Entrepreneurship and Small Business Management
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Running head: ENTREPRENEURSHIP
Entrepreneurship and Small Business Management
Entrepreneurship and Small Business Management
ENTREPRENEURSHIP 2
Table of Contents
Introduction .................................................................................................................................................3
P1: different types of entrepreneurial ventures and its relation to typology of entrepreneurship
ventures ........................................................................................................................................................3
P2: Similarities and differences between Social Entrepreneurship and Lifestyle Entrepreneurship .5
P3: Relevant data and statistics to assess micro and small businesses Impact on the UK economy ... 7
P4: Importance of small businesses and business start-ups to the growth of the social economy in
the UK ..........................................................................................................................................................8
P5. Characteristic traits and skills of Oprah Winfrey and Bill Gates, and stating its differentiation
from those of business managers ............................................................................................................... 9
P6. Aspects of the entrepreneurial personality of Oprah (Case Study 1) and Bill gates (Case Study
2) .................................................................................................................................................................11
M3. Different lines of argument relating to entrepreneurial characteristics ......................................12
P7. Impact of personal background and experience of Oprah and Bill gates on hindering or
fostering entrepreneurship .......................................................................................................................13
M4. Link between entrepreneurial characteristics and the influence of personal Background and
experience to Oprah Winfrey (Case Study 1) and Bill gates (Case Study 2) .......................................14
Conclusion .................................................................................................................................................14
References ..................................................................................................................................................15
Table of Contents
Introduction .................................................................................................................................................3
P1: different types of entrepreneurial ventures and its relation to typology of entrepreneurship
ventures ........................................................................................................................................................3
P2: Similarities and differences between Social Entrepreneurship and Lifestyle Entrepreneurship .5
P3: Relevant data and statistics to assess micro and small businesses Impact on the UK economy ... 7
P4: Importance of small businesses and business start-ups to the growth of the social economy in
the UK ..........................................................................................................................................................8
P5. Characteristic traits and skills of Oprah Winfrey and Bill Gates, and stating its differentiation
from those of business managers ............................................................................................................... 9
P6. Aspects of the entrepreneurial personality of Oprah (Case Study 1) and Bill gates (Case Study
2) .................................................................................................................................................................11
M3. Different lines of argument relating to entrepreneurial characteristics ......................................12
P7. Impact of personal background and experience of Oprah and Bill gates on hindering or
fostering entrepreneurship .......................................................................................................................13
M4. Link between entrepreneurial characteristics and the influence of personal Background and
experience to Oprah Winfrey (Case Study 1) and Bill gates (Case Study 2) .......................................14
Conclusion .................................................................................................................................................14
References ..................................................................................................................................................15
ENTREPRENEURSHIP 3
Introduction
This report discusses different types of entrepreneurial ventures as well as, relates it to typology
of entrepreneurship ventures. It also interprets relevant data with statistics in order to
demonstrate the micro with small businesses impact on economy. This report examines different
aspects of entrepreneurial personality that reflects entrepreneurial motivation as well as, mindset.
This report also takes into consideration of link among entrepreneurial characteristics as well as,
influence of personal background with experiences to particular successful entrepreneurs.
P1: different types of entrepreneurial ventures and its relation to typology of
entrepreneurship ventures
Entrepreneurial:
An entrepreneur is an individual who initiates with operates business to limited resources as well
as, taking consideration of all risks with rewards of a business venture. Moreover, business plan
is generally related to branding new innovation and products or services rather than related to the
current business model1. These types of entrepreneurial ventures would have goal of maximum
returns as well as, the higher extent of uncertainty. In addition, entrepreneurs have no issues for
taking place their security of money with career to stake and to take unrestricted uncertainties on
encouragement with spending time as money on making a connection with the uncertain
venture2.
Intrapreneurship:
1 "Entrepreneurship in Family Firms, Business Families, and Family Business Groups", in
Journal of Small Business Management, vol. 53, 2015, 1290-1290.
2 T Turner & P Gianiodis, "Entrepreneurship Unleashed: Understanding Entrepreneurial
Education outside of the Business School", in Journal of Small Business Management, vol. 56,
2017, 131-149.
Introduction
This report discusses different types of entrepreneurial ventures as well as, relates it to typology
of entrepreneurship ventures. It also interprets relevant data with statistics in order to
demonstrate the micro with small businesses impact on economy. This report examines different
aspects of entrepreneurial personality that reflects entrepreneurial motivation as well as, mindset.
This report also takes into consideration of link among entrepreneurial characteristics as well as,
influence of personal background with experiences to particular successful entrepreneurs.
P1: different types of entrepreneurial ventures and its relation to typology of
entrepreneurship ventures
Entrepreneurial:
An entrepreneur is an individual who initiates with operates business to limited resources as well
as, taking consideration of all risks with rewards of a business venture. Moreover, business plan
is generally related to branding new innovation and products or services rather than related to the
current business model1. These types of entrepreneurial ventures would have goal of maximum
returns as well as, the higher extent of uncertainty. In addition, entrepreneurs have no issues for
taking place their security of money with career to stake and to take unrestricted uncertainties on
encouragement with spending time as money on making a connection with the uncertain
venture2.
Intrapreneurship:
1 "Entrepreneurship in Family Firms, Business Families, and Family Business Groups", in
Journal of Small Business Management, vol. 53, 2015, 1290-1290.
2 T Turner & P Gianiodis, "Entrepreneurship Unleashed: Understanding Entrepreneurial
Education outside of the Business School", in Journal of Small Business Management, vol. 56,
2017, 131-149.
ENTREPRENEURSHIP 4
Intrapreneurship is related to the entrepreneur within Bugger Company. These are usually
extremely self-encouraged, action-oriented individual, as well as, proactive who easily makes the
decision with initiatives of their own. They work within the boundaries of companies as well as,
makes innovative products with services. The key element is that intrapreneur is in reassure areas
as; they recognize that malfunction does not have any individual expenses. It could be also
equivalent to an entrepreneur as an organization would recover losses that create through failure3.
An intrapreneur always emphasizes on particular concerns and their area is to involve the
procedure for an organization as compared with the whole companies. The particular concern
could be required competency directly or gaining the productivity. Moreover, intrapreneur has
competency for driving some modern phases in terms of serving better circumstances for the
company via delivering products and services4.
Managerial:
At the workplace, an individual organizes the human resources to perform better work and it is
called managerial workforce. These are generally paid workforces who have the power to make
transformation at the workplace with earlier approval. These people are very tactical in terms of
personality as well as, always in hasten with respect to managing subordinates and others5. These
are basically accountable in terms of managing day to day practices. When there is no modern
practices come from their area then it could be feasible as they are within firm in order to
complete their regular job. In addition, they can also believe regarding ways for making efficient
to others as well as, ways to connect one thing to another6.
3 D Winkel, "The Changing Face of Entrepreneurship Education", in Journal of Small Business
Management, vol. 51, 2013, 313-314.
4 "Entrepreneurship Everywhere... Across Campus, Across Communities, and Across
Borders", in Journal of Small Business Management, vol. 53, 2015, 1289-1289.
5 A Carsrud & M Cucculelli, "Family Firms, Entrepreneurship, and Economic Development", in
Journal of Small Business Management, vol. 52, 2014, 189-191.
6 M Fretschner & H Lampe, "Detecting Hidden Sorting and Alignment Effects of
Entrepreneurship Education", in Journal of Small Business Management, 2018.
Intrapreneurship is related to the entrepreneur within Bugger Company. These are usually
extremely self-encouraged, action-oriented individual, as well as, proactive who easily makes the
decision with initiatives of their own. They work within the boundaries of companies as well as,
makes innovative products with services. The key element is that intrapreneur is in reassure areas
as; they recognize that malfunction does not have any individual expenses. It could be also
equivalent to an entrepreneur as an organization would recover losses that create through failure3.
An intrapreneur always emphasizes on particular concerns and their area is to involve the
procedure for an organization as compared with the whole companies. The particular concern
could be required competency directly or gaining the productivity. Moreover, intrapreneur has
competency for driving some modern phases in terms of serving better circumstances for the
company via delivering products and services4.
Managerial:
At the workplace, an individual organizes the human resources to perform better work and it is
called managerial workforce. These are generally paid workforces who have the power to make
transformation at the workplace with earlier approval. These people are very tactical in terms of
personality as well as, always in hasten with respect to managing subordinates and others5. These
are basically accountable in terms of managing day to day practices. When there is no modern
practices come from their area then it could be feasible as they are within firm in order to
complete their regular job. In addition, they can also believe regarding ways for making efficient
to others as well as, ways to connect one thing to another6.
3 D Winkel, "The Changing Face of Entrepreneurship Education", in Journal of Small Business
Management, vol. 51, 2013, 313-314.
4 "Entrepreneurship Everywhere... Across Campus, Across Communities, and Across
Borders", in Journal of Small Business Management, vol. 53, 2015, 1289-1289.
5 A Carsrud & M Cucculelli, "Family Firms, Entrepreneurship, and Economic Development", in
Journal of Small Business Management, vol. 52, 2014, 189-191.
6 M Fretschner & H Lampe, "Detecting Hidden Sorting and Alignment Effects of
Entrepreneurship Education", in Journal of Small Business Management, 2018.
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