SMITH 2008 Being Differently Abled.Pdf
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Business2-Lesson7 Entreprenuership.Pages
Business 2 - Lesson 7 Entrepreneurship Page !1 Source: https://en.wikipedia.org/wiki/Entrepreneurship Entrepreneurship is the process of starting a business, typically a startup company offering an innovative product, process or service.[1] The entrepreneur perceives an opportunity and often exhibits biases in taking the decision to exploit the opportunity. The exploitation of entrepreneurial opportunities includes design actions to develop a business plan, acquire the human, financial and other required resources, and to be responsible for its success or failure.[2] Entrepreneurship may operate within an entrepreneurship ecosystem which includes government programs and services that support entrepreneurs, entrepreneurship resources (e.g., business incubators and seed accelerators), entrepreneurship education and training and financing (e.g., loans, venture capital financing, and grants). Etymology and historical usage Entrepreneur is a loanword from French.[9] First used in 1723, today the term entrepreneur implies qualities of leadership, initiative and innovation in new venture design. Economist Robert Reich has called team-building, leadership, and management ability essential qualities for the entrepreneur.[10] [11] Historically the study of entrepreneurship reaches back to the work in the late 17th and early 18th centuries of Richard Cantillon and Adam Smith, which was foundational to classical economics, and contemporarily, entrepreneurship is studied in the discipline of management. Joseph Schumpeter In the 20th century, entrepreneurship was studied by Joseph Schumpeter in the 1930s and other Austrian economists such as Carl Menger, Ludwig von Mises and Friedrich von Hayek. The term "entrepreneurship" was coined around the 1920s, while the loan from French of the word entrepreneur dates to the 1850s. -
Employability and Entrepreneurship E-Guide
Employability and Entrepreneurship E-guide Get Ready for Opportunities in the World of Work- GROWW Strategies and Initiaitves New in Education to Reinforce Grounding in Employability and Entrepreneurship - SINERGEE 2016-1-BG01-KA219-023639 GROWW SINERGEE ERASMUS+, КА 2 This project has been funded with support from the EC 1 Employability and Entrepreneurship E-guide ABOUT THE PROJECT GROWW - Getting Ready for the Opportunities in the World of Work - apart from being the aim of each individual, one's personal goal to achieve growth and professional fulment either as employee or entrepreneur, is also a common venture. What counts is not just being a successful individual but how to personally contribute to a group, a team, the community, and be a useful team player. It was a large project partnership to facilitate the broadest range of perspectives, experiences and examples of good practices from different cultural backgrounds. Seven partners -Bulgaria, Finland, France, Italy, Roumania, Poland, Portugal brought together their skills, knowledge and expertise to work towards what is today's school major task - to teach students (aged 15-20) to recognise and develop their potential as individuals and teammates and build up the right set of attitudes, skills and knowledge that can ensure their capability of being effective in the workplace to the benefit of themselves and society. SINERGEE - Strategies and Initiatives, New in Education to Reinforce Grounding in Employability and Entrepreneurship ( including social entrepreneurship) - was focused on. We intended to apply innovation and exchange good practices in diverse learning based on working life needs. Throughout the two years the project lasted participating students were engaged in activities that encouraged learning by doing - they collaborated, learned and trained, searched and investigated, examined, compared, prioritised and analyzed, planned, organised, initiated, created, implemented and evaluated with the strong involvement of their teachers, school management, parents and community. -
Guru Guide™ to Entrepreneurship Boyett *I-Xvi 001-171 9/18/00 15:30 Page Ii Boyett *I-Xvi 001-171 9/18/00 15:30 Page Iii
B u s i n e s s C u l i n a r y A r c h i t e c t u r e C o m p u t e r G e n e r a l I n t e r e s t C h i l d r e n L i f e S c i e n c e s B i o g r a p h y A c c o u n t i n g F i n a n c e M a t h e m a t i c s H i s t o r y S e l f - I m p r o v e m e n t H e a l t h E n g i n e e r i n g G r a p h i c D e s i g n A p p l i e d S c i e n c e s P s y c h o l o g y I n t e r i o r D e s i g n B i o l o g y C h e m i s t r y WILEYe WILEY JOSSEY-BASS B O O K PFEIFFER J.K.LASSER CAPSTONE WILEY-LISS WILEY-VCH WILEY-INTERSCIENCE Boyett_*i-xvi_001-171 9/18/00 15:30 Page i The Guru Guide™ to Entrepreneurship Boyett_*i-xvi_001-171 9/18/00 15:30 Page ii Boyett_*i-xvi_001-171 9/18/00 15:30 Page iii The Guru Guide™ to Entrepreneurship A Concise Guide to the Best Ideas from the World’s Top Entrepreneurs Joseph H. -
Entrepreneur Skills HIGH SCHOOL
Entrepreneur Skills HIGH SCHOOL This course focuses on the fundamental concepts of business and entrepreneurship. Students learn how entrepreneurship is shaped and promoted in economies. The course emphasizes specific themes, such as the role of entrepreneurship in economies, how industries emerge and evolve by the growth of entrepreneurial firms, the history of entrepreneurs in American society, and how product innovation great wealth and quality of life for many. Basics of business and entrepreneurial concepts are included such as lean canvas, bootstrapping, investment capital, entrepreneurial mindset, cost of one unit, business models, competitive strategies, and consumer behavior. Projects are incorporated throughout the course demonstrating how the concepts are applied. Meets University of California Doorways G requirements. Entrepreneur Skills DR. TIMOTHY M. STEARNS Entrepreneur Skills HIGH SCHOOL Entrepreneur Skills TABLE OF CONTENTS Unit 1: Who Are Entrepreneurs? 7 Unit 6: MarketMarketing AnalysiS Plan and Sales 113 Lesson 1.1: Creativity Overview 9 Lesson 6.1: What Is Marketing? 115 Lesson 1.2: Design Thinking 11 Lesson 6.2: Goal Setting 117 Lesson 1.3: Understanding Systems 13 Lesson 6.3: Idea Feasibility 119 Lesson 1.4: Free-Enterprise Systems 15 Lesson 6.4: Opportunity Drivers 123 Lesson 1.5: Entrepreneurial Ecosystems 19 Lesson 6.5: Retail Feasibility 125 Lesson 1.6: Who Are Entrepreneurs? 21 Lesson 6.6: Protecting Your Product 127 Lesson 6.7: Product Management 139 Unit 2: Am I an Entrepreneur? 27 Lesson 2.1: Personal Assessment: -
E-N-T-R-E-P-R-E-N-E-U-R by Marsha Masters, Economics Arkansas
E-N-T-R-E-P-R-E-N-E-U-R By Marsha Masters, Economics Arkansas Lesson Description What does it take to become an entrepreneur? This project based learning project allows students to enter the minds of local and nationally known entrepreneurs to identify the “secrets of their success- es.” A rubric provides students a roadmap to guide their research. Poster sessions for students, fami- lies, and community leaders will enlighten everyone. Grades 3-4 Concepts • Benefit: Monetary or non-monetary gain received because of an action taken or a decision made. • Cost: An amount that must be paid or spent to buy or obtain something. The effort, loss or sacri- fice necessary to achieve or obtain something. • Entrepreneur: One who draws upon his or her skills and initiative to launch a new business ven- ture with the aim of making a profit. Often a risk-taker, inclined to see opportunity when others do not. • Expenses: Amounts paid for resources (land, labor, capital and entrepreneurship) used to produce goods and services. • Incentives: Any reward or benefit, such as money, advantage or good feeling, that motivates peo- ple to do something. • Profit: Income received for entrepreneurial skills and risk-taking, calculated by subtracting all of a firm’s explicit and implicit costs from its total revenues. • Productive Resources: Natural resources, human resources, capital resources and entrepreneur- ship used to make goods and services. • Revenues: The money a business receives from customers who buy its goods and services. Not to be confused with profit. Standards Arkansas Economic Standards • E.5.3.2: Articulate ways entrepreneurs and businesses organize human, natural, and capital re- sources to produce goods and services in Arkansas D2.Eco.4, 7.3-5 • E.5.4.2: Articulate ways entrepreneurs and businesses in Arkansas and the United States organize human, natural, and capital resources to produce goods and services D2.Eco.4, 7.3-5 Arkansas English Language Arts Standards Grade 3 • W.3.7 Conduct short research projects that build knowledge about a topic. -
The Role of Disruptive Innovation, Personality Characteristics, and Business Models on Entrepreneurial Success Will Shannon Claremont Mckenna College
Claremont Colleges Scholarship @ Claremont CMC Senior Theses CMC Student Scholarship 2016 The Role of Disruptive Innovation, Personality Characteristics, and Business Models on Entrepreneurial Success Will Shannon Claremont McKenna College Recommended Citation Shannon, Will, "The Role of Disruptive Innovation, Personality Characteristics, and Business Models on Entrepreneurial Success" (2016). CMC Senior Theses. Paper 1232. http://scholarship.claremont.edu/cmc_theses/1232 This Open Access Senior Thesis is brought to you by Scholarship@Claremont. It has been accepted for inclusion in this collection by an authorized administrator. For more information, please contact [email protected]. Claremont McKenna College The Role of Disruptive Innovation, Personality Characteristics, and Business Models on Entrepreneurial Success submitted to Jay Conger and Dean Peter Uvin by William Shannon for Senior Thesis Fall 2015 November 30th, 2015 2 3 TABLE OF CONTENTS Title Page………………………………………………………………………….1 Abstract……………………………………………………………………………4 Introduction………………………………………………………………………..5 Clayton Christensen: Disruptive Leadership……………………………………...6 Chapter 2: The Formative Years…………………………………………………13 Chapter 3: Ideation & Marketplace Dynamics…………………………………..43 Chapter 4: Business Models……………………………………………………...64 Chapter 5: Institutionalization……………………………………………………91 Conclusion……………………………………………………………………….98 Figures…………………………………………………………………………..100 Works Cited…………………………………………………………………….101 4 ABSTRACT Disruptive Innovation, according to the term’s founder