3 Entrepreneurial work style The need for supportive, open and communicative policies, structures and cultures in effective entrepreneurial firms as the optimal crucible for successful innovations comes through very strongly from studies of innovation and successful entrepreneurship. However, the strong internal locus of control of successful entrepreneurs suggests there may be a difficulty in accepting the influence of others, powerful or not. And, the strong need for autonomy does not suggest a personality open to shar
2 Entrepreneurial qualities It is now widely accepted that, apart from the start up phase, most small firms in Europe are more concerned about survival rather than growth and relatively few are especially entrepreneurial (Gray 1998). Consequently, a lot of research in this field has focused on finding the characteristics that set entrepreneurs and their firms apart from others. Elizabeth Chell (1985, 1999), a social psychologist, has examined numerous psychological trait-based approaches and concluded that, whilst psych
1 Economic function of the entrepreneur Broadly, entrepreneurs have two vital roles to play in the economy (1) to introduce new ideas and (2) to energise business processes. Strictly speaking, the term entrepreneur, which derives from the French words entre (between) and prendre (to take), referred to someone who acted as an intermediary in undertaking to do something. The term was originally used to describe the activities of what today we might call an impresario, a promoter or a deal maker. The entrep
Learning outcomes After studying this unit you should: understand the nature of entrepreneurship; understand the function of the entrepreneur in the successful, commercial application of innovations; confirm your entrepreneurial business idea; identify personal attributes that enable best use of entrepreneurial opportunities; explore entrepreneurial leadership and management style; identify the requirements for building an
3.8 Following up the report The evaluation report will often contain recommendations for further actions and these may lead to new project ideas. Recommendations may relate to processes and procedures within the organisation. Project evaluation and debriefing can be a learning experience for the organisation as a whole, as well as for individuals. For example, British Petroleum gathers the lessons learnt from post-project appraisals in a series of booklets that are then used as guidance for writing project proposals. In
Project drift Project drift is a common problem when one project leads into another without a clear break, or when extra tasks, which were not identified at the beginning, are added to a project. If possible, significant changes of the latter kind should be treated separately as a follow-on project: otherwise they may not be properly resourced and this can have adverse consequences for motivation of the project team. 7.2.3 Sticking to one good argument While it may seem better to use as many arguments as possible to support a case you are trying to make, skilled negotiators tend to rely on fewer stronger arguments. This is because a weak argument does not add to a strong one, but has the opposite effect of diluting and weakening it. 7.2 Negotiation skills Negotiation skills are essential for the project manager to get individuals and groups to agree on a common approach to a project, despite their potentially conflicting interests and priorities. The project manager needs to be able to negotiate with suppliers and customers and individuals to adopt a particular course of action. It is also important that negotiation is conducted in a way that will build long-term relationships, rather than simply secure short-term gains. Effective negoti 5.2 Using political skills In particular, a project manager needs to employ good political skills in order to maintain the support of senior management, without allowing them to undermine or take over the project. However, this can raise questions about the ethics of their behaviour. Read the following account that was given by a member of an external consulting team working on a project for a local authority in Scotland. The project's objective was to revamp the structure of the council which had operated in much the 1.1 A definition One definition is ‘A project is a one-off, non-repeated activity or set of tasks which achieves clearly stated objectives within a time limit.’ Most managers work on projects, often small or short-term projects, rather than large ones that take several years to complete. Size or length of time do not indicate that one project is more important than another – often small projects pave Introduction Many managers find that they are required to manage projects. In this unit we aim to help you to take an overview of the features of a project and the issues that arise in managing a project. Once you have identified a piece of work as a project, you are able to use a number of management approaches that have proven effective in managing projects. A project is a one-off, non-repeated activity or set of tasks that achieves clearly stated objectives within a time limit. Most projects are goal-o Learning outcomes By the end of this unit, you should be able to: identify your objectives; assess what you have to offer; balance these against a practical framework of your personal circumstances; explore a range of reference sources to select what is most relevant; prepare an action plan, including evaluation of achievements; produce ongoing strategies to develop your voluntary work; understand employersâ 1.12 The politics of representation We turn now to consider Diana as an icon, as the subject of discourse. It could be said that Diana and the many words written about her form a discursive space (Gilbert et al., 1999; Silverstone, 1998). She is the rather enigmatic centre of many competing representations of royalty, femininity, democracy, the family, morality, celebrity, fashion, private versus public life which jostle with each other. Such a discursive space is a place of argument. To use another metaphor, it i 1.11.1 Subject positions In her analysis, Blackman is identifying a pattern in Diana's talk and relating it to other similar methods of self-representation found in our culture. It is worth thinking through this in more detail. One key claim of discourse researchers is that language positions people – discourse creates subject positions. What does this mean? To speak at all is to speak from a position (remember the discussion of footing in the previous section). Further than this, the positions or slots in c 1.8.1 Discursive practices are flexible In general terms, then, the interaction order is not a set of hard and fast rules which people follow like social dopes. Rather, discursive practices are flexible and creative resources. Genres may be mixed together and new genres can emerge. Part of the task of ethnographers of communication is to try to describe the diversity across social situations. In effect, they are charting what they call communicative ecologies (Gumperz, 1999): the variable and dynamic discursive practices fou 1.7.1 Footing The practices which make up a speech event or the interaction order can be quite fine grained. In documentary programmes such as Panorama, for instance, interviewers have to be particularly sensitive to the accusation that they are biased, that they are not sufficiently detached or impartial. As Clayman (1992) demonstrates, one way interviewers achieve this while still asking pertinent and provocative questions is through adjusting their footing. The term ‘footing’ again com 1.1 Introduction In this reading I focus on a piece of data to introduce some of the main themes and issues in discourse research. The material I have chosen to examine has historical interest. It is a public text of some import for British society and yet it also has a curiously private and confessional aspect. I am going to look at extracts from Princess Diana's interview with Martin Bashir which was screened in 1995 on Panorama – a British news-documentary television programme. What was stri References 1.6.1 Introduction Of course, there is another problem hovering in the background in respect to the Euro's international role: namely that of the enlargement of the EU. In the light of the analysis so far two areas are picked out here: monetary implications and fiscal policy implications. These are obviously closely related. Both of these raise questions about the costs involved for the new members and those set to join somewhere down the line. We concentrate on the monetary issue of joining the Euro-zone first 1.5.2 Consequences of introducing the Euro into the international system The jump in the Euro as currency of choice for bond denomination in 1999 in part reflects the advent of the Euro as a common currency across the Euro-zone. But is has also encouraged those countries in the EU who are not in the Euro-zone, or those not in the EU at all, to borrow in Euros as well. The point about the consolidation and integration of the Euro bond market discussed in Author(s):
