UNIT 2.2 ENTREPRENEURSHIP SKILLS - abilities & skills in healtcare

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Entrepreneurial Abilities And Skills In Healthcare Working


Environment


(Lecture 2 hour, Tutorial 1 hours, Practical 4 hours)



JULIE JAMES ABDULLAH

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Learning Outcome




1. Compare the types of entrepreneurship.


2. Demonstrate entrepreneurial skills in


healthcare environment.



3. Outline entrepreneurial skills in various

health organizations.

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Content Outline




1. Types of entrepreneurship


• Necessity based



• Opportunity based



• Knowledge based



• Team based

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Content Outline




2. Entrepreneurship factors


• Pull factor



• Push factor

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Content Outline




3. Practical


• Structured educational visit



• hospital facilities, health clinics

Reflective report writing
• corporate - private facilities

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INTRODUCTION

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Introduction






• There are numerous challenges that cause

person to suffer from high unemployment.


➢Lack of infrastructure and resources


➢low private enterprise investment



➢pervasive corruption


➢bloated public sectors


➢gender inequality


➢poverty

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Introduction





• To overcome such barriers,


entrepreneurship can play a crucial role in

economic growth, innovation and

competitiveness to alleviate poverty in

developing countries (Landes, 2015).







• To achieve the highest level of sustainable

economic growth and employment, many

countries promote entrepreneurship

(OECD Council Report, 2012).

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Introduction






• Individuals decide to start-up a business

venture because



➢combination of motivations


➢driven either necessity-driven or


opportunity-driven



(Devins, 2009; Benz, 2009; Williams &

Williams, 2014).

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Introduction





• As Minniti et al. (2006)


➢nearly all individuals starting-up

business can be category in to two

categories.


➢The idea of necessity and opportunity

entrepreneurship relates to the earlier

work


➢unemployed individuals may become

self-employed to afford the cost of

living.

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TYPES OF








ENTREPRENEURS

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Types of Entrepreneurs




Depending upon the level of willingness to create innovative ideas, there can be the following types of entrepreneurs




Innovative entrepreneurs 01 02 Fabian entrepreneurs
Ability to think newer, better and more Term ‘fabian’ is ‘a person seeking victory by delay
economical ideas of business organisation rather than by a decisive battle’. Fabian
and management. entrepreneurs are those individuals who do not show
initiative in visualising and implementing new ideas
They are the business leaders and and innovations wait for some development which
contributors to the economic development would motivate them to initiate unless there is an
of a country. imminent threat to their very existence.




Imitating entrepreneurs 03 04 Drone entrepreneurs
These entrepreneurs are people who follow The dictionary meaning of the term ‘drone’
the path shown by innovative is ‘a person who lives on the labor of
entrepreneurs. others’.

They imitate innovative entrepreneurs Drone entrepreneurs are those individuals
because the environment in which they who are satisfied with the existing mode
operate is such that it does not permit them and speed of business activity and show no
to have creative and innovative ideas on inclination in gaining market leadership. In

their own. other words, drone entrepreneurs are die-

Found in countries and situations marked hard conservatives and even ready to suffer
with weak industrial and institutional base the loss of business.
which creates difficulties in initiating
innovative ideas.

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Types of Entrepreneurs




Depending upon the level of willingness to create innovative ideas, there can be the following types of entrepreneurs








05 Social Entrepreneur
Social entrepreneurs drive social innovation and

transformation in various fields including education,
health, human rights, workers’ rights, environment
and enterprise development.

They undertake poverty alleviation objectives with
the passion of an entrepreneur, business practices
and dare to overcome traditional practices and to
innovate.

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TYPES OF








ENTREPRENEURSHIP

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TYPES OF ENTREPRENEURSHIP










Necessity based 01 02 Opportunity based


Individuals who do not Individuals would take

have better choices for advantage of business


work. opportunities.









Knowledge based 03 04 Team based


Innovation urge person Business ventures are


with knowledge to undertaken by


evolve new entrepreneurial teams

organizational culture. rather than individual.

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TYPES OF ENTREPRENEURSHIP






1. Necessity Based




Necessity-driven entrepreneurship common in developing countries,
and is used to get access to a more comfortable life.


• institutions are pushing for entrepreneurship as a tool to allow
reduction of poverty in most developing countries


• technology offers plenty of new opportunities to propose new
business solutions




The necessity-driven entrepreneurs are pushed into entrepreneurship


because all other options for work are absent or unsatisfactory




Exists when there are "no better choices for work“.

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TYPES OF ENTREPRENEURSHIP







2. Opportunity Based




Opportunity driven entrepreneurs are attracted to the world of

entrepreneurship mostly out of choice to exploit some business

opportunity




Start-up efforts to take advantage of a business opportunity




Pursue a business opportunity for personal interest, often

when they are still wage-employed




Individuals who start out of necessity motivations, entrepreneurship is

often the best, but not necessarily the preferred, occupation. (Verheul

et al., 2010)

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TYPES OF ENTREPRENEURSHIP







3. Knowledge Based




The innovativeness of a company means its openness to new ideas as

part of its organisational culture.




The level of innovativeness is different among entrepreneurs and

companies due to many factors, both individual and environmental.




Among individual factors of innovativeness there are high educational

attainment, unemployment and a high degree of self-confidence

(Koellinger, 2008).




Innovativeness of firms is positively linked to their engagement in the

development of new markets, especially by entering new export

markets (North and Smallbone, 2000).

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TYPES OF ENTREPRENEURSHIP







3. Knowledge Based




The stage of development in company life is the next factor

determining innovation.




New entrant firms tend to present the highest probability of innovation

and the oldest companies the lowest (Huergo and Jaumandreu, 2004).




This entrepreneurship generated by industry R&D, university R&D and

skilled labour (Audretsch and Feldman, 1996)




Generate new knowledge, which can lead to both product and

process innovation. The knowledge which constitutes the basis of

innovation can then be utilised by both newly created and existing

firms.






*Research & Development (R&D)

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TYPES OF ENTREPRENEURSHIP







4. Team Based




A high level of market competitiveness, uncertainty and complexity

stimulates entrepreneurs to create innovative projects and products to

build their business positions.




The main resource required for operating creatively and being agile is

multidisciplinary knowledge integration.




As a result, the potential usage of entrepreneurial teams in the

development of new ventures is increasingly popular.




Under conditions of limited resources, which is typical for new

business ventures, the role of teams in entrepreneurial projects is

unarguable (Yoon, H., 2018). .

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TYPES OF ENTREPRENEURSHIP





4. Team Based




The team can compensate for individual weaknesses and utilize

financial, mental and emotional resources together with talent,

experiences and skills to strengthen the social capital of the enterprise

(Harper, D.A., 2008).




Entrepreneurial teams are more effective in responding to complexity

and changes in the environment, which results in teams better

overcoming challenges, troubles and crises.




New firms established by entrepreneurial teams more often grow

faster and operate successfully on the market (Schenkel, M.T.;

Garrison, G., 2009).




When working in teams, people feel support and fulfil their affiliation

need, which increases their satisfaction and reduces the stress

level

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ENTREPRENEURSHIP








FACTORS

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ENTREPRENEURSHIP FACTORS


















Why does an individual take the


personal and financial risks

associated with setting


up a new venture?






What motivates person to take

the risks?

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Entrepreneurship Factors


















Pull factor










Push factor

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PULL FACTOR












Positive Motivations include the need for

achievement, the desire to be independent,
Factors and opportunities for social development.







Pull factors form the basis for opportunity

entrepreneurs to set up a new venture.






Divide to different forms, Shane et al. (1991)


1. Recognition


2. Independence


3. Learning


4. Roles

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PUSH FACTOR












Negative May arise from (the risk of)
unemployment, family pressure, and

Factors individuals’ general dissatisfaction with

their current situation.






Necessity entrepreneurs are driven

mainly by push motivations.






Cause by


1. Unemployment


2. Transfer the business to the new

generation

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EXERCISE

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Exercise 1





i. Compare the types of entrepreneurship.



ii. Give examples scenarios on all the types


of entrepreneurship.




iii. Write your answer in slide presentation


format.

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Exercise 2





i. Divide into groups.



ii. Create a scenario in healthcare


environment.




iii. Demonstrate entrepreneurial skills in the


scenario you had created in a recorded


roleplay.

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REFERENCES





Audretsch, D.B. and Feldman, M.P. (1996). R&D spill overs and the geography of

innovation and production. The American Economic Review, Vol. 86, No. 3, pp.630–
640.


Devins, D., (2009). Enterprise in deprived areas: What role for start-ups?. International

Journal of Entrepreneurship and Small Business, vol. 8, no. 4, pp. 486-498.


Harper, D.A. (2008). Towards a theory of entrepreneurial teams. J. Bus. Ventur., 23, 613–

626


Huergo, E. and Jaumandreu, J. (2004). How does probability of innovation change with
firm age?. Small Business Economics, Vol. 22, Nos. 3/4, pp.193–207.


Koellinger, P. (2008). Why are some entrepreneurs more innovative than others?. Small

Business Economics, Vol. 31, No. 1, pp.21–37


Landes, D. S., (2015). Wealth and Poverty of Nations. Hachette UK.

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REFERENCES





Minniti, M., Bygrave, W., & Autio, E., (2006). Global Entrepreneurship Monitor: 2005

Executive report. London Business School.


North, D. and Smallbone, D. (2000). Innovative activity in SMEs and rural economic
development: Some evidence from England’. European Planning Studies, Vol. 8, No. 1,

pp.87–106.


OECD Council Report (2012). Gender equality in education. Employment and

entrepreneurship. OECD.


Schenkel, M.T.; Garrison, G. (2009). Exploring the roles of social capital and team-efficacy in
virtual entrepreneurial team performance. Manag. Res. News, 32, 525–538.


Shane, S., Kolvereid, L., & Westhead, P. (1991). An exploratory examination of the reasons

leading to new firm formation across country and gender. Journal of Business

Venturing, 6, 431–446.

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REFERENCES





Verheul, I, Thurik, R., Hessels, J. & Van Der Zwan, P. (2010). Factors Influencing the

Entrepreneurial Engagement of Opportunity and Necessity Entrepreneurs. EIM
Research Reports, H201011, March 2010, 1-24.


Williams, N., & Williams, C. C., (2014). Beyond necessity versus opportunity

entrepreneurship: Some lessons from English deprived urban neighbourhoods.

International Entrepreneurship and Management Journal, vol. 10, no. 1, pp. 23-40.


Yoon, H. (2018). Exploring the Role of Entrepreneurial Team Characteristics on
Entrepreneurial Orientation. Sage Open, 8, 1–14.