Entrepreneurial

Personality
 Two Complementary Factors

Personality of
Environment the
Entrepreneur
 The Environment as
a Factor
● An entrepreneurship will survive
and grow in an environment that
is friendly or akin to it.
Figure 9. Economic Environment and
the Entrepreneur
Types of Economic The Entrepreneur’s
Environment
Those fully supportive of Task
Entrepreneurship
Easy

Those moderately supportive of less

Entrepreneurship Easy
Those not supportive of
hard
Entrepreneurship
 The Entrepreneur’s
Personality
● Every person has a personality that is
unique and different from others.
Each personality type has a
corresponding type of job that fits it.
Table 1. Personalities and Job Fit

Personality Entrepreneur’s Teacher’s Engineer’s Job

Types Job Job
A Perfect Fit Moderate Fit Unfit

B Unfit Perfect Fit Moderate Fit

C Moderate Fit Unfit Perfect Fit

 What is Personality
● Personality refers to the pattern of
characteristics that distinguishes one person
from another. It includes the person's traits,
values, motives, genetic blueprints, attitudes,
emotional reactivity, abilities, self-image,
intelligence and visible behavior patterns
Table 2. A Brief Description of
Holland’s Personality Types
This individual prefers activities involving
1.realistic aggressive behavior and physical exertion
requiring skill, strength, and coordination.

This individual prefers to be analytic, curious,

2.investigative methodical, and precise.

This person is expressive, nonconforming,

3. Artistic original, and introspective.
Table 2. A Brief Description of
Holland’s Personality Types
This person enjoys working with and helping
4.Social others and purposely avoids systematic
activities involving tools and machinery.

This person enjoys verbal activities to

5.Enterprising influence others and to attain power and
status.
This person enjoys the systematic manipulation of
6.conventional data, filing of records or reproducing materials.
 Characteristics of Entrepreneur

Successful entrepreneurs possess certain

characteristics that are unique and different
from those having occupations. This are the
following traits considered vital to a
successful career in entrepreneurship,based
in research:
Drive
Success in entrepreneurship becomes possible when the
entrepreneur is self-motivated to pursue his/her chosen
course without relenting even in the face of adversity.

Thinking Ability
are cognitive processes that we use to solve problems,
make different decisions, asking questions, making
plans, organising and creating information.
Human Relations Ability
refers to the ability to interact in a healthy manner
with others and build strong relationships. From the
perspective of managers in a company, it involves
the process of creating systems and
communication channels to enable group
employee relationships as well as strong one-on-
one relationships.
Ability to Communicate
Communication is defined as the ability to convey or
share ideas and feelings effectively.It is what enables
us to pass information to other people, and to
understand what is said to us.

Technical Knowledge
specialized knowledge and expertise required to
perform specific tasks and use specific tools and
programs in real world situations. They offer a wider
range of job opportunities and better salaries compared
to non-technical jobs.
Reasonable Risk Taker
When a person starts a new venture, he has already begun to
assume the risk of business failure. Entrepreneurs, however,
normally do not assume unreasonable risks.

Types of risk taker Level of risk taker Expected level of

benefits
Salaried Employee low low

Entrepreneur moderate moderate

Gambler high high

Goal Setter
Goals are very useful motivational tools, especially
those related to accomplishing the objectives of
entrepreneurs. A goal performs the following functions:

1. it directs one's attention to a specific target;

2. it encourages one to exert effort toward achieving
something specific;
3. it encourages persistence; and
4. it fosters the creation of strategies and action plans.
Accountable
The success of an enterprise will depend much on the
willingness of subordinates to comply with the wishes of the
entrepreneur. Compliance can be expected if the
entrepreneur is accountable enough to take responsibility for
whatever happens to the firm.

Innovative
A free enterprise economy like ours allows
business enterprises to flourish.
What motivates people to become
Entrepreneur

1. The desire to be one's own Boss.

2. The desire for financial rewards.
3. The desire to create one's own job security.
4. The desire to improve one's quality of life
 The Entrepreneur
and
The Manager Distinguished
The terms “entrepreneur” and “manager” are
sometimes used interchangeably. Although both
jobs are useful to the economy, each performs
distinct functions.
 Enterprise Stage Factor Emphasis
I. Prestart-up Business idea Full
Human Resource None
Capital None

II. Start-up Business idea None

Human Resource Limited
Capital Limited

III. Early growth Business idea None

Human Resource Escalating
Capital Escalating

IV. Later growth Business idea None

Human Resource Full
Capital Full

V. Stable enterprise Business idea None

Human Resource Full
Capital Full

Figure 10. Activity Emphasis of New Ventures

Enterprise Stage Activity Entrepreneur’s Manager’s
Involvement Involvement
I. Prestart-up Feasibility of an idea, product or
service, among others, is Full None
scrutinized.

II. Start-up Business if formed, necessary

capital is generated, facilities and
equipment are purchased, Full None
prototype of products are built,
market is tested.

III. Early growth With limited resources, selling is

undertaken in limited markets. Full None

IV. Later growth Structure management, long-

term financing, and facilities Declining Partial
planning are established.

V. Stable enterprise With bigger resources, recurring

sales and profits, selling is None Full
undertaken in bigger markets

Figure 11. The Entrepreneur’s Task vs. The Manager’s Task

 Business Activity Competitor’ s activity

Identify and seize ------------------------ Competitor is

Step 1 Opportunity unaware

Assemble resources Competitor slowly

Entrepreneur’s Step 2 ------------------------ become aware
Turf

Competitor
Step 3 Start Operation ------------------------ become fully
aware

Competitor makes
Step 4 Expand operation ------------------------ decision to operate

Manager’s Competitor starts

Step 5 Maximize profits ------------------------
Turf to operation

Step 6 Meet competition

------------------------ Competitor shares
in industry profits

Figure 12. Competition and the Complementary Functions of the Entrepreneur and the Manager
 Thank You for listening!
LEADER: DALIDA, ROSE PEARL B.

MEMBERS: BENDITAHAN, LYAN JOY SJ.

GIANSAY, COLLEEN ANDREA D.
IBANGA, ERIKA ESHA A.
JARLOYAN, ALLIAH JANE J.