Session09 corporate andsocialentrepreneurship
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This document summarizes a session on corporate and social entrepreneurship. It discusses the definition of corporate entrepreneurship as the application of entrepreneurial principles within existing organizations. Examples are given of companies that cultivate new ideas internally and allow employees flexibility. Social entrepreneurship is defined as pursuing innovation for social impact. Examples are provided of organizations working in areas like healthcare, poverty reduction, and education. The session concludes with feedback from students on the course.
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Defining the mindset of social entrepreneurship
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2-1. A framework to define the mindset of social
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Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Resolving Disconnects_IncSGC_DrKumar
Organizations that foster entrepreneurship education and practice generally operate independently without much collaboration. Academics and practitioners are disconnected, with their conferences and activities catering to different audiences. Academics focus on theoretical research that often lacks practical application, using improper data sets and quantitative techniques removed from the realities of starting businesses. Practitioners prefer immediately applicable ideas and networking opportunities absent from academic conferences. Increased collaboration is needed to better connect research with practice.
Bridging the Divides between Academe, Policy & Practice
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Here are the key points about risk management in technology intensive organizations:
- These organizations use an analysis approach to forecast risks associated with tasks and processes used to produce goods and services. This helps identify potential risks upfront.
- Schedule compression analysis is used to evaluate key barriers and bottlenecks. This helps develop plans to achieve objectives more efficiently by addressing risks that could cause delays.
- Traditional management may not employ formal risk forecasting and proactive risk management techniques. Technology organizations recognize the need to systematically analyze and plan for risks due to the complex nature of their work.
- The analysis approach allows organizations to maintain smooth workflows by considering risks at each stage of production. Issues can be mitigated before causing disruptions.
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Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and RespondIntroduction .docx
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Editor's Notes
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