Individual Report -Entrepreneurial Mindset - Interviewing Entrepreneurs Content Having the chance to interview people from an industry that interest you will help broaden your network and further...

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Individual Report -Entrepreneurial Mindset - Interviewing Entrepreneurs




Individual Report -Entrepreneurial Mindset - Interviewing Entrepreneurs Content Having the chance to interview people from an industry that interest you will help broaden your network and further embed yourself in the entrepreneurial ecosystem. This hands on learning experience may help open up new career avenues, win internships, access potential mentors, or even get hired! For this task, you are asked to interview three entrepreneurs, intrapreneurs or small business owners. That is, people who: · are currently business owners, or · have previously run a business or, · have currently been working within an organisation and has an active role in contributing to its vision and implementing its mission. It is your responsibility to find the entrepreneurs, intrapreneurs or small business owners to interview. The challenge of this assessment is for you to show initiative and find appropriate people to interview. The finding process starts during the first tutorial to  get you finding appropriate interviewees and continues outside class during your own time if needed. Your tutors will give guidance on (1) how to approach your interviewees, (2) how to build your interview questions, (3) how to run interviews, (4) how to code and analyse your interviews, and (6) how to write up your findings. Following the recommended practices delivered during tutorials will improve your marks and enable you to get a distinction or higher distinction. These interviews are not for academic research purposes and will only be used as a point of reflection for you and assessment in this class. Ideally, you would want to make sure to run the three interviews no later than the end of week 7 to give yourself at least three weeks to write and submit your report by the end of week 10.  If you find yourself running out of time (meaning by week 3 you still haven’t found any response from any potential interviewee) do let your tutor know in order to try and help you mitigate your situation. In exceptional situations where you were unable to identify the entrepreneurs, intrapreneurs or small business owners despite the help of your tutor, you may be given the green light to use secondary data to build and develop a response to your interview questions. In this case, the entrepreneurs that you are expected to research need to have been reported on from a variety of secondary data sources (articles, books, interviews, documentaries). The people you choose to interview could be: · An entrepreneur or small business owner you know in Australia or from your home country. · A friend or family member who runs their own business. · Someone you know who runs a for-profit or not-for profit organisation. · Someone you have tried approaching via email and is willing to help out. It is very crucial here to indicate to the interviewee that the interviews are not conducted for academic research purposes and will only be used as a point of reflection for you and assessment in this class.    You are expected to: Activity Timeframe ·         Make contact with the people you hope to interview, explain the assessment task and what you hope to achieve. Offer to provide the interviewee with a copy of your report. Before start of tutorial 2 ·         Prepare a well thought out list of questions, based on the theory and concepts in the unit learning materials. Send to the interviewee in advance. Before start of tutorial 3 ·         Conduct and transcribe the interviews. Act professionally and respect the interviewee’s time. By end of Week 7 ·         Analyse the interview and how it matches theory and write your report. [Use the information compiled in the interview only for the purposes of this assessment] By end of Week 10   Your report should have four sections: 1. A brief explanation of each entrepreneur/intrapreneur you interview, the business they run and its history. 2. How the characteristics of the entrepreneurs so far as you were able to observe them relate to the theories and concepts covered in the learning materials? · Higher marks will be given for each additional relevant theory referred to and properly explored through the use of the analytical approaches covered in the tutorials. 1. Pick one of the three businesses to critique and analyse. How the characteristics of the relevant entrepreneur’s business relate to the theories and concepts covered in the learning materials, including whether the business remains entrepreneurial now. How do they fit theory? How do they differ? · Higher marks will be given for each additional relevant theory referred to and properly explored through the use of the analytical approaches covered in the tutorials. 1. Reflection on what you have learned from the interview: entrepreneur’s tips about entrepreneurship or running a business? What they did right and what they would do differently? How have your ideas about entrepreneurship and the entrepreneurial mindset changed after talking to these entrepreneurs/intrapreneurs? How this shapes your behaviour going forward with respect to entrepreneurship? Guidelines on content for each section 1. Brief explanation of the entrepreneurs, their business and its history This is where you set the scene for your report. Provide enough information on the entrepreneurs and their business for the rest of the report to make sense. Information you might include is the entrepreneurs’ background before they started the business, what led them to start the business, what previous work experience or entrepreneurial experience they had, when they started the business and a brief history of its launch and growth. 2. Analysis of characteristics of the entrepreneurs Review your observations of the entrepreneurs and the answers they gave to your questions. Compare them with the theories and models presented in the Learning materials. Look at both the recorded and written lectures and the learning materials. Examples of frameworks would be: · Reflect on the 10 Ds of entrepreneurs (Bygrave & Zacharakis) · Reflect on their entrepreneurial intentions, motivations, attention, confidence, emotions, networks, leadership, etc. · Dark side of entrepreneurship – were any of these characteristics present? Explain how the entrepreneur you interviewed demonstrates (or does not demonstrate) these characteristics. 3. Analysis of characteristics of the entrepreneur’s business Having picked one business to analyse, review what the entrepreneur told you about their business and their approach to identifying the opportunity and launching the business (or developing it if they bought the business as a going concern). Has the business remained entrepreneurial? Compare this with theories and concepts covered in class. Examples of relevant frameworks would be: · The business idea pitch questions, particularly what problem they were solving · Specific theories and models for the field(s) of entrepreneurship your entrepreneur’s business represents – corporate, social, technology, environmental. · How trends have or are impacting the business and opportunity. Explain how the strategies of the entrepreneur in point demonstrate (or do not demonstrate) your chosen theories. Note: If the business failed or was sold, comment on what was done well and what could have been done better. 4. Reflection on what you have learned from the interview This section must be in first person because it is about what you have learned from this assignment. Include what the entrepreneurs have learned and any tips they offered, but also explain what you learned from listening to their experience and their advice. Good reflection is specific. 5. Opportunity assessment Where could the entrepreneur take or build on their business in the future   Format It is suggested that you write this assessment as a report rather than an essay. That is, use the five headings (above) and provide analysis under each. Include an Introduction.  Use appendices to provide evidence of your preparation and results, such as your list of questions, your notes on the answers or even an interview transcript. Appendices, references and (optional) Executive Summary are not included in the word limit. It is recommended that you write the assignment in first person. Show your tutor what you have learned from the interview.   References Do not forget to cite your references in-text and include a list of references at the end of the report, but before any appendices. References are not included in the word limit. Marks will be deducted for incorrect citation and referencing format, but more marks will be deducted for not including references at all!   Appendices Use appendices for any additional detail – for example your list of questions, transcriptions and/or how you coded and analysed the interview. Refer to each appendix within your report. Appendices are not included in the word limit. A marking rubric is provided on the next page   The report is 1500 words (excluding appendices) ndividual Report - Interviewing Entrepreneurs Individual Report - Interviewing Entrepreneurs Criteria Ratings Pts This criterion is linked to a Learning OutcomeWriting style and presentation (10%) 3.0 to >2.55 pts 2.55 to >2.25 pts 2.25 to >1.95 pts 1.95 to >1.5 pts 1.5 to >0 pts 3.0 pts • Visual appeal: cover page, font, headings, white space, professionalism High Distinction Distinction Credit Pass Not Pass • Structure: Executive summary; table of contents, headings, page numbers, tense, pronoun use, matches assessment criteria, Meets all criteria at an outstanding standard Meets all criteria at a high standard Meets all criteria at an acceptable standard or most criteria at a high standard with only a few lapses Meets most criteria at an acceptable standard, but below expectations in some Does not meet the majority of the criteria and those that are met, are at minimum acceptable standard Accurate spelling and grammar.   • Well-structured sentences and paragraphs (not too long, good use of punctuation, no overuse of bullets)   This criterion is linked to a Learning OutcomeCharacteristics of the entrepreneur (30%) 9.0 to >7.65 pts 7.65 to >6.75 pts 6.75 to >5.85 pts 5.85 to >4.5 pts 4.5 to >0 pts 9.0 pts • Relevance of 10 Ds High Distinction Distinction Credit Pass Not Pass • Relevance of other theories Outstanding use of multiple theories. Extensive specific examples illustrate theories effectively. Going above and beyond the theories and concepts covered in class to bring in new insights to our understanding of the characteristics of an entrepreneurs Includes and discusses well three relevant theories or concepts related to the characteristics of the entrepreneurs. Specific examples illustrate theories effectively Includes and discusses well two relevant theories or concepts related to the characteristics of the entrepreneurs. Specific examples mostly provided. Includes and discusses well one theory related to the characteristics to en entrepreneur, but no others and/or lacks specific examples Limited exploration of theories and/or lacks specific examples or does not relate observations to theory • Specific examples provided   This criterion is linked to a Learning OutcomeBusiness context and strategies (30%) 9.0 to >7.65 pts 7.65 to >6.75 pts 6.75 to >5.85 pts 5.85 to >4.5 pts 4.5 to >0 pts 9.0 pts • Relevance of theories covered n class High Distinction Distinction Credit Pass Not Pass • Entrepreneurial venture or small business now? Outstanding use of multiple theories. Extensive specific examples illustrate theories effectively. Going above and beyond the theories and concepts covered in class to bring in new insights to our understanding of setting up, growing or
Answered Same DaySep 22, 2021

Answer To: Individual Report -Entrepreneurial Mindset - Interviewing Entrepreneurs Content Having the chance to...

Nishtha answered on Oct 03 2021
119 Votes
INDIVIDUAL REPORT
Table of Contents
Brief explanation    3
Analysis of the characteristics    3
Analysis of characteristics of the entrepreneur’s business    4
Reflection of what I have learnt    6
Opportunity assessment    6
References    8
Brief explanation
An interview basically a suggested strategy where queries are posed by one person, and r
esponses are given by the other. The term "interview" in common usage refers to a yet another-on-one interaction between being an interviewer and an interviewee. There is no fix strategy of the interviewing the candidates. Interviewing is another of those things that we feel we know everything about simply because we have been doing this for so long; we have indeed been tricked by tradition. It seems clear that there will be significant returns from a modest attempt to evaluate our interviewing techniques.
In this report, we have to perform three interviews. These can include small owners, intrapreneurs and entrepreneurs. The first person interviewing is a business owner of the Australia but now he is not working as a business owner. It will be simple, if we say first candidate as candidate A, second candidate as candidate B and third candidate as candidate C. The candidate B is a family friend, who currently runs business of the similar nature. He has experience of 7 to 10 years and still running the business. He has fair knowledge of going business and took various challenging job. His business is a mid size operation, he controls and manages the team of around 25-50 members. Candidate A, who Australian citizen is now currently been working within contributing to its vision and implementing mission. He is kind of intrapreneur in nature. He only provide innovative ideas but not accountable for any risk and reward incurred and earned by the organization. The third candidate, who is candidate C is an ex business owner. He previously ran businesses not now. But he has good amount of experience and valuable wisdom that could benefit the organization. All the three candidates have their own interest and ways that could help organization to broad their network.

Analysis of the characteristics
According to the modern theory of interviews conforms to a single, fundamental theory upon which almost every procedure for selecting jobs are constructed. This hypothesis is as follows: as indicated by Pinkovetskaia et al. (2020) in forecasting behaviour and attitude, past performance and behaviour are the most accurate variables known. With any of this theory in mind , it is important for the questioner to understand that the fundamental interview method of the employer would be to use the discussion of the interview to reveal previous performance and behavioural evidence in those sectors that the employer recognises critical for better job performance.
Entrepreneurs aim high, however with action, commitment and persistence, they pursue their dreams, frequently sacrificing revenue for a longer-term benefit in the short term. The 10 D’s includes details, decisiveness, dedication, doers, destiny, distribution, determination, dreams, dollar and directness.
As the candidate A, who is an Australian citizen, an intrapreneur and working within implementing mission and vision. He is motivated; his intentions are cleared and would be determined to do his work. However, there is lack of networking skills in him. He has...
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