A sign of new thinking is an appeal to the human personality, recognition of its sovereignty and value, and establishment of priorities when considering any social and production processes.

Entrepreneurship is one of the most important traits of a business person. Experts, speaking about entrepreneurship as a complex, multidimensional phenomenon of economic life, identify a number of its main features:

• 1) independence and non-standard behavior of business entities;
• 2) innovation and novelty in achieving goals based on one’s own initiative;
• 3) efficiency and practicality;
• 4) courage and ingenuity;
• 5) competitiveness and fear of economic risk;
• 6) focus on achieving the highest results, efficient use of resources.

Only the owner of the means of production, a business entity performing the functions of ownership, disposal and use, can undertake or carry out any fundamental economic activities associated with economic risk.

In other words, in all socio-economic formations without exception, economic entrepreneurship is a function of the owner or possessor.

Today's business world is experiencing a shortage of entrepreneurial innovators. It is necessary to distinguish between the concepts of creativity and innovation.

To put it simply, we can say that creativity means coming up with new things, and innovation means making new things. A fruitful new idea may not be used for years, not because its merits are not recognized, but because no one has taken responsibility for its implementation. Until an idea is used, it is useless.

The proof of its value lies only in its implementation.

Since entrepreneurship is an institution designed to “get things done,” creativity without an orientation towards consistently effective actions seems here to be an untenable form of behavior, in a sense, irresponsibility.

M. Woodcock and D. Francis identified seven main factors that limit or negate the creative and innovative abilities of an entrepreneur: entrepreneur image organizational businessman

• 1) human laziness. Creativity takes time and effort. Devoting time to creative endeavors requires discipline and often requires overcoming boredom. In creative tasks there are often genuine difficulties and almost unsolvable problems, but if you do not give in to laziness, you can experience and master various stages of creativity;
• 2) established habits. All people develop stereotypes in movements, work, manner and thinking, but habits can become the enemies of creativity. There is a need to examine established habits, and here asking “Why?” can be a very useful tool;
• 3) excessive tension. In our creative endeavors, we often encounter feelings of uncertainty and embarrassment. People who are in a tense state try to adhere to some rules and norms that are well known to them, and as a result, their strength and energy are not fully used;
• 4) weakened sense of purpose. They say that none of the significant achievements would have taken place without a conscious desire for change. Creative acts are fueled by the desire to become different. The desire for something new can arise under the influence of external reasons;
• 5) insufficient opportunities. Many historical discoveries were made by people who could not live their lives normally due to illness, imprisonment, or temporary loss of reputation. For most people, living normally means filling their lives with mundane activities that consume most of their time and energy; opportunities for innovation are rare in their lives;
• 6) excessive seriousness. To express yourself creatively, it is often necessary to "play" with ideas; sometimes the solution you are looking for is found among the most eccentric and unthinkable proposals. The lack of a gaming setup also makes it difficult to communicate with others;
• 7) bad methodology. What weakens creative efforts is the lack of a suitable or effective method for solving problems. The creative process can be studied and analyzed to acquire the necessary skills and develop appropriate techniques.

People's ability to engage in entrepreneurial behavior becomes their key ability for professional entrepreneurial work, a key element of their workforce, their professional capacity. The more enterprising a person is, the more efficient an entrepreneur he turns out to be in the process of professional activity. The ability to engage in entrepreneurial behavior is the most important element of the personal competitive potential of people as professional entrepreneurs and the most important condition for a successful entrepreneurial business.

Creative problem solving techniques require special skills. There are five distinct stages in creative problem solving.

First stage: studying the problem. To create a basis for finding a solution to a problem, you need to study it deeply. It is necessary not only to have a goal, but also to understand the task from an intellectual and emotional point of view. Studying a problem in depth has three advantages. It makes it possible to: more realistically assess the scale of the task; set goals and criteria for their achievement; plan a suitable staff organization and working method.

The second stage is the development of ideas. All types of creative work require this. An idea is a leap into the unknown, and it is not known when it will arise. Therefore, it is important to increase the number of ideas you generate and ensure that the ideas that have already appeared are not lost. There are different methods for generating ideas, the most effective is brainstorming. It is based on the principle that ideas are best developed and expressed if their evaluation is postponed until later.

This distinguishes brainstorming from the usual practice of immediately responding to suggestions. There are several simple rules to help improve the effectiveness of this method. If you want to achieve results, strictly adhere to the brainstorming procedure. Briefly, it consists of the following: choose a brief statement of the problem; a summary of the problem is best written on a blank form (board or screen); the time when further work will be stopped is determined; during a brainstorming session, any ideas, no matter how strange and seemingly inappropriate they may seem, are written down but not evaluated; After finishing the work, all ideas are put into a logical order and each one is discussed.

Brainstorming allows you to quickly generate ideas, and the inherent freedom of this method allows you to evaluate fantastic and unusual ideas.

The third stage is screening out applicable ideas. Once you have a stock of ideas, you need to carry out a rigorous screening. Some of them may be ineffective, impractical, expensive, pointless or immoral. However, it is wise not to allow yourself to discard proposals before their merits have been assessed. It's tempting to separate the wheat from the chaff in a hard-and-fast search for solutions, but doing so can throw away subtle ideas that make sense. Each idea must be analyzed based on three criteria:

• - How likely is it to be fruitful?
• - can you make it work?
• - is it the best among other possibilities? Your goal is to choose the approach that has the highest chance of success and is feasible in practice. Once an idea is chosen, pursue it wisely, courageously and persistently.

The fourth stage is innovation planning. The idea must be put into practice. Such innovative activities need to be planned, and poor planning reduces their effectiveness.

In order for the planning process to proceed successfully, clear, direct communication between participants is necessary. Everyone needs to form an understanding of their role in the overall system and understand the relationship of their work to the work of their colleagues. Of course, personal initiative is important, but it must be coordinated within the framework of overall work.

Stage five - feedback and analysis. The process of introducing innovations cannot always be carried out accurately and accurately. New factors are constantly emerging that influence information. Therefore, a regular analysis of the successes achieved and changes in goals and plans are required Pelikh A.S. Organization of entrepreneurial activity. - M., 2003. - P. 296.

It is unlikely that anything can hinder creativity more than the ineffective organization of personal work and lack of order in priorities. Since innovation by its nature involves increasing uncertainty, it is important to find opportunities for analysis and feedback. This will reduce the risk of distributing forces to target-appropriate activities.

The history of innovation shows that great discoveries are made by organizations and societies. Their creative achievements are often the result of the combined talents of many people. Creative achievements were the result of a team or organization that provided the individual with the resources and support he needed.

An individual can do creative work on a limited task, but when the problem becomes more complex, creative teams need to be created. It is not only limited intellectual abilities that prevent a person from independently implementing large-scale projects. It requires enthusiasm, spirituality and drive. Active support from others can help a person survive difficult events or when his plans begin to be implemented.

Almost everyone has talents that can be used, but to do innovative work, team members need to be aware of the skills, knowledge and possible contributions to the work of their colleagues.

A creative group needs a balance of skills and abilities. For example, a manufacturing team will need people who can translate design ideas into action plans, combine technical and organizational skills, have an eye for sales opportunities, and the ability to conduct serious research.

The most important factor in the success of a group is leadership, since it is the leader who will strive to create an inventive and balanced group in which all possible talents are represented. The condition for a balanced and energetic innovative group is the combination of different skills, as well as different human characters. Each team member plays a dual role. The first is purely functional, it follows from the position that the employee occupies in the management apparatus. The other, called the “group role,” is much less obvious, but it is the one that is essential to the success of the activity.

It should be assumed that a professional leader is by no means the embodiment of all virtues at once, but an average, ordinary person with specific qualities and good training.

Participation in creativity reveals unexpected possibilities and significant strengths in most people, which gives them inspiration that is not found in ordinary activities. An entrepreneur strives to demonstrate his intelligence in innovative activities not only for the sake of increasing profits, but also for moral satisfaction.

Innovation always contains an element of risk, but the lack of innovation in the modern world is no less risky. Risk is inevitable. It tends to be scary, and people invest significant effort in minimizing it, retreating from innovation. The result is poor results and failure to fulfill plans.

Creativity and innovation have not always been valued in society, but now these are important values ​​and their importance will grow.

The famous American scientist and economist of Austrian origin, J. Schumpeter, is the creator of the theory of the entrepreneur-innovator. He viewed the activities of an entrepreneur from the point of view of creating new opportunities and combinations, developing new plans, the desire for independent business and the joy of creativity. In his view, the activity of an entrepreneur is distinguished by the ability to overcome the resistance of social forces, establish cooperation with the right people and influence others, the dependence of success on “feeling”, willpower, spiritual liberation, costs and energy.

P. Samuelson also noted that entrepreneurship is associated with innovation, and the entrepreneur himself is a brave person with original thinking who achieves the successful implementation of new ideas.” Mocherny S.V., Nekrasova V.V. Fundamentals of organizing entrepreneurial activity /Under the general. ed. prof. S. V. Mocherny. - M., 2004. - P.145.

One of the main personal qualities of an entrepreneur is the presence of organizational skills.

Organizational potential as a personal quality of a leader is manifested in the system of his relationships to himself and to other people. Leadership skills can be simplistically defined as: analyzing one's role, assigning work tasks to other people, delegating authority and responsibility, rewarding effective work, and dealing with difficult people.

The role of the entrepreneur as a production manager has undergone many changes in recent years, most of which have resulted in an increase in its complexity and the tension it contains. Nowadays people are more educated, more free-thinking and less prone to veneration. The demands and difficulties that an entrepreneur faces have become very significant; he is influenced by workers and management, government bodies (tax system, administration), the economic situation in industry, trade unions, his own age and aspirations. The pressure is constantly changing, new factors arise. The entrepreneur is forced to skillfully navigate a course between opposing demands. Therefore, he must have the ability to creatively deal with difficult situations that constantly arise. This requires rapid restoration of mental and physical strength.

Entrepreneurial skills involve defining work for other people, and for everyone, the work must be important, promising and productive. An entrepreneur is able to combine the efforts of one person and the success of the entire organization as a whole. In practice, this can be done by developing two themes: the theme of superiority and the theme of adaptation. The first of them - superiority - is a powerful weapon; the entrepreneur must achieve serious support from the workers, pursuing the idea: “We do it better than others.” And here the importance of the task does not matter, since excellence in work is an equally powerful motivator for plumbers and bankers. The second theme, adaptability, develops a sense of pride in the ability to respond quickly and confidently to changes and situational challenges. They both build self-esteem, which is the basis of skilled work.

An entrepreneur must see further than others and think about the goal or possible contribution to the overall activities of the organization. Similar questions should be asked regularly in relation to any job or task: “Is it necessary? Is it justified, given what can be achieved with its help?

Almost all organizations give their leaders responsibility for a wider range of tasks than they could handle personally. In order for them to bear this responsibility, they need other people to help them. This is called delegation - redistributing responsibility downwards. However, such transfer proves difficult for many organizers. They fear that important aspects of the job will be neglected or botched, and so they are tempted to take on all the important tasks themselves.

Despite the possible difficulties, there are countless cases when transfer of responsibility is required, and success accompanies those managers who delegate their authority skillfully. Delegation is a set of skills that can be developed. The key to successful devolution are the following: assess risk, delegate authority to capable people, measure delegation of authority, achieve a clear overall understanding of goals, monitor progress, conduct regular consultations, look for opportunities to delegate authority, understand the limits of your power.

There are two methods of influencing an entrepreneur on his subordinates. One -- called "negative reinforcement" -- is to look for the negative aspects of subordinates' performance. This method has long been used by people in power, it does change people's behavior, but it leads to shirking and decreased enthusiasm on both sides.

The opposite approach is to look for the beneficial aspects of a person's work and encourage and support precisely such behavior. Psychologists call it “positive reinforcement.” In this case, the manager specifically expends effort on identifying and rewarding the positive aspects of a person's contribution to work.

All those who have ever been managed admit that the worst rewarder for the work of subordinates is the boss who has no feedback at all. The employee experiences a lack of response to his work and, over time, loses interest in it. Everyday relationships between a manager and subordinates are manifested in various types of rewards.

The section is very easy to use. Just enter the desired word in the field provided, and we will give you a list of its meanings. I would like to note that our site provides data from various sources - encyclopedic, explanatory, word-formation dictionaries. Here you can also see examples of the use of the word you entered.

Meaning of the word enterprise

enterprise in the crossword dictionary

Explanatory dictionary of the Russian language. D.N. Ushakov

enterprise

enterprise, pl. no, w. (book). Enterprising character, resourcefulness combined with energy and practicality. Have great entrepreneurial spirit. Discover entrepreneurial spirit.

New explanatory dictionary of the Russian language, T. F. Efremova.

Examples of the use of the word entrepreneurship in literature.

Even their representative Lidia Ivanovna Kruglova was always here,” said Afonin, approving with all his heart enterprise Chumakov and Selyanin’s commercial vein.

Spirit enterprise, brought by Peter to this starry corner, has evaporated, he will suffocate in such a spiritless atmosphere!

Knowing my wife as a person absolutely devoid of such valuable character traits as efficiency, initiative and enterprise, Belyavsky was convinced that Stefania would flatly refuse to move to another city.

The first boiler that produced steam for sardines was a glorious creation. enterprise William Randolph - engineer, firefighter and at the same time the owner of the plant.

He suddenly needed to go to Bologna on some important business, and twice a day ministerial couriers delivered him there not so much government papers as news about the love affairs of young Marietta, about the anger of the formidable Giletti and enterprise Fabrizio.

By the way, tell me, is it really possible that during your reign the barbaric custom of hanging will not be abolished in England, and the law will continue to shackle young women? enterprise?

The desire for peace and sensual pleasures disposes people to obey the general authority, for with such desires a person deviates from the protection that his own enterprise and hard work.

Subsequently, the energy enterprise and the authority of Gossec ensured his service in the chapels of the princes of Conti and Condé.

Latin America is actually a mercantilist monstrosity in which years of government intervention have reduced efficiency and killed enterprise.

Belinsky highly valued Nekrasov’s sharp critical mind, poetic talent, deep knowledge of people’s life and the efficiency and efficiency inherited from the Yaroslavl people. enterprise.

Vsevolod might not have wanted the strengthening of Roman, who had already discovered in the Galician events enterprise and ambition, but still Rurik would have given him another volost, equivalent, or money with which he could hire Polovtsians and lure away the black hoods.

Joseph drew from Sterne the originality for his judgments, from Paul de Kock - gaiety and playfulness, from Lesage - capable enterprise, from Allan Kardec - the courage to speak in prophetic language the old nonsense of spiritualist philosophy.

The only difference between them was that Waltz, thanks to the spirit enterprise, characteristic of his people, he knew how to earn money, and now, being ten years older than Jaime, he had enough money to feel independent and satisfy his modest needs as an old bachelor.

Expanding the rights of enterprises, introducing self-financing and strengthening the socialist enterprise acquire real content only if the activity of the working person himself increases.

Perestroika is a comprehensive intensification of the Soviet economy, the restoration and development of the principles of democratic centralism in managing the national economy, the widespread introduction of economic management methods, the abandonment of command and administration, the full encouragement of innovation and socialist enterprise.

(book). Enterprising character, resourcefulness combined with energy and practicality. Have great entrepreneurial spirit. Discover entrepreneurial spirit.

Ushakov's Explanatory Dictionary. D.N. Ushakov. 1935-1940.

Synonyms:

See what “ENTREPRENEURSHIP” is in other dictionaries:

Cm … Synonym dictionary

ENTERPRISE, oh, oh; Iv. Able to undertake something. at the right time, resourceful and practical. P. businessman. Ozhegov's explanatory dictionary. S.I. Ozhegov, N.Yu. Shvedova. 1949 1992 … Ozhegov's Explanatory Dictionary

- (enterprise) 1. Entrepreneurial organization, private or public (public). 2. The combination of initiative, foresight and desire to take risks, which is necessary for successful entrepreneurial activity. Economy. Intelligent... ... Economic dictionary

enterprise- - [A.S. Goldberg. English-Russian energy dictionary. 2006] Topics: energy in general EN enterprise ... Technical Translator's Guide

enterprise- great enterprise, exceptional enterprise, great enterprise... Dictionary of Russian Idioms

Enterprise- a morally volitional quality of a person, manifested in the ability and ability to quickly find the necessary and optimal solutions, to use “the right actions at the right moment.” Entrepreneurship includes practicality, resourcefulness,... ... Fundamentals of spiritual culture (teacher's encyclopedic dictionary)

J. abstract noun according to adj. enterprising 1. Efremova’s explanatory dictionary. T. F. Efremova. 2000... Modern explanatory dictionary of the Russian language by Efremova

Enterprise, enterprise, enterprise, enterprise, enterprise, enterprise, enterprise, enterprise, enterprise, enterprise, enterprise, enterprise (Source: “Full ... ... Forms of words

London Business School An entrepreneur, a businessman in the modern sense, is any person who personally carries out business activities and enters into market relations with other business entities solely of his own free will.... ... Wikipedia

enterprise- entrepreneurial spirit, and... Russian spelling dictionary

Books

• Underground millionaires: the whole truth about private business in the USSR, Mikhail Kozyrev. Did “business” exist or not exist in the USSR? And what kind of “business” was this? Entrepreneurship, initiative, freedom - did this exist in Soviet times? Is it there today? It would seem that life... eBook
• Novgorod alternative. The true capital of Rus', Andrei Burovsky. If Kyiv is “the mother of Russian cities,” then who is the father? Which city personified the masculine, active principle of Ancient Rus'? Who sang the Dnieper beauty, giving birth to Russian civilization? Certainly,…

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

• 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 gain. 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.

LIST OF REFERENCES USED

1. Denisov V.M. Manager resources // Management in Russia and abroad. - 2003. - No. 4.

2. Kuzin F.A. Do business beautifully. - M.: INFRA-M, 2001.

3. Leadership and management [Electronic resource]: http://www.cecsi.ru/coach/leadership_vs_management.html

4. Omarov A.M. Entrepreneurship of the leader. - M.: Polyizdat, 2003.

5. The need for entrepreneurship [Electronic resource]: http://www.rukovoditel.biz/?page_id=17

6. Surkov S.A. Ideals of a manager and the realities of life // Management in Russia and abroad. - 2003. - No. 1.

7. The essence of a manager’s activity [Electronic resource]: http://book.geum.ru/docum68.htm

Similar documents

Organizational and economic characteristics of OJSC "IKAR" of the Order of Honor Kurgan Pipeline Fittings Plant. The entrepreneurial spirit of a manager in an organization as the basis for enriching the content of his work. Delegation of authority in nurturing entrepreneurship.

course work, added 01/11/2011


Management as a profession. Requirements for a library manager. Business communication of a manager. Prospects for the development of the library manager profession. Requirements for a leader among women and men. Manager's job description.

thesis, added 11/26/2012


The evolution of technological theories of a leader's personality, "situationism"; the role of a manager in enterprise management; features of professional activity. Personality formation and requirements for business qualities of a top manager in modern business.

course work, added 01/24/2012


The essence, functions and role of a manager as the head of an enterprise. Stages of preparation and methods of making management decisions. The main personality traits of a manager. Application of ethics and psychology in management. Analysis of the personality of a manager at an enterprise.

course work, added 12/06/2012


The concept, role and place of a manager in the management system. Basic requirements for the personal and business qualities of a modern manager. Identification of the influence of a manager’s professional qualities on his activities. Classification of manager roles.

course work, added 01/22/2013


Subject and object of sociology of management. Leadership qualities of a manager, methods of their development and requirements for a specialist in this field. Stages of preparation and methods of decision making. Psychological aspects of the personality of an effective leader.

course work, added 05/28/2014


Conditions for education in management, goals and ideological basis, basic methods and means of educational activities. The role of the manager in the management and education of personnel. Studying the principles of educational activities of a manager and determining the types of leaders.

course work, added 08/20/2009


The role of a manager in an organization. The image of a leader in a modern organization. Concept, options and functions of image. Exchange of business cards. Mechanisms and psychological aspects of image formation. Basic requirements for a manager.

course work, added 07/19/2008


Theoretical aspects of a manager's activity in managing an organization at the present stage. Brief description of the organizational and economic activities of LLC Travel Company "Zenith". Development of recommendations for improving the manager’s performance.

course work, added 04/07/2014


Management as science, practice and art. Leadership style: concept, classification. Requirements for a manager. The nature of work and the role of managers in organizations. Basic qualities required for a manager. Responsibilities of a recruiting manager.

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.
	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, abilities, skills 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 a competitive environment.

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 his own risk, actions for the sake of obtaining 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 corresponding chapters of a management textbook) and an entrepreneur.

Task 4

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