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Entrepreneurial Behavior

Chapter 8
Entrepreneurial Work Style

Entrepreneurial Work Style * as there is no one “entrepreneurial personality” and people have different styles of learning so too are there different management and leadership styles that vary between particular entrepreneurs. . in their particular firms facing their own particular set circumstances.

1. . David Kolb’s model (1973) – suggests that entrepreneurial success should be mainly determined by the individual’s ability to adapt and dominate continual changes in the business environment through exploring new opportunities and learning from past successes and mistakes.

Experiential Learning Cycle .

moves on to the stage of observation and reflection (reflector) on what has happened and why. then onto making sense of what has happened in the form of rule or guide for repeating successes or avoiding similar mistakes (theorist). setting up a new situation to test the new insights or rules (pragmatist) . and finally.* the cycle starts with a concrete experience (activist).

Kolb’s Learning Style .

They like to plan and carry out new activities. Converger – prefers to apply rules and to test them. 2. an approach that would be a strength in consultant and marketing firms. 3. . Diverger – able to see concrete experience from different perspectives and to pull different meanings from experience. it is useful in innovations based on R & D. They are people who tend to this style of learning as inventive and creative. Assimilator – attracted to creating models and concepts. A style that appeals to engineers and technical people. they are more prepared to accept risks and this may be the most entrepreneurial learning style.1. Accomodators – at ease in working with with other people. 4.

Assessment 6 – Learning Styles 1. Which style best reflects your own? 2. What sort of balance of learning styles do you think would best fit your needs? . Where would you place yourself on Kolb’s grid? 3.

learning styles are also likely to be linked to preferred management and leadership styles. . Peter Drucker (1985) – he maintains that innovation no longer results from chance activities but needs to be managed – whether in a big or small firm – as an organized and systematic process.2. Thus. This suggest that preferred learning styles will be directly related to the learning and skills needs perceived at the time and where they work in the enterprise value- cycle.

People . Structure – organizational and bureaucratic 2.focused . Three broad Management – Orientation 1. Two main categories used to distinguish the main approaches: 1. People – social and motivational 3. Task.focused 2. Change – entrepreneurial and innovative *management styles reflect the influences of the management orientation ( the requirements of where they manage in the value chain and individual personality).

Structured – rules and procedures 2. Supportive – helpful and enjoy the team’s trust . Standards – set or agree quality and performance standards 4. Five broad management behavioral styles 1. Merit – praise and reward good work 5. Delegative – happy for the subordinates to take some direct responsibility for their own work 3.

Leadership Styles .

are more likely to see themselves as being ‘one happy family’ 3.1. Normative style – firms that are governed by external rules and procedures 4. Directive style . Paternalistic style or participative style – growth-oriented small firms that have a history of growth.firm owners suggest that most like to see themselves in command 2. Innovative style – task focus and generally have a structured management style .

Assessment 9 – Teamwork Ability 1. Were many decisions taken spontaneously without full discussion? 4. Did group members seem dissatisfied that their views and strengths were not paid due respect? 7. Did group members lack opportunities to the learn the appropriate skills to participate fully? 10. Did some group members criticize but fail to participate in the decisions? 6. Did some types of people dominate more than others? 5. Did group members exhibit low commitment? 9. Was there a lack of shared common purposes (even if not well articulated? 2.Did you personally find it difficult to influence the decisions or discussions of the group? . Were members unclear about their own roles or tasks in the group? 8. Did group members fail to communicate with each other? 3.

end of session… .