What kind of person is best suited to entrepreneurship?

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There is no easy answer to that question. In fact, research aimed at describing the  traits of entrepreneurs has failed to define a single personality  profile. In a comprehensive review of this topic, it is found that there  is no evidence of an ideal entrepreneurial personality. Great entrepreneurs can be gregarious or low-key, analytical or intuitive,  charismatic or boring, good with details or terrible, delegators or  control freaks. What you need is a capacity to execute in certain key  ways. It is important to note that evidence shows that entrepreneurial  activities and the entrepreneurial mind-set can be learned. 

Describe a  business person you either work with, or who owns a small business in  which you are familiar with in your location. 

  1. Define them as having  entrepreneurship characteristics/traits which allows you to define them  as having an entrepreneur mindset and behaviors. 
 
 
 

For this Application, you develop a survey instrument and describe your procedures for analyzing the data.

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Human and social services professionals are both consumers and producers of research. While having a thorough understanding of the meaning of research for professional practice is essential, it is also important for you to have a basic understanding of how to conduct research. Surveys can be one form of research used for all areas of your practice, but they are especially useful in needs assessment. You can use surveys to determine unmet client needs or the degree to which clients are satisfied with your current services. They may also be used to evaluate the effectiveness of a particular program offered by a school, hospital, organization, or agency.

For this Application, you develop a survey instrument and describe your procedures for analyzing the data. These experiences will help you to develop a foundational knowledge of survey methodology.

To Prepare

Imagine that you are creating a needs assessment for the professional issue or interest you identified in this week’s Discussion. Develop an operational definition for the construct you will need to measure (e.g., “job satisfaction”). Then, construct a 10-item survey to measure this construct. Your survey questions should be measurable and based on one of the designs in the Learning Resources (i.e., Likert scale, indexes, etc.).

The Assignment (2–3 pages):

Submit your 10-item survey and a brief explanation of the survey design used to construct it. Be sure to include the operationalized definition of the construct you wish to measure. Briefly explain your rationale for including the items and describe how you would collect and analyze data from the survey. Finally, explain at least one challenge in constructing a survey of this nature. Be specific and provide examples.

 

What competitor information categories are useful in competitor analysis? Are these categories appropriate for health care organizations?

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Assignment:

Exercises: 

  1. What competitor information categories are useful in competitor analysis? Are these categories appropriate for health care organizations? How can these information categories provide focus for information gathering and strategic decision making?
  2. Why is it important to clearly define the service area? How does managed care penetration affect service area definition?

Professional Development: 

Conduct a service area competitor analysis within your community. Keep it fairly small in scope (i.e. laser hair removal business, extended care facility for ventilator-dependant patients, etc.) so that it is manageable. Begin by introducing the macro issues (general and health care) and then use this outline as an initial guide:

  1. Specify the Service Category
  2. Delineate the Service Area. 
    1. General
    2. Economic
    3. Demographic
    4. Psychographic
    5. Health Status
  3. Perform a Service Area Structure Analysis 
    1. Threat of New Entrants
    2. Intensity of Rivalry
    3. Threat of Substitutes
    4. Power of Customers
    5. Power of Suppliers
  4. Do a Competitor Analysis/Identify Service Category Critical Success Factors
     
    1. Competitor Strengths and Weaknesses
    2. Critical Success Factors
    3. Strategic Groups
    4. Map Competitors
    5. Likely Responses of Competitors
  5. Identify and Map Strategic Groups
  6. Provide a Synthesis.

Ginter, P.M., Duncan, W.J., & Swayne, L.E. (2013). Strategic management of health care organizations (7th ed.). San Francisco: Jossey-Bass.

Summarize the ways through which sales and operations planning can be integrated.

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In this course, we discuss the importance of integrating sales and  operations. This idea of integrated management is indeed a key tenet of  supply chain and operations management practices today.

ASSIGNMENT:

Summarize  the ways through which sales and operations planning can be integrated.  

Then, extend your findings to additional supply chain management processes that you feel could be better integrated.

Which two (or more) processes did you integrate? Why and how?