.038, p>0.05). It indicates
that analytical skills and women entrepreneurship will move in same direction but in
insignificant way.
4.2.12 Dedication to Work (L)
Starting a business is one thing; but sticking to the entrepreneurial process is another.
Nothing good comes easy; they must give a good fight and working hard for that to be
successful in a business world. Referring to the table, dedication to work is significant
and positively correlated with women entrepreneurship (r = 0.222, p<0.05). It

Page | 33
indicates that dedication to work and women entrepreneurship will move in same
direction.
4.3. Regression
Regression analysis method has been used to measure the strength of relationship
between dependent variable (Women entrepreneurship) and independent variable
(managerial skills).
Table 4.3.1. Model Summary of Regression
Model R R Square Adjusted R Square
Std. Error of the
Estimate
1 0.936a
0.876 0.859 0.20865
a. Predictors: (Constant), planning skills, motivating skills, controlling skills, budgeting skills,
team building skill, networking skills, marketing skills, decision making skills, personality
traits, risk assuming skills, analytical skills and dedication to work.
In the table- the model summary shows R =0.936 which shows there is a significant
relationship between the independent variable and dependent variable. R-Square =
0.876 indicates that 87.60% of dependent variable (Women entrepreneurship) can be
explained by the independent variables (planning skills, motivating skills, controlling
skills, budgeting skills, team building skill, networking skills, marketing skills,
decision making skills, personality traits, risk assuming skills, analytical skills and
dedication to work). The adjusted R-square penalizes the addition of extraneous
predictors to the model. The adjusted R-square 0.859 is very close to R-square
(0.876), no explanatory variables are missing. It implies that the variation in women
entrepreneurship has been fully measured.

Page | 34
Table 4.3.2: Regression Statistic on different Managing skills of Women
Entrepreneurship
Variable
Unstandardized
Coefficients (B)
Standardized
Coefficients (β)
Sig
Planning skills (A) 0.302 0.117 0.110
Motivating skills (B) 1.437 0.871 0.000
Controlling skills (C) -0.510 -0.351 0.017
Budgeting skills (D) -2.094 -1.176 0.000
Team Building skills ( (E) -2.511 -2.112 0.000
Networking skills (F) 0.252 0.213 0.257
Marketing skills (G) -0.719 -0.470 0.012
Decision making skills (H) 0.318 0.268 0.137
Personality traits (I) 0.459 0.344 0.010
Risk assuming skills (J) 1.416 1.241 0.000
Analytical skills (K) -1.409 -1.068 0.000
Dedication to work (L) 1.441 1.392 0.000
The regression coefficient (B) value between planning skills and women
entrepreneurship is 0.302 (p= 0.110 > 0.05, statistically insignificant) shows that
planning skills has positive influence on women entrepreneurship. The standardized
coefficient (β) = (0.117) indicates that women entrepreneurship will change 0.117
standard deviations as a result of one standard deviation changes in planning skill.
The regression coefficient between motivating skills and women entrepreneurship
(WE) is 1.437 (p=0 .000 < 0.05, statistically significant) shows that motivating skill
has positive influence on women entrepreneurship. The standardized coefficient (β) =
(0.871) indicates that women entrepreneurship will change 0.871 standard deviations
as a result of one standard deviation changes in motivating skill.
The regression coefficient, B value between controlling skills (C) and women
entrepreneurship is negative (-0.510) and the relationship is statistically significant
(p=0.017<0.05). It shows that controlling skills has a negative influence on women
entrepreneurship. The standardized coefficient (β) = (-0.351) indicates that if
controlling skills increases by 1 standard deviation, women entrepreneurship will
decrease by 0.351 standard deviations.

Page | 35
The regression coefficient, B value between budgeting skills (D) and women
entrepreneurship is negative and the relationship is statistically significant (p<0.05).
It shows that budgeting skills has a negative influence on women entrepreneurship.
The standardized coefficient (β) = (-1.176) indicates that if budgeting skills increases
by 1 standard deviation, women entrepreneurship will decrease by 1.176 standard
deviations.
The regression coefficient, B value between team building skills (E) and women
entrepreneurship is -2.511 (p= 0.000) shows that team building skills have a negative
influence on women entrepreneurship. The standardized coefficient (β) = (-2.112)
indicates that if team building skills increases by 1 standard deviation, women
entrepreneurship will decrease by 2.112 standard deviations.
There is an insignificant positive association between networking skills (F) and
women entrepreneurship with p-values of 0.257, as B value is 0.252 that means
networking skills has positive influence on women entrepreneurship. The β (0.213)
indicates that if networking skills increases by 1 standard deviation, women
entrepreneurship will increase by 0.213 standard deviations.
The regression coefficient between marketing skills (G) and women entrepreneurship
is negative and the relationship is statistically significant (p<0.05). There is significant
association between them. The β indicates that marketing skills has negative
association with women entrepreneurship which represents that if marketing skills
increases by 1 standard deviation, women entrepreneurship will decrease by 0.470
standard deviations.
Decision making skills (H) exhibits an insignificant positive correlation with women
entrepreneurship with p-values of 0.137. There is insignificant association between
them. The β (0.268) indicates that if decision making skills increases by 1 standard
deviation, women entrepreneurship will increase by 0.268 standard deviations.
The regression coefficient between personality traits (I) and women entrepreneurship
is 0.459 (p= 0.010 < 0.05, statistically significant) shows that personality traits have a
positive influence on women entrepreneurship. The standardized coefficient (β) =

Page | 36
(0.344) indicates that if personality traits increases by 1 standard deviation, women
Risk assuming skills (J) exhibits a significant positive correlation with women
entrepreneurship with p-values of 0.000. The regression coefficient, B value is 1.416
shows that risk assuming skill has positive influence on women entrepreneurship. The
β (1.241) indicates that if risk assuming skill increases by 1 standard deviation,
women entrepreneurship will increase by 1.241 standard deviations.
The regression coefficient between analytical skills (K) and women entrepreneurship
is negative (-1.409) and the relationship is statistically significant (p=0.000 <0.05). It
shows that analytical skills have a negative influence on women entrepreneurship.
The standardized coefficient (β) = (-1.068) indicates that if analytical skills increases
by 1 standard deviation, women entrepreneurship will decrease by 1.068 standard
deviations.
Dedication to work (L) exhibits a significant positive correlation with women
entrepreneurship with p-values of 0.000. The regression coefficient is 1.441 shows
that dedication to work has positive influence on women entrepreneurship. The β
(1.392) indicates that if Dedication to work increases by 1 standard deviation, women

Page | 37
4.4. Descriptive Statistics:
The responses are on a five point Likert scale [5 = strongly agree, 4 = agree, 3 =
neutral, 2 = disagree, 1 = strongly disagree].
4.4.1 Measures of Dispersion of Planning Skills (A):
Table 4.4.1: Mean and Standard Deviation of Planning Skills
Planning Skills (A) Mean
Standard
Deviation
Skewness Kurtosis
I’m able to plan how to operate my
business
4.67 0.472 -1.111 -0.782
I try to utilize my experience to
make any plan
4.64 0.482 -0.940 -1.140
My subordinates can easily
understand my plan
3.74 0.504 -0.950 -0.132
I use my theoretical knowledge
while planning 3.80 0.492 0.002 -0.875
I plan for business by forecasting
possible outcome 4.16 0.368 2.375 1.712
Overall planning skills 4.202 0.240 0.090 -0.318
From table 4.4.1, the overall mean score of Planning skills is 4.20 (SD = 0.240) which
is in agree level in the 5 point scale. From table it can be seen that the ability to
operate own business makes sure the growth of women entrepreneurship because it
has high mean score (4.67) and most of the respondents strongly agree with this. The
respondents are indifferent (mean=3.74) about the ability of their subordinates that
they understand business plan properly. The overall distribution is positively skewed.

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4.4.2. Measures of Dispersion of Motivating Skills (B):
Table 4.4.2: Mean and Standard Deviation of Motivating skills
Motivating skills (B) Mean
Standard
Deviation
Skewness Kurtosis
I try to make my subordinates
ambitious
3.97 0.361 -0.925 1.179
I have the ability to encourage people 4.04 0.196 1.767 1.144
I can convince people quickly 3.56 0.742 0.218 -1.670
I like to persuade my subordinates to
do a task 4.30 0.482 0.122 -2.026
I’m able to use my motivation skill to
achieve my goal of business 4.29 0.477 0.653 -0.850
Overall motivating skills 4.03 0.325 0.285 -1.612
From table 4.4.2, the overall mean score of motivating skills is 4.03 (SD = 0.325)
which is in agree level in the 5 point scale. From table it can be seen that the ability to
influence the subordinates makes sure the growth of women entrepreneurship because
it has high mean score (4.30) and most of the respondents strongly agree with this.
The respondents are indifferent (mean=3.56) about the convincing power. The overall
distribution is positively skewed.

Page | 39
4.4.3. Measures of Dispersion of Controlling Skills (C):
Table 4.4.3: Mean and Standard Deviation of controlling skills
Controlling skills (C) Mean
Standard
Deviation
Skewness Kurtosis
I’m able to control bad situation in my
organization 4.03 0.222 -0.850 1.850
I am concerned about external and
internal environment 4.17 0.377 2.375 3.712
I am responsive to other’s good
suggestion 4.11 0.399 -0.104 0.772
I observe others’ performance to
control them 4.26 0.613 -0.184 -1.192
I’m able to bring change in plan if
needed 4.53 0.501 0.122 -2.026
Overall controlling skills 4.22 0.259 -0.498 -0.555
From table 4.4.3, the overall mean score of controlling skills is 4.22 (SD = 0.259)
which is in agree level in the 5 point scale. From table it can be seen that the ability to
bring immediate change in plan makes sure the growth of women entrepreneurship
because it has high mean score (4.53). The overall distribution is negatively skewed.

Page | 40
4.4.4. Measures of Dispersion of Budgeting Skills (D):
Table 4.4.4: Mean and Standard Deviation of budgeting skills
Budgeting skills (D) Mean
Standard
Deviation
Skewness Kurtosis
I can estimate costs properly to set a
budget 4.01 0.100 1.883 1.578
I make budget in order to achieve
estimated profit 3.94 0.422 -0.337 3.410
I am aware of economic instability
while preparing budget 4.03 0.501 -0.136 -0.452
I can properly allocate resources to
gain profit 3.93 0.607 -0.002 -0.088
My knowledge adds value for
preparing budget 3.91 0.350 -1.418 1.816
Overall budgeting skills 3.96 0.281 -0.481 -0.418
From table 4.4.4, the overall mean score of budgeting skills is 3.96 (SD = 0.281)
which is in neutral level in the 5 point scale. From table it can be seen that the
awareness regarding economic condition makes sure the growth of women
entrepreneurship because it has high mean score (4.03) and most of the respondents
strongly agree with this. The respondents are indifferent (mean=3.91) about
importance of having personal knowledge for preparing financial plan. The overall
distribution is negatively skewed.

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4.4.5. Measures of Dispersion of Team Building Skills (E):
Table 4.4.5: Mean and Standard Deviation of team Building skills
Team Building skills (E) Mean
Standard
Deviation
Skewness Kurtosis
I am able to develop team effectively 4.14 0.348 0.784 -1.415
I am always sincere while working in a
team
4.55 0.538 -0.884 -0.639
I am able to manage team according to
any specific situation 4.08 0.860 -0.054 -1.223
I have trust on my subordinates 3.81 0.419 -0.607 -0.936
I can easily achieve targeted sales
margin when work in a team
3.72 0.494 0.048 -0.385
Overall Team Building skills 4.06 0.417 -0.461 -0.989
From table 4.4.5, the overall mean score of team building skills is 4.06 (SD = 0.417)
which is in agree level in the 5 point scale. From table it can be seen that the sincerity
to work in a team can make sure the growth of women entrepreneurship because it has
high mean score (4.55) and most of the respondents strongly agree with this. The
respondents are indifferent (mean=3.72) about the ability of achieving target as a
team. The overall distribution is negatively skewed.

Page | 42
4.4.6. Measures of Dispersion of Networking Skills (F):
Table 4.4.6: Mean and Standard Deviation of Networking Skills
Networking skills (F) Mean
Standard
Deviation
Skewness Kurtosis
I can easily express my ideas in front of
my subordinates 4.35 0.796 -0.979 -0.604
I have sound communication with
supplier 4.03 0.673 -0.057 -0.578
I have good relation with my customers 4.59 0.494 -0.041 -2.040
I always listen all details explained by
my peers 4.17 0.620 0.039 -0.852
I am able to understand all the business
contracts 4.39 0.510 -0.293 -0.902
Overall Networking skills 4.30 0.460 0.179 -1.802
From table 4.4.6, the overall mean score of networking skills is 4.30 (SD = 0.460)
which is in agree level in the 5 point scale. From table it can be seen that maintaining
sound relationship with customers makes sure the growth of women entrepreneurship
because it has high mean score (4.59). The overall distribution is positively skewed.

Page | 43
4.4.7. Measures of Dispersion of Marketing Skills (G):
Table 4.4.7: Mean and Standard Deviation of Marketing skills
Marketing skills (G) Mean
Standard
Deviation
Skewness Kurtosis
I have designed the product or service
in order to achieve expected profit 4.24 0.429 1.236 -0.482
I can maintain high quality of the
product and service 3.94 0.582 -0.061 -0.514
I am able to grab more customers to
buy our product 4.27 0.468 0.747 -0.654
I always achieve targeted sales margin
every month 3.44 0.498 0.492 -0.914
I am very responsive with the change
of customers’ demand 3.79 0.671 0.067 -0.298
Overall Marketing skills 3.93 0.346 -0.105 -1.862
From table 4.4.7, the overall mean score of marketing skills is 3.93 (SD = 0.346)
which is in neutral level in the 5 point scale. From table it can be seen that the ability
to gaining more customers can make sure the growth of women entrepreneurship
because it has high mean score (4.27) and most of the respondents strongly agree with
this. The respondents are indifferent (mean=3.44) about the ability of achieving
monthly sales target. The overall distribution is negatively skewed.

Page | 44
4.4.8. Measures of Dispersion of Decision Making Skills (H):
Table 4.4.8: Mean and Standard Deviation of Decision Making Skills
Decision Making skills (H) Mean
Standard
Deviation
Skewness Kurtosis
Major decisions are taken by me 4.08 0.661 -0.391 -0.904
I use available information properly
while taking decision 4.08 0.544 -0.450 -0.836
I can make decisions quickly 4.07 0.655 -0.092 -0.496
I try to learn from past mistake while
taking better decision for future 4.25 0.500 -0.148 -0.933
I always evaluate the alternative to
choose the best 4.28 0.473 -0.110 -0.609
Overall Decision Making skills 4.21 0.475 0.131 -1.033
From table 4.4.8, the overall mean score of decision making skills is 4.21 (SD =
0.475) which is in agree level in the 5 point scale. From table it can be seen that
evaluating alternative options for business success makes sure the growth of women
entrepreneurship because it has high mean score (4.28). The overall distribution is
positively skewed.

Page | 45
4.4.9. Measures of Dispersion of Personality Traits (I):
Table 4.4.9: Mean and Standard Deviation of Personality Traits
Personality Traits (I) Mean
Standard
Deviation
Skewness Kurtosis
I like to work creatively 4.24 0.429 0.458 -1.827
I am happy when I do my task 4.05 0.538 -0.186 -0.530
I prefer quick feedback of my task 4.47 0.501 -0.329 -1.931
I am very optimistic 4.54 0.520 -0.785 -0.832
I have faith in my abilities 4.65 0.479 -1.052 -0.912
Overall Personality Traits 4.39 0.365 -0.272 -1.110
From table 4.4.9, the overall mean score of personality traits is 4.39 (SD = 0.365)
which is in agree level in the 5 point scale. From table it can be seen that high extent
of self-confidence on self-abilities makes sure the growth of women entrepreneurship
because it has high mean score (4.65). The overall distribution is negatively skewed.

Page | 46
4.4.10. Measures of Dispersion of Risk Assuming Skills (J):
Table 4.4.10: Mean and Standard Deviation of Risk assuming Skills
Risk assuming Skills (J) Mean
Standard
Deviation
Skewness Kurtosis
I always induce new ideas in my
business 4.13 0.338 1.784 1.206
I like to take risky decision 3.83 0.792 -0.191 -1.543
I am aware of after effect of
unsuccessful risky decision 4.04 0.530 0.078 0.380
I am able to deal with risks 4.07 0.685 -0.403 -1.011
I am willing to accept both financial
and career risks when necessary 3.82 0.672 0.098 -0.783
Overall Risk assuming Skills 3.97 0.445 0.680 -0.697
From table 4.4.1o, the overall mean score of risk assuming skills is 3.97 (SD = 0.445)
of introducing new thoughts into business makes sure the growth of women
strongly agree with this. The respondents are indifferent (mean=3.82) about the
willingness to take financial and career risk to be successful entrepreneur. The overall
distribution is positively skewed.

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4.4.11. Measures of Dispersion of Analytical Skills (K):
Table 4.4.11: Mean and Standard Deviation of Analytical Skills
Analytical Skills (K) Mean
Standard
Deviation
Skewness Kurtosis
I like to see problems as challenges 4.24 0.429 -0.060 -0.379
I can solve any problem quickly 3.65 0.715 0.798 -0.472
I can properly identify the reason of
problem 3.86 0.603 0.015 -0.169
I love to deal with problem 3.77 0.664 -0.234 -0.639
I have a good understanding of how to
manage a business 4.09 0.621 -0.371 -0.680
Overall Analytical Skills 3.92 0.366 0.650 -0.972
From table 4.4.11, the overall mean score of analytical skills is 3.92 (SD = 0.366)
to take challenge can boost up the growth of women entrepreneurship because it has
high mean score (4.24) and most of the respondents strongly agree with this. The
respondents are indifferent (mean=3.65) about the fast problem solving capability.
The overall distribution is positively skewed.

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4.4.12. Measures of Dispersion of Dedication to Work (L):
Table 4.4.12: Mean and Standard Dedication to Work
Dedication to Work (L) Mean
Standard
Deviation
Skewness Kurtosis
I always try to complete every project I
start, regardless of obstacles and
difficulties
4.33 0.472 0.122 -2.026
I am willing to do something even
when other people belittle me for doing
it
4.29 0.498 0.103 -1.477
I am responsible and sincere about a
task 4.26 0.463 0.103 -1.477
I am willing to work 50 hours or more
per week 3.85 0.821 -0.156 -1.641
My family supports my going into
business 4.09 0.683 -0.460 -0.967
Overall Dedication to Work 4.16 0.458 0.020 -1.379
From table 4.4.12, the overall mean score of dedication to work is 4.16 (SD = 0.458)
which is in agree level in the 5 point scale. From table it can be seen that the
willingness to finish task in time successfully can make sure the growth of women
strongly agree with this. The respondents are indifferent (mean=3.85) about working
for long time in a week for running business continuously. The overall distribution is
negatively skewed.

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CHAPTER 5
cONCLUDING PART
FINDINGS
CONCLUSION

Page | 50
In this chapter, the major findings are summarized; conclusion is drawn based on the
findings.
5.1 Findings
In this study, it was designed to assess whether exercising different managing skills
have impact on entrepreneurs. It was also tried to address whether those managing
capabilities helps women entrepreneurs to achieve business goals. A sample of 100
women entrepreneurs were taken for the study using convenient sampling. In the
process of answering the basic questions, one questionnaire was designed in a closed
ended and likert scales. After the data has been collected, it was analyzed using
statistical techniques (correlation and regression) and descriptive statistics (mean and
standard deviations). Based on 100 respondents and survey results acquired from the
women entrepreneurs, the major findings of this study are summarized as follows.
This study found that there are highly significant and positive correlations with the
some managing skills and women entrepreneurship which means that entrepreneurs
are exercising those skills. Again, the correlation between planning skills (A),
motivating skills (B), marketing skills (G), personality traits(I), risk assuming skills
(J), and dedication to work (L) and women entrepreneurship is positive and
significant. Consequently, it means that these skills are playing a significant role to
ensure the growth of women entrepreneurship and they are more or less applying
those skills to improve themselves and also use these to achieve business goals. While
controlling skills (C), networking skills (F), decision making skills (H) and women
entrepreneurship in negatively correlated.
Table-4.3.1 shows that the independents variables (managerial skills) explain 87.60%
(R square =.876) variation of dependent variable (women entrepreneurship). The
result of regression analysis shows that a significant (p= 0.000) linear relationship
exists between the women entrepreneurship and managing qualities. As shown,
motivating skills (B), personality traits (I), risk assuming skills (J) and dedication to
work (L) have the positive and significant impact on women entrepreneurship where
planning skills (A), networking skills (F) and decision making skills (H) found to be
not significant with women entrepreneurship.

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According to descriptive statistics, it is found that respondents rated planning skill,
motivating skill, controlling skill, team building skill, networking skill, decision
making skill, personality traits and dedication to work quite high. Besides that
respondents moderately agreed on budgeting skill, marketing skill, risk assuming skill
and analytical skill as managing skills.
5.2 Conclusion
In recent years, female entrepreneurs are increasing significantly. They are involving
with business, decision making and taking leadership for economic freedom. Women
entrepreneurs have overcome the first stage of starting new venture. To be a
successful entrepreneur they must have some skills and inherent qualities. From this
study it is observed that planning skills, marketing skills, motivating skills, marketing
skills, personality traits, risk assuming skills and dedication to work are significantly
and positively correlated with women entrepreneurship. These managerial skills play
important role and help the women to be successful entrepreneurs. By utilizing these
managerial skills, they are leading towards economic freedom. Planning skills,
motivating skills, networking skills, decision making skills, personality traits, risk
assuming skills and dedication to work have influence on the extent of being
successful woman entrepreneur. But all the skills pointed in this study are not being
exercised by the women entrepreneurs. To improve more and achieve success, women
have to acquire more and more skills. A number of organization and Government
should take initiatives on women empowerment. The management development
organizations need to come forward in our country to generate successful female
entrepreneurs. Government should pay attention by providing management
development training to the women entrepreneurs to establish successfully. They have
to design and implement need based training program and also have to supervise the
training course for the women entrepreneurs countrywide. After that, performance of
the participants should be assessed after successful completion of training. Poor
performers should be taken for repeating the process. The management practice
should be designed according to business pattern and environment so that women
entrepreneurs of our country can establish a better relationship with the business
environment.

Page | 52
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QUESTIONNAIRE
Management Competencies of an entrepreneur: An Examination of managing
qualities of woman entrepreneurs based on Khulna city. (Dear respondent, this
research is being conducted for academic purposes. No personal information will be
disclosed)
Part I: General Information
Name of Respondent (Optional):
Types of Business : Manufacturing Retail Service Others
Please put ( ¸ ) tick the score that closely matches your opinion
Educational Level: Below S.S.C. S.S.C H.S.C. Graduate Post
Graduate
Age (years): Below 20 20-40 41-60 Above 60
Income (PerMonth): 0- 30000 31000- 50000 51000 –100000
Above 100000
Part II: Woman Entrepreneurship
Q Woman Entrepreneurship 1 2 3 4 5
1. I do it as my full time job
2. I am doing own business to fulfill my dream
3. My business is to supplement the family income
4. I have invested most of my savings into this business
5. I want to continue my business to be more independent
Please carefully read each descriptive statement and put ( ¸ ) tick the score that closely
matches your opinion.
Where, 1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4=Agree, 5 = Strongly
Agree

Page | 59
Part III: Managing Qualities
A. Planning Skill 1 2 3 4 5
1. I’m able to plan how to operate my business
2. I try to utilize my experience to make any plan
3. My subordinates can easily understand my plan
4. I use my theoretical knowledge while planning
5. I plan for business by forecasting possible outcome
B. Motivating Skill 1 2 3 4 5
1. I try to make my subordinates ambitious
2. I have the ability to encourage people
3. I can convince people quickly
4. I like to persuade my subordinates to do a task
5. I’m able to use my motivation skill to achieve my goal
of business
C. Controlling Skill 1 2 3 4 5
1. I’m able to control bad situation in my organization
2. I try to utilize my experience to make any plan
3. I am responsive to other’s good suggestion
4. I observe others’ performance to control them
5. I’m able to bring change in plan if needed

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D. Budgeting Skill 1 2 3 4 5
1. I can estimate costs properly to set a budget
2. I make budget in order to achieve estimated profit
3. I am aware of economic instability while preparing
budget
4. I can properly allocate resources to gain profit
5. My knowledge adds value for preparing budget
E. Team Building Skill 1 2 3 4 5
1. I am able to develop team effectively
2. I am always sincere while working in a team
3. I am able to manage team according to any specific
situation
4. I have trust on my subordinates
5. I can easily achieve targeted sales margin when work in
a team
F. Networking Skill 1 2 3 4 5
1. I can easily express my ideas in front of my
subordinates
2. I have sound communication with supplier
3. I have good relation with my customers
4. I always listen all details explained by my peers
5. I am able to understand all the business contacts

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G. Marketing Skill 1 2 3 4 5
1. I have designed the product or service in order to
achieve expected profit
2. I can maintain high quality of the product and service
3. I am able to grab more customers to buy our product
4. I always achieve targeted sales margin every month
5. I am very responsive with the change of customers’
demand
H. Decision Making Skills 1 2 3 4 5
1. Major decisions are taken by me
2. I use available information properly while taking
decision
3. I can make decisions quickly
4. I try to learn from past mistake while taking better
decision for future
5. I always evaluate the alternative to choose the best
I. Personality Traits 1 2 3 4 5
1. I like to work creatively
2. I am happy when I do my task
3. I prefer quick feedback of my task
4. I am very optimistic
5. I have faith in my abilities

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Thank You
J. Risk assuming Skills 1 2 3 4 5
1. I always induce new ideas in my business
2. I like to take risky decision
3. I am aware of after effect of unsuccessful risky decision
4. I am able to deal with risks
5. I am willing to accept both financial and career risks
when necessary
K. Analytical Skills 1 2 3 4 5
1. I like to see problems as challenges
2. I can solve any problem quickly
3. I can properly identify the reason of problem
4. I love to deal with problem
5. I have a good understanding of how to manage a
business
L. Dedication to Work 1 2 3 4 5
1. I always try to complete every project I start, regardless
of obstacles and difficulties
2. I am willing to do something even when other people
belittle me for doing it
3. I am responsible and sincere about a task
4. I am willing to work 50 hours or more per week
5. My family supports my going into business

Managerial Competencies_MBA_2016

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