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What is entrepreneurship and is it important? Entrepreneurship and organizational potential of an entrepreneur

What is entrepreneurship and is it important? Entrepreneurship and organizational potential of an entrepreneur

All people want to receive more than they have. No wonder there is a popular saying: “The best is the enemy of the good.” Some people have to and some people get everything. Why does this happen and what does an enterprising person mean?

Meaning of the word according to the dictionary

Ozhegov’s dictionary considers the meaning of the word “enterprising” as:

a person who knows how to make a strong-willed decision in any situation.
always finds the right moment to act.
has resourcefulness and natural practicality.
businessman

Personality quality

An enterprising person is an individual bursting with energy who can do anything to achieve his goal. He is able to find a positive way out of any situation. He can turn any life story in the direction that is most beneficial for himself. He is distinguished by his special ingenuity, which helps him avoid risks. He is not afraid to try new things and strives for the best with irrepressible energy. An enterprising person is:

persuasive;
planning;
developing;
purposeful;
constantly searching for opportunities;
establishing contacts with people.

Wealth is for the enterprising

The one who is not afraid of change and goes ahead gets everything. An enterprising person understands this better than others, so he believes that wealth is a natural form of human existence. in poverty, when you can take action and get what you want. The business card that an enterprising person flaunts is innovation, ideas and business acumen.

Is it possible to develop such a useful personality quality?

A clear example of why entrepreneurship cannot be developed is an experiment with rats. If rodents are placed in a structure divided into two parts, one of which is heaven for the rat, and the second is hell. The first room has everything for a happy existence: a pleasant atmosphere, a lot of delicious food and no danger. In an improvised rat hell, not a single representative of the rodent family can like it: there is an unpleasant smell, dangerous traps and possible danger in the form of death. Naturally, at first all the representatives of the experiment thoroughly enjoyed heavenly life. But over time, each of them sought to get into the second half of the room out of pure curiosity. An indicative point is that most rats, having realized the danger of the traps, sought to return to their comfort zone. Only 10 to 20 percent of rats explored a new object over and over again, encountering danger but not retreating.

Enterprise– enterprising character, resourcefulness combined with energy and practicality.
Explanatory Dictionary of the Russian Language by Ushakov

Enterprise– business activity, initiative, ability to start and implement a business that brings success. To undertake something means to take a proactive, proactive action, to be active before its conditions and consequences are clearly defined.
V. P. Poznyakov | Encyclopedia of the Humanities

Entrepreneurship is an active life position, quickness in thinking and activity in actions.
Entrepreneurship is a creative approach to ordinary, ordinary affairs, forcing others to look at them in a new way.
Entrepreneurship is the subtlety of intuition, the strength of “business acumen” and the ability to move towards a goal, bypassing or overcoming obstacles.
Entrepreneurship is one of the main qualities that accompanies success in the modern world.
Entrepreneurship is a fusion of willpower, hard work and efficiency.
Entrepreneurship is the ability to see the new in the familiar, the original in the traditional, the achievable in the unattainable.

The Benefits of Being Entrepreneurial

Entrepreneurship creates conditions for career and personal growth.
Entrepreneurship gives freedom - in making decisions.
Entrepreneurship gives strength to implement the most ambitious plans.
Entrepreneurship provides interest in all manifestations of life.
Entrepreneurship gives energy for active action.

Manifestations of entrepreneurship in everyday life

Business. Given equal starting conditions, different people reached different heights. The most successful businessmen are always enterprising.
Invention. People who create technically complex devices at home and engage in inventions are entrepreneurial.
Household. A person who uses household items not only for their intended purpose, but also uses them creatively (creating, for example, a wall clock from old vinyl records or a country chair from used car tires) shows entrepreneurship.
Extreme situations. Resourcefulness, energy, and presence of mind help an enterprising person to act most successfully in an extreme situation.

How to Achieve Entrepreneurship

Education. The more knowledge a person has, the more refined and “trained” his mind is, the easier it is for him to develop entrepreneurship.
Psychological trainings. Trainings will help a person develop self-confidence, become more purposeful and energetic, and therefore more enterprising.
Professional activity. By trying to creatively rethink the work process, a person develops entrepreneurship.
Setting a goal. Having defined a real goal for oneself, it is easier for a person to begin to think about the strategy and tactics of achieving it, and then to act, showing and at the same time developing entrepreneurship in oneself.

Golden mean

Passivity

Enterprise

Greed | imposing a “win/lose” strategy on partners (I win – you lose), the desire to get everything

Catchphrases about entrepreneurship

Courage, initiative, energy, the spirit of enterprise, and various qualities of character, which are very slowly acquired, may be quickly obliterated when they have no more occasion for exercise. - Gustave Le Bon - The enterprise of youth is worth the experience of old people. - Josephine de Knorr - Enterprise is daring planning and vigorous execution. - John Christian Bovey - Joseph G. Boyett, Jimmy T. Boyett / A guide to the kingdom of wisdom. The best ideas of the biggest entrepreneurs Living examples of entrepreneurship. The experiences of 70 successful entrepreneurs around the world, presented in a fascinating way. S. Azimov, O. Sashechkina / Start your own business. What to do after layoff A practical guide to cultivating the virtue of entrepreneurship. Have you been laid off? A great chance to change your life for the better!

Business game "business concepts". Entrepreneurial profession. Professional competencies, motives and personal qualities of an entrepreneur

Today you will study the questions

After studying this topic, you will know:

what underlies entrepreneurship;

what guides entrepreneurs in the process of professional activity;

what is common and what are the differences between hired labor and professional entrepreneurship;

what guides people when making a choice between hired labor and entrepreneurial business;

what are the professional competencies of an entrepreneur;

what is entrepreneurship;

in what forms does entrepreneurship manifest itself?

After studying this topic, you will be able to:

distinguish between professional and non-professional entrepreneurial activities;

determine what knowledge, skills and abilities are needed for a professional entrepreneur;

determine the abilities and motives of people for professional entrepreneurship;

highlight external manifestations of economic motives.

Basic concepts:

Entrepreneurship as a profession

It so happened that under entrepreneurship usually understood and understand the species, genus, variety or direction of occupation of people. When engaged in entrepreneurship, people perform specific functions and realize special personal qualities.

Entrepreneurship is based on the principle of activity. Entrepreneurial activity, in turn, consists of a set of entrepreneurial actions. Accordingly, an entrepreneur is someone who engages in business activities.

In contrast to hired work, people carry out entrepreneurial activities independently, giving themselves instructions and powers. They independently organize their work, keeping themselves busy with work (this phenomenon is called self-employment), and thus act as employers in relation to themselves.

Entrepreneurial business (entrepreneurial business)- active labor functioning of people as entrepreneurs and their participation in business relations in the process of performing entrepreneurial functions.

The phenomenon of entrepreneurship has aroused and continues to arouse interest among a huge number of people because the signs of entrepreneurship, which have attracted attention for centuries, in their totality form not just entrepreneurial functions, but a whole entrepreneurial profession.

Every able-bodied person could work safely as a professional employee, but could also work as a professional entrepreneur. Therefore, definitions such as “professional work” or “professional work” are quite applicable to entrepreneurial work, as well as to hired labor.

However, by analogy with sports activities, it is legitimate to talk, for example, about professional entrepreneurship and amateur entrepreneurship. Let us define that entrepreneurial activity becomes professional when the people conducting this activity:

carry out actions that distinguish this profession from any other;

achieve compliance with the socially recognized level of professionalism in their activities;

engage in it regularly (constantly) or systematically, in an order organized by themselves;

carry out it rationally and purposefully, focusing on pre-planned results;

engage in it for the sake of generating income, profit, reproduction and development of their lives, as well as the lives of their loved ones.

The professional activities of entrepreneurs are based on their professional capacity And professional interests.

People - their ability, through their actions, to acquire and exercise civil rights, as well as create civil responsibilities for themselves, which arises in full, according to the Civil Code of the Russian Federation, with the onset of adulthood, i.e. upon reaching the age of eighteen.

The professional capacity of entrepreneurs is combined with their legal capacity.

The ability to have rights and obligations, which arises in all people from the moment of their birth and ceases only with their death.

For a professional entrepreneur this is consists in the ability:

have property on the right of ownership;

inherit and bequeath it;

engage in any business activity not prohibited by law;

create and participate in entrepreneurial firms;

carry out any transactions and actions that do not contradict the law;

freely choose your place of residence;

In the process of professional activity, entrepreneurs are guided by business interests and strive to realize and protect them.

Table 1.
Composition of business interests of entrepreneurs

Professional Entrepreneurial Business- labor activity of people, during which they regularly or systematically provide themselves with work, independently, without external directives, implement their professional knowledge, skills and abilities, organize their activities and derive income from these activities.

There are both differences and similarities between wage labor and entrepreneurial business.

table 2 .
Comparison of hired labor and entrepreneurial business

General	Differences
Labor and business nature of activity.	Professional work for hire is carried out after the conclusion of a transaction between the employee and the employer; professional entrepreneurial activity does not require the presence of an employer.
Measured by labor costs and aimed at achieving benefits.	The job responsibilities of employees are determined by employers, while entrepreneurs independently determine their powers and job responsibilities.
They have signs of professional activity if they are carried out regularly or systematically and are sources of income.	Not everyone can make a professional entrepreneurial career, just as those predisposed to entrepreneurship can achieve outstanding results as employees.
They rely on knowledge, skills and abilities.	In hired work, it is possible to combine professions; entrepreneurial activity cannot be combined with hired work without obvious damage.
Done in a competitive environment.	Employees take risks in their choice of profession, entrepreneurs risk their entire business.
Done in a competitive environment.	Professional hired labor, unlike entrepreneurship, in modern society has a clear sectoral or subject orientation.

Professional competencies of entrepreneurs

The transformation of enterprising people into efficient and competitive professional entrepreneurs is associated with their acquisition of knowledge, skills and abilities specific to the entrepreneurial profession - in other words, professional competencies.

Professional competencies of an entrepreneur is a set of knowledge, skills and abilities necessary in the field of professional entrepreneurship.

Professional entrepreneurship is of key importance because: firstly, without it, no entrepreneur can act in accordance with the requirements of his profession; secondly, through it, each entrepreneur transforms his own and others’ professional competencies, personal characteristics, competitive advantages and competitive disadvantages into his “business”.

To engage in professional entrepreneurship you need professional knowledge:

economic and legal foundations of the activities of entrepreneurial firms on the territory of the Russian Federation and on the international market;

the specifics and patterns of development of subject areas of activity to which professional interests are directed, the division of labor in professional entrepreneurship, types and infrastructure of entrepreneurial business;

the specifics and patterns of development of one’s own professional interests and the interests of the environment, motives of people’s behavior, contradictions in the business system, the entrepreneurial business environment as a community of “playing subjects”;

the essence and boundaries of business sovereignty, “corridors of independence” in business;

theories and practices of competitive business based on the development of competitive advantages, getting rid of competitive disadvantages and strengthening competitive positions;

specifics and patterns of development of the intercompany business environment, markets, intercompany conflicts of interest, strategies and tactics of competitive and partnership behavior, legal foundations of business relations and obligations to society (for example, regarding the payment of taxes);

specifics and patterns of development of the intra-company business environment, intra-company relations, intra-company conflicts of interest, organizational functioning of companies of a similar profile;

aspects of acquiring and maintaining entrepreneurial power, schemes for achieving and maintaining the vertical of intra-company entrepreneurial power, methods of influencing the intra- and inter-company environment; specifics and patterns of business administration.

To acquire this knowledge, it is necessary to study the theoretical and practical foundations of economics, law, sociology, social psychology, entrepreneurship theory, competition theory and other sciences.

Along with professional knowledge, an entrepreneur must have professional skills. The professional skills of entrepreneurs should be found in areas such as:

creating an entrepreneurial business, promoting its new directions;

creation of new entrepreneurial firms, as well as participation in the activities of previously created firms;

differentiation between legal and illegal business;

organization of production, promotion to the market and sale of goods (services, works);

organizing workplaces, forming and maintaining teams of workers;

financial management;

acquiring and maintaining administrative authority in the eyes of the company’s employees, creating an intra-company vertical of power;

reproduction (reproduction) of business through investment;

creation and implementation of new business-oriented systems for the production and sale of goods, provision of services, performance of work, including business design;

influence on the intra- and inter-company environment, taking into account the characteristics of the business environment and the interests of the environment;

acquiring and maintaining administrative authority in the eyes of the external environment;

formation and maintenance of an attractive image of your business, your company;

political lobbying (support) for the interests of one’s business;

reorganization and liquidation of business, closure of companies;

ability to create new theories and business concepts.

To work competently, entrepreneurs also need to have certain professional skills:

conscientious work on responsible business ownership, including making administrative decisions and monitoring their implementation;

adequate entrepreneurial behavior, the use of different strategies and tactics of entrepreneurial behavior in various situations;

professional goal setting and goal achievement in conditions where the business is carried out independently, at your own peril and risk and there is no one behind the entrepreneur’s back;

carrying out maneuvers to manage your business under the influence of expected and unexpected circumstances;

bearing practical risks of loss or gain of entrepreneurial power in an uncertain business environment;

personal communication skills in business interaction, entrepreneurial management skills through various technologies, including through modern information and communication technologies;

self-organization and self-development, including continuous improvement of professional education and professional skills.

For many entrepreneurs, business school is life itself. However, since the end of the twentieth century, various entrepreneurship education programs have become widespread throughout the world, involving people of different ages. There are children's business schools and business camps, specialized programs for college and university students, and various business administration programs for adults who have not only higher education, but also practical work experience in companies.

Among the professional competencies it is worth highlighting key professional competencies .

If, for example, a person does not speak or understand English, he cannot teach this language professionally. Each profession requires the employee to have certain key competencies, including the profession of an entrepreneur.

The key importance in the system of professional entrepreneurial competencies is professional enterprise.

Table 3.
Types of professional entrepreneurship

Professional entrepreneurship
Innate entrepreneurship - an ability that people possess from birth and which develops with increasing levels of education, skill, professional suitability, with the accumulation of their own experience and taking into account the experience of others in entrepreneurial activity.	Formed (professional) entrepreneurship - knowledge, skills, abilities of a person to discover and use the best ways to carry out independent, at one’s own peril and risk, entrepreneurial actions in the environment of one’s business: when interacting with the environment and in competitive conditions.

Entrepreneurs achieve success in business thanks not to innate entrepreneurship - this creates only a prerequisite for success, but to formed (professional) entrepreneurship that meets the requirements of the entrepreneurial profession. Professional entrepreneurship is of key importance because: firstly, without it, no entrepreneur can act in accordance with the requirements of his profession; secondly, through it, each entrepreneur transforms his own and others’ professional competencies, personal characteristics, competitive advantages and competitive disadvantages into his “business”.

Abilities and motives of people in professional business

While working, each professional entrepreneur realizes his workforce, which relies on the diverse abilities of people, such as:

organizational abilities - the ability to organize and run your own or joint business;

ability to combine business innovation with routine decision-making, directing and reviewing employee performance;

ability to self-learn and continuously improve professional entrepreneurial qualifications;

the ability to combine the goal of any activity with the means to achieve it, to plan, stimulate and control;

ability to foresee the consequences of one’s own business activities and the behavior of the environment;

the ability to organize your own business time, to plan your actions (business logic), to self-discipline and self-control;

abilities for enterprising behavior.

A person’s ability to discover and use the best ways to carry out independent, at one’s own risk, actions in order to obtain benefits.

Forms of entrepreneurship:

insight, the ability to observe and draw conclusions, the ability to notice what others do not see and use it in your business;

critical attitude towards one's own and others' mistakes, the ability to learn lessons from one’s own and others’ experiences;

resourcefulness, finding new solutions, the ability to do something that has not yet occurred to anyone, including the ability to “catch luck”;

innovation, the introduction of innovations into life based on changes in habitual ideas about objects and phenomena;

initiative, constant stimulation of oneself and one’s surroundings with various ideas in advance of other people’s ideas, the ability to catch and retain inspiration;

agility and flexibility in behavior and coordination of interests in the environment of one’s business, including shifting responsibility, or finding solutions that suit everyone, to one’s own benefit;

workaholism, the ability to think about your own business around the clock, constantly striving to find the best ways to implement your own business initiatives;

ability to apply various knowledge, standard ideas for their tasks;

ability to react quickly under the influence of a changing situation;

the ability to manage one’s own and others’ motivation to complete assigned tasks;

the ability to constantly recharge oneself with the energy of action, the ability to force oneself to work under any circumstances, reaching the point of violence against oneself.

Many people are endowed with the ability to engage in entrepreneurial behavior from birth, but this ability is of key importance in entrepreneurs. Moreover, the ability to engage in entrepreneurial behavior is a sign of the professional talent of an entrepreneur. Just as literary talent opens the way for people to professional writing, and visual abilities open the way to professional work as a painter, the ability to enterprising behavior creates the precondition for successful professional activity in the field of entrepreneurship. The more enterprising a person is, the more efficient an entrepreneur he turns out to be in the process of professional activity.

To act entrepreneurially, it is not enough just to be born and be entrepreneurial, you must have motivation to entrepreneurial behavior and professional work as an entrepreneur (Fig. 8
).

Economic motives for entrepreneurial behavior- desire to extract economic benefit through achieving victory success, or survival success, or both at the same time (Fig. 9
).

Entrepreneurial people get their livelihood thanks to income from their professional activities, which should at least cover costs and ensure recoupment of labor costs, and at maximum ensure profit.

Economic motives for entrepreneurial behavior appear externally as:

property motives that encourage people to preserve or expand the objects of their ownership, to maintain and strengthen the vertical of entrepreneurial power;

work motives that encourage people to achieve success in professional work, increase personal professional competitiveness, enhance personal competitive advantages and overcome personal competitive disadvantages;

financial motives that encourage people to receive financial income, or to increase it as a result of successful transactions.

Social motives for entrepreneurial behavior- actions aimed at obtaining a certain place and role in society.

Composition of social motives for entrepreneurial behavior:

initiation of various forms of connections with society;

achieving success in society legally;

public presentation of personal competitive advantages and achievements;

formation and strengthening of a positive reputation in society;

acquisition of social knowledge, skills and abilities.

Thus, the social motives of entrepreneurial behavior reflect the social principle in the nature of people, the need for connections with society, and the desire for public recognition.

Psychological motives for entrepreneurial behavior- actions aimed at effective self-realization, development of personal qualities, awareness of one’s own personality, self-affirmation in business relationships.

Through entrepreneurial behavior, people develop such qualities as perseverance, self-confidence, attention, will, accuracy, openness, patience, consistency in actions. They fulfill the need to achieve success and receive satisfaction from completing work, the need for risk, security, new knowledge and self-development.

Physical motives for entrepreneurial behavior- actions aimed at physical and intellectual self-realization based on independent choice of actions and achievement of success.

These motives reflect people's needs for active behavior, primacy, and gaining physical and/or intellectual comfort.

Humanistic motives of entrepreneurial behavior- people’s desire for ethical, aesthetic, ideological self-realization, achieving compliance with prevailing ideas and established orders in society.

People become entrepreneurial because they need to conform to the moral values of society and at the same time independently, proactively, energetically, and resourcefully establish what they consider to be the correct morality.

Just as literary talent opens the way for people to professional writing, and visual abilities open the way to professional work as a painter, the ability to enterprising behavior creates the precondition for successful professional activity in the field of entrepreneurship. The more enterprising a person is, the more efficient an entrepreneur he turns out to be in the process of professional activity.

Along with the motives for entrepreneurial behavior, the professional choice of people is also influenced by the motives of professional entrepreneurial behavior.

Status motives- motives for acquiring, maintaining, reproducing, and strengthening the vertical of entrepreneurial power.

Active motives- motives that encourage people to perform professional entrepreneurial functions.

When making a choice between hired labor and entrepreneurial business, people are guided by:

desire to avoid forced work;

the need to quickly choose a profession and place of work;

the desire to be your own boss and build business relationships in accordance with your own understanding of the degree of their necessity;

motive for employment in accordance with professional vocation;

the desire to succeed as a professional entrepreneur;

the intention to independently make decisions regarding the content, order, and timing of their work;

the possibility of owning a business that can be passed on by inheritance;

the opportunity to put your own initiatives into practice;

the desire to try one’s strength in competition with other similar business entities and with other representatives of the environment;

interest in meaningful risk to satisfy business interests;

desire to benefit society and individuals.

Main conclusions

Entrepreneurship is based on the principle of activity. The main difference between the entrepreneurial profession and any professional employment activity is the organization of self-employment.

The following definitions apply to entrepreneurial work, as well as to hired labor: "professional work" or "professional work".

There are both differences and common features between wage labor and entrepreneurial business.

Entrepreneurial activity may have professional And unprofessional character.

In the process of professional activity, entrepreneurs are guided by business interests, which include material, active and personal interests.

Any business activity must be legal.

Professionally, entrepreneurial business consists of running a business; in addition, people who want to devote themselves to professional entrepreneurship need to acquire a social professional entrepreneur status.

The workforce of professional entrepreneurs relies on diverse abilities these people.

People are motivated to engage in entrepreneurial behavior by economic, social, humanistic, physical and psychological motives.

Personal abilities and predisposition alone are not enough to start a business. You must also obtain a special entrepreneurial education And professional qualifications, knowledge in all subject areas of business, theoretical and practical knowledge of entrepreneurial functions, acquire the skills of practical entrepreneurial behavior in a competitive environment.

Innate Entrepreneurship is the ability of people to engage in entrepreneurial behavior, and formed (professional) entrepreneurship- this is the professional competence of entrepreneurs, used by them in the process of professional activity.

Professional entrepreneurship is the content three key professional competencies, which every entrepreneur needs to master, and is a set of knowledge, abilities, skills in the field of transformation by entrepreneurs into their “business” of their competitive advantages, other people’s competitive advantages, and finally, the ability to resist such transformation from the environment, if necessary.

Control questions

Under what conditions does entrepreneurial activity become professional?

What motives influence people's choice of entrepreneurship?

What professional knowledge, skills and abilities are needed for a person striving to become an entrepreneur?

What forms of entrepreneurship do you know?

Tasks for independent work

Exercise 1

Prepare for a situational workshop:

read the text of the case (handout);

refer to the theoretical material of this lesson.

Task 2

If you decided to become a professional entrepreneur, what human qualities would you have to develop? What knowledge to gain? What skills would you need to have?

Task 3

Try to compare the functions of a manager (by repeating the relevant chapters of a management textbook) and an entrepreneur.

Task 4

Write a short essay on the topic: “I am an enterprising person!?”

Entrepreneurship is the ability to turn ideas into reality. To determine whether a person is enterprising, you should compare the width of the back of his head with the distance from one temple to the other. Please look at the figure carefully to see which areas need to be compared. The wider the head at the back of the head, the more enterprising a person is.

If you look at the head from above, it is shaped like a piece of pie. If the head is wider at the back, this indicates a highly entrepreneurial person. If the head is wider at the temples than at the back of the head, it means that a person tends to procrastinate and think more about life and ideas rather than implementing them. Such people talk more than they do.

The head is wider at the temples - he thinks more than he does

Head already in temples - more enterprising

People born to act, not to reason, have a wider head at the back of the head. They see long-term prospects and, having set a goal, immediately get down to business. Therefore, they, as a rule, ensure their own chances of success only by determining in which direction they should move.

An enterprising person generates an idea, makes a plan and takes the necessary steps to bring it to life. This is a man of action.

What matters to them is what can be done, and not what obstacles may arise in their way. People around them often consider such people to be selfish and even believe that their enterprising partners are achieving their own goals at their expense. Entrepreneurial people may seem to be very assertive and attack problems with full force, which sometimes blinds them from considering alternative options that could be just as effective. Due to their aggressive work style, they often do not develop the best relationships with colleagues.

Thanks to their life attitudes, enterprising people usually achieve their goals and choose effective methods for solving problems and difficult situations. However, their less proactive employees often feel discomfort due to the fact that they are “pushed aside.” Often, enterprising people secure their prospects at the expense of others - at the expense of their feelings and friendship. They may even go over their heads to get closer to their goal. They are able to sacrifice others to get what they want, which is why they are considered cold, selfish and calculating.

At times such a person behaves aggressively, which does not at all strengthen relationships in the team. If this person is also strong-willed and has a strong spirit of competition (the head is wider at the back of the head than at the front), then aggression is especially strong, and such a person is even capable of betrayal in order to achieve his goal. If you have this trait, use it only when necessary. Otherwise, back off. Consider the price you will pay and ask yourself if the game is worth the candle.

Non-entrepreneurial people are dreamers. Such people rarely implement their ideas and fulfill their obligations. They devote too much time to thinking and much less time to real activity. They can give up what they started halfway, especially if they are under pressure. This trait does not allow them to realize their potential. This puzzles many people, because sometimes unenterprising people have such powerful potential that others would move mountains. These people only talk about their dreams, but until they decide to fulfill them, dreams will remain dreams.

John's friends waited a long time for him to finally turn his idea into reality. Months and years passed, but nothing moved. As a result, the friends decided that John was no longer interested in this project, and took the initiative themselves. Otherwise, someone from the outside would have taken on the implementation of his idea.

David, a brilliantly gifted young man, works for a large organization. The boss praised his work and offered him a more responsible position, which, to his surprise, David refused. The boss couldn't understand why David did this. After all, if he were even half as smart as David, he would be looking for an opportunity to take a more responsible position in the company. I explained to him that David was simply very happy with the work he was doing. He would not apply for a more responsible position, because along with it new responsibilities would arise that he does not want to take on.

Lack of entrepreneurship is often confused with laziness. I met a young man who had great ambitions, but none of his goals were achieved. The problem was compounded by the fact that he and his wife lived with his parents. His family constantly told him that he would never really achieve anything. He was constantly told that he was too lazy, that he had neither talent nor intelligence. This had a simply destructive effect on him and crushed his spirit. I asked if he believed what his relatives told him. He answered in the negative. Then I asked what he needed to somehow change his life. He immediately replied: “Move out and find your own place.” Then I asked, “When?” and he confidently told me the date. Literally the very next day he began to implement his plan.

People with the low entrepreneurial trait have dreams and aspirations. However, they require effort to bring them to life. Some describe their condition as if they had shackles on their feet. They desperately want to take action, but feel as if some invisible force is holding them back. They attend self-motivation seminars and become eager to change their lives, but after a few days they return to old habits. And all because they are not aware of their natural inclinations. The situation begins to change only when they understand how to work with this feature.

If you have this trait and you need to get something done, make a list of important things to do, give yourself deadlines and stick to them strictly. Don't let this list become just another piece of paper that you'll never look at again. Make short lists. Set yourself two or three tasks a day and don’t start anything new until you complete them. Short-term goals are easier to achieve than long-term goals. Divide your dreams or plans into separate points, soberly assessing your capabilities. If you really have this trait, stop right now. Bookmark this page so you can come back to it. Write down your wishes or goals for today, for a month or for six months, and then make yourself a list of what you want to achieve and by when. Set a specific day or even an hour for each of your dreams to come true. When you look at your goals, how inspiring are they?

I have a meter in my office that is usually used in parking lots. It has a scale from 0 to 100%. I use this scale to mark how excited I am about a specific task that needs to be accomplished during the day. If the needle is at 50%, it means I have to put more effort into this task. Then I move the needle to 75 % or even 100%. Then I look at what needs to be done now to complete the task. This idea was invented by Michael Loisier, owner of Teleclass International.

If you have the low entrepreneurial trait, you need to be more demanding of yourself, otherwise your dreams will never come true. When you are asked to do something and you agree, be true to your word. And be sure to write down in your diary what obligations you have undertaken. This will help avoid disagreements in the future. Try to be responsible for your words.

Relationship

When both spouses show signs of being highly entrepreneurial, they should unite their goals and move in the same direction. This will give them twice as much power.

If one of the partners has a low-entrepreneurial trait, this can turn into a constant source of disagreement in family relationships. Such a person can act like a “cold shower” on his proactive partner. The latter will strive to act, while the former will continue to put everything off until later. In this case, it is necessary to find a compromise that would allow the more assertive person to move towards the goal without neglecting the interests of the calmer person. This was the case with one couple I happened to know. Once upon a time they turned to me for help. The wife desperately wanted to move, but 12 years later they were still living in the same house. She tried different ways to motivate her husband, but it did not give any results. He was always a dreamer, and she was an enterprising and active person. The situation turned into a problem, and they faced a choice: go together to a new place of residence or get a divorce. Ultimately, they managed to find a compromise. After some time, the husband agreed to move to a larger city, where his wife opened her own business.

If you are the parent of a child with a low entrepreneurial trait, try to give him specific tasks and set deadlines. Consider his capabilities and strengths and do not demand much. Talk not about what he failed to do, but about what he managed to do. If he failed, talk to him about what he can do now. Help him understand that he is responsible for his words.

Enterprising Celebrities

Jesse Jackson, Ross Perot, Margaret Thatcher, Monica Seles.

Chapter 13. How to use the knowledge gained

In the final chapter, we will summarize what was discussed in the book and look at how this knowledge can be used in different areas of your life.

2. Relationships.

3. Professions.

4. Sales.

5. Combination of features.

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INTRODUCTION
1. Manager's entrepreneurial spirit
2. Important place of risk
3. Delegation of authority and nurturing entrepreneurship
4. Labor organization as a factor of entrepreneurship
CONCLUSION

INTRODUCTION

A manager is a person who holds a permanent management position and has the authority to make decisions on certain types of activities of an organization operating in market conditions.

According to modern views, a manager, first of all, is required to have high professionalism and competence. It must combine the qualities of a highly qualified specialist with technical and economic knowledge and a production organizer performing administrative functions. That is, independence, initiative, enterprise, creative thinking, and readiness to take reasonable risks are now in first place.

In my opinion, entrepreneurship occupies a special place in this list of qualities. In the increasingly unpredictable and competitive modern dynamic economy and rapidly changing business environment, firms require a new type of manager - an entrepreneurial leader who differs in behavioral norms from the classic business leader. Entrepreneurial leadership is based on the leader looking at himself as an entrepreneur running his own business. He continuously looks for new opportunities for business growth and responds quickly to them.

In this paper we will examine in detail the phenomenon of managerial entrepreneurship.

1. MANAGER'S ENTERPRISE

In the generally accepted sense, entrepreneurship is resourcefulness combined with energy and practicality. In the practical activities of a manager, entrepreneurship is the employee’s ability to find and use reserves for increasing the efficiency of personal work and team activities, to overcome difficulties in work, this is the most complete satisfaction of the population’s demands for goods and services on the basis of well-established commercial work.

In the conditions of transition to a market economy, an enterprising person is characterized by such qualities as a creative and responsible approach to performing duties, the ability to independently, without administrative interference, solve emerging economic problems. Entrepreneurship focuses on the novelty of management decisions. It is implemented by justifying the unusualness and originality of managerial actions. An enterprising leader is a person who is capable of independent atypical actions, who thinks flexibly, broadly and forward-looking, who knows how to analyze, recognize and use existing circumstances in the interests of the intended business, who can solve complex issues of economic activity in a timely manner, who knows how to take risks. An enterprising leader is characterized by making decisions based on a deep economic analysis of current circumstances and social phenomena.

The concepts of “businesslike” and “initiative” are often used as synonyms for entrepreneurship. But although these words are close in meaning, they are not synonyms. Efficiency is a form of manifestation of the actual business qualities of a manager, which are expressed in his competence and organizational abilities, in the development of reasonable instructions and orders, the ability to quickly respond to changes in trade conditions, promptly resolve emerging conflict situations, and also prevent them in a timely manner. The business leader actively participates in the introduction of everything new and advanced, organizes his subordinates and gets them to implement the plan.

Entrepreneurship is a broader and more meaningful category than businesslikeness. It certainly presupposes an original approach to assessing and implementing a situation, based on a creative understanding of this situation, free from stereotypes and bias. Entrepreneurship is alien to narrowness of thinking and action. An enterprising person (manager) sees his most important task in the common interests of the entire team, in its material support and social development. Efficiency should be considered as an integral part of enterprise.

Compared to initiative, entrepreneurship is also a broader concept. Initiative is the action of local interests on a specific object as a consequence of entrepreneurship, which is its generator.

Most authors consider three sides of entrepreneurship: economic, legal and socio-psychological. In the management of an enterprise, the most important aspect of entrepreneurship is its economic side, since material interest is associated with it. But material guarantees must be based on legal laws. Entrepreneurship is largely determined by the personality qualities of the leader: temperament, character, level of culture, general development. Administrative methods that prescribe and regulate all actions may well suit a person with low spiritual qualities. At the same time, a person with a high culture of thinking and spiritually developed, intelligent person will feel oppressed in the grip of regulation.

In conditions of market relations, the activities of an entrepreneur are carried out in a dynamic environment. It is under these conditions that entrepreneurship, a person’s predisposition to independent action, makes it possible to direct the system towards technical progress. An insufficiently organized environment requires constant search and accelerated implementation of decisions taken. Possible disruptions in economic ties require bringing to the fore people who break established orders, bureaucratic obstacles, and “scientifically based” planning principles. A market economy requires the use of all available measures to uphold the principle of entrepreneurship, the right to destroy old administrative orders, and fight departmentalism. Obstacles to entrepreneurship and initiative lead to the exclusion of the most energetic, creatively thinking workers from economic relations. Entrepreneurship is promoted by the variety of forms of ownership, where the breadth and methods of approaching problem solving require extraordinary solutions.

The most important feature of an enterprising manager is a keen sense of the new and the ability to think in terms of economic efficiency, the desire to look for innovative solutions to emerging problems, show energy and persistence in achieving them, and take risks with an understanding of personal responsibility for risky decisions.

Entrepreneurship and a predisposition to independent action are natural personality traits that have always contributed to its self-preservation and self-affirmation.

However, without support and support, a manager cannot achieve success. Incentives and participation in the started business should be used to interest subordinates and make them involved in this business. When all employees take an interested part in business affairs, the success of the planned business is ensured. The greatest results can be achieved when the worker becomes a co-owner of the means of production. Only a real owner's attitude towards the means of production gives the right to participate in decision-making.

Many people are shocked that enterprising people question everything. But to doubt means to perceive everything critically, which stimulates the search for the most rational ways to implement solutions. Only the firm position of an enterprising leader generates in him the will to implement the decision made. In business practice there are always people who certainly defend the established order. Therefore, an enterprising person needs a lot of courage and mental strength to insist on his extraordinary approach to resolving the issue.

2. IMPORTANT RISK LOCATION

Entrepreneurship refers to individual personality traits. This is especially evident in risky management decisions. In the context of the transition to market relations, enterprising managers constantly have to make risky decisions. This is how A.M. defines risk. Omarov in the book “The Entrepreneurship of a Leader”: “Risk is the legitimate creation of danger in order to achieve a socially useful result that cannot be obtained by ordinary, non-risky means” Omarov A.M. Entrepreneurship of the leader. - M.: Polyizdat, 2003. . Most often, risk is associated with the uncertainty of the outcome. A risk taker cannot unambiguously predict the winning of an effective result. The outcome can be anything (positive or negative). Risk is a deviation from a proven solution to a problem. However, risk in conditions of uncertainty promises the opportunity to obtain additional benefits, which pushes the entrepreneur to take a risky decision.

The decisions that can bring the greatest return are also the most risky. Great risk brings great hope for success. As a rule, there are no great successes without risk. Risk creates uncertainty in resolving business issues related to fluctuations in market conditions.

A manager's willingness to take risks is considered his best quality in management in a market economy, as it promises economic gain. A leader who follows proven ways to achieve a goal, excluding risky decisions, dooms the organization to stagnation. Management must be based on the development of alternative solutions. And the more options, the more the uncertainty of the environment increases, and, consequently, the degree of risk. In market conditions, each entrepreneur is responsible for his own decisions. To reduce the degree of risk, a constant analysis of market conditions, adjustments to already made decisions, and timely maneuvering of resources are required.

In a market economy, risk is an inevitable element of any business. Under any economic conditions, even when there seems to be a lot of information, it is still not enough to foresee everything. The uncertainty of market relations is predetermined by the fact that they depend on many factors that can be predicted with the necessary accuracy. There is also a dependence on shifts in social needs, consumer demand, technical progress, natural phenomena, etc. Economic strategy and tactics are impossible without risk, and therefore, an enterprising leader is not immune from errors in decisions made.

Intuition also plays a certain role in the creative activity of a leader, which is understood as an unconscious component of human cognitive activity that cannot be explained from the standpoint of logic. The very concept of “intuition” is characterized as a feeling based on a person’s previous experience, which makes it possible to comprehend the truth without logical justification. In conditions of market relations and the need to adapt to continuously changing market conditions, the need to make decisions with a lack of information increases. And then the leader has the right to act as his intuition tells him. Intuitive decisions carry the risk of increasing the negative consequences of a risky decision, but at the same time increasing the chances of benefit. In any case, entrepreneurship is associated with risk, and an enterprising leader must be able to act according to certain principles rather than according to normative prescriptions. Therefore, an enterprising leader operates most successfully in an environment that allows decisions to be made while allowing room for error. Since risk is a normal state for him, a tolerant attitude towards his failures should be considered normal. It makes sense for both large and small businesses to create risk funds that would compensate for losses associated with risky decisions. The creation of innovation funds to finance knowledge-intensive projects also deserves interest. In the event that the risk does not justify itself, the allocations are not returned, and if successful, the fund returns its funds with additional profit. The manager's willingness to make risky decisions is based not only on objective circumstances related to the existence of insurance reserves. His personal qualities, such as the need for independence and the desire for leadership, also play a big role here. The right to risk means the right to your own position. The choice of management decision is often associated with what the manager is predominantly inclined towards - preventing failure or achieving success. A manager leaning in favor of preventing failure chooses a solution option that threatens the least possible losses in the event of an unfavorable outcome. Conservative leaders completely avoid risk.

3. DELEGATION OF POWER AND CULTIVATION OF ENTREPRENEURSHIP

An important place in cultivating entrepreneurship is occupied by delegation of authority, that is, the leader’s endowment of subordinates with freedom of action by transferring part of their authority in solving certain tasks. This approach is still poorly developed, which deprives workers of freedom of action and reduces interest in work. When delegating powers, the people who receive them are imbued with the significance of the assigned task and, as a rule, act more proactively and entrepreneurially.

Delegation of powers should not be confused with the distribution of functions, which is associated with centralization and decentralization of management. Delegation of authority is the transfer to subordinates of part of the powers and responsibilities already assigned to the manager. The main aspect of delegation is decentralization. To the extent that authority is not delegated, it is centralized. The smaller the number of people with whom decisions need to be coordinated, and the lower the position these people occupy in the management hierarchy, the higher the degree of decentralization of authority. The need for delegation of authority is associated with the need to comply with the norm of controllability, i.e. the maximum number of employees for whom the manager can make decisions. This norm approaches the optimum of what one person can do. As the team grows, contacts between managers and subordinates weaken and control over their activities becomes more difficult. This reduces initiative and leads to a decrease in labor productivity.

The need for delegation of authority has always existed, but it becomes especially necessary with the transition to a market economy, the formation of which is impossible without independent and enterprising workers. Delegation of authority has a beneficial effect on the formation of an atmosphere of creative work in the team.

A mobilizing factor for an employee to whom authority has been delegated is that he receives an independent piece of work, this raises his own importance and significance among others. Independent actions call a person to take the initiative, and the trust placed in him elevates his social status and increases his creative potential. Delegation of authority is a kind of school for identifying capable leaders. When an employee is entrusted with an independent area of activity, where he receives the rights and obligations to make decisions under his own responsibility, he strives to fully demonstrate professionalism and organizational abilities, and acquire management skills. Delegation of powers should be carried out at all levels of management: trust subordinates to resolve organizational issues, make reports and messages at higher authorities, at meetings and conferences, represent your organization at meetings, etc. At the same time, the manager, by delegating his powers, frees himself from many ongoing responsibilities. And this frees up time for professional growth, to focus on issues that must be resolved by him. You cannot become a good leader by trying to do everything yourself. In such cases, attention is scattered across many issues. A leader who delegates his authority creates trust and ease in the team, and forces his subordinates to treat their responsibilities with great responsibility. One of the principles of management is: never do anything yourself that your subordinates can do, except in cases where it is associated with a danger to life.

Delegation of authority is a form of division of managerial labor that increases its potential. Knowing his subordinates, the manager delegates authority to competent employees. In these cases, management acquires greater flexibility, dynamism, and quickly responds to changes in market relations, competition, and new proposals.

The ability to delegate authority is one of the most important positive qualities of a leader of any rank and is assessed as the ability to make the most effective use of the potential capabilities of subordinates. The work of a manager should be assessed by the work of his subordinates.

In order to ensure real responsibility of subordinates for the delegation of authority, strict control is necessary. The more authority a manager delegates, the greater the need for control over execution. However, control should not be petty; it should not go into every detail of the subordinate’s work. General control that does not concern detailed work will give great results. There can be no trifles when it is necessary to organize the apparatus, when attention to the needs of workers is necessary. But petty control over the activities of employees only brings harm, while general control increases responsibility. “Powers,” wrote A. Fayol, “should not be considered separately from responsibility, that is, in isolation from the rewards or punishments that accompany the exercise of power.”

Delegation of authority should not reduce the demands and responsibility of the manager. The level of management is determined not by the number of decisions made by the manager, but by the skillful determination of the goals of the entire system and the organization of effective control over the work of subordinates.

It is also necessary to remember that among the subordinates there are people who will eventually become leaders themselves. It should be taken into account that in a large team there may be people who know how to manage, and who are smarter and more educated than the leader. In our age of narrow specialization and continuous increase in information flows, a manager cannot surpass his subordinates in all respects; delegation of authority does not reduce, but rather increases and strengthens the real power of the manager, being at the same time a school for training management personnel.

4. LABOR ORGANIZATION AS A FACTOR OF ENTREPRENEURSHIP

The entrepreneurial spirit of a manager largely depends on the level of organization of his work. Therefore, the scientific organization of a manager’s work, which is distinguished by a well-thought-out work system, focusing on reserves for the use of working time, and improving the quality of management, is of great importance.

The image of our economic leader is well known. He is overly busy at work, he has a lot of urgent matters, his desk is littered with unfinished papers, and his head is littered with unresolved issues. He has no set daily routine.

In recent years, the situation has changed somewhat, but one should not assume that the problem of organizing the work of a manager has already been solved. There are also often managers who micromanage their subordinates and make decisions only themselves.

The transition to market relations requires streamlining the manager's day, eliminating campaigning and storming, which interfere with the solution of promising issues and limit the possibility of new, entrepreneurial solutions to management problems.

Materials from special surveys have established that in most cases, an acute lack of time and the tense state of a manager are the result of improper organization of work. Managers often do not know how to separate the main from the secondary and identify long-term tasks. They are often engaged in work that does not require high qualifications, such as correspondence, technical work with documents, searching for information, etc. Up to 25% of the manager’s working time is spent on this and often leads to overload.

In improving the organization of work, the manager must begin by searching for a reasonable relationship between various categories of management personnel and clarifying the functions and competencies of each employee. Each employee must bear personal responsibility for his or her area of work, without interfering with the competence of others. There are often cases when specialists perform the functions of support personnel, and managers do not achieve, even within their capabilities, the streamlining of the ratio in the personnel structure. In all structural units, the principle “don’t do what a subordinate can successfully do,” i.e., an employee with lower qualifications and wages, should apply.

An important point in organizing the work of a manager is the selection of deputies and a secretary. They need to be given well-thought-out powers, taking into account professional merits and personal characteristics, as well as a measure of responsibility, taking into account the psychological compatibility of the manager and deputies.

Managers often start their workday by reading letters and papers, and also sign all outgoing mail. However, experiments have established that 25 days a year (in time) managers are busy reading and signing papers, where their signatures are not at all required, where the signatures of deputies or people of even lower rank are sufficient. Moreover, many managers, when signing papers, require their approval from the heads of services and departments.

A manager at the level of director or general director should make it a rule to sign only those documents that are of particular importance and were drawn up with his direct participation or under personal control. The organization of a manager’s work should be based on scientific recommendations, ignoring which leads to workers’ intrusion into each other’s competence and duplication of functions. There are situations when several managers act according to a single instruction that does not provide for the division of duties and responsibilities between them, or there are outdated instructions for each position. And in many cases, the current instructions are not used at all, since the manager redistributes functional responsibilities from time to time. This order weakens the sense of responsibility, not to mention the lack of enterprise, and especially risk. The problem of organizing the work of a manager cannot be solved without skillful planning of working time. Managers, as a rule, work 10-14 hours, but rarely receive satisfaction from the results of their work. They often engage in functions that are not within their competence. The style, techniques and techniques of personal work need to be streamlined. Working hours are excessively fragmented, complex and important tasks are not allocated, and their execution is not monitored.

Information plays an important role in a manager's work. Complete and reliable information about the market, other enterprises, and the industry as a whole is the key to correct and timely decisions. Experience shows that the information received by the manager is 50-60% incomplete, unnecessary or untimely. The growth of document flow creates the appearance of increased entrepreneurship, but in reality the bureaucracy is thriving.

All this requires improving the organization of work and supporting the entrepreneurial spirit of the manager. The work must be organized so that the manager always has the necessary information at hand, but only that which is necessary for making decisions within his competence. All information that cannot influence the decision is unnecessary and often harmful. In this regard, large enterprises require the position of expert organizers who could select the necessary information and give recommendations on the movement of documents.

An important role in organizing the work of a manager is played by the modeling of his information support and the use of computers in information systems. It is necessary that such a model covers all information of a technological, organizational, economic and social nature that is fundamentally necessary for its activities. Unified data banks should also be created.

CONCLUSION

So, nowadays, entrepreneurship is considered a necessary quality for managers. Which, in general, is fair, if we keep in mind their exclusive role in the management system. But it is also necessary for all other employees. As we noted in our study, if the entrepreneurial spirit of the manager is not complemented by the proactive and interested attitude to everyone’s business, then significant success of economic activity is unlikely. No leader, even if he is a genius, will achieve anything without support and without receiving the support of people directly involved in management and making responsible decisions. They should be given a real opportunity to use alternative ways and means to achieve planned goals.

The practical involvement of workers in management is complicated by the fact that, for obvious reasons, not everyone considers themselves involved in management activities and not everyone strives for it. And this is inevitably associated with not always realized, but significant irreparable losses. When all workers do not act as performers, but take an interested part in production management, efficient operation of the means of production is ensured, and the social tasks of work collectives are realized more quickly.

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