INTRODUCTION : THE ENTREPRENEUR, DEFINITION AND CHARACTERISTICS —ifaiamey Learning Objectives M=s—m=lme im » Definition, Nature and Characteristics of an Entreprenenr = DEFINITION, NATURE AND CHARACTERISTICS OF AN ENTREPRENEUR ‘The word ‘entrepreneur’ is derived from the French word ‘entreprendre’ which me undertake’, In the early 16th century the French men who organised and led military expeditions were referred to as ‘entrepreneurs’. After 1700, the term was applied to other types of adventures, mainly civil engineering like construction of roads, bridges and buildings. The word has an interesting history starting from French language till date. Bernard F. De Bolidar, defined an entrepreneur as one who performs the task of bringing labour and material at certain price and selling the resultant product at a ‘contracted price’. In the early 18th century, R. Cantillon, an Irishman living in France, was the first person to use the term entrepreneur as a person who buys factor services at certain prices with a view to sell its product at uncertain prices in future. He conceived of an entrepreneur as bearer of ‘non-insurable risk’. According to Cantillon, entrepreneur carried on production and exchange of goods at some risk, facing, and possibility of bankruptey when the demand for their product was depressed. He also emphasis unaware of the eventual price which he would receive for his product. s ‘to al that the entrepreneur w J.B. Say, another Frenchman, expanded Cantillon’s ideas and conceptualised the entrepreneur 8 an organiser of the business firm, central to its distributive and productive functions. According, to Say, an entrepreneur ‘is the economic agent who unites all means of production, the labour force of Scanned with CamScanner\CTION : THE ENTREPRENEUR, DEFINITION AND CHARACTs, DUI a INTRO! f prod . "hg oa hers and who finds in the value pro yes which results from he capital oF tand of othe 8 Fhe entire capital that he uti ises and the value of the wa, tg one, the ai the reconstitution @ well as profit belonging to himself", Say ent, sas well d employme interest and bringing togelt risk bearing. He posses jg Pe orintendenee 3 eh Hagen, the entrepreneur ations involve problem laid emo" th hich he pay? nid empha J the rent W' or ot the f sof the view verance and : administration. isan economic man, who tries to maximise solving and entrepreneur gets satisfaction Fraction and the provision of continuing managemrr a a oer the entrepreneur May OF May Not have cap we 1 a knowledge of the world of business, He Acconing 10 ions. Innov. is prog from by innovati sing abilities in attacking, problems. cap FH. Knight propounded the theory that entrepreneurs are a eae group Of Persons Who “H. eal with uncertainty. According to Knight, entrepreneu ir is the economic functionan, bear risk and dea ch responsibility which cannot be insured or salaried. He also guarantees Specific who andra in retum for assignments made to them. Knight described entrepreneurs ¢. bes 2a bod group of persons who bear uncertainty. Uncertainty is defined as a risk which cannot be Gur against and is incalculable. He, thus, draws a distinction between risk and uncertainty. A risk can be reduced through the insurance principle whereas uncertainty is the risk which cannot be calculated. In order to take risk, one has to be creative, innovative and self confident. According ig Knight, the entreprencur must have three qualities, ie, ability, willingness and power to exteng guarantees, J.A. Mill and Leon Walras have made their own contributions. The former called him an niser who is paid for his non manual type of work. The latter considered the entrepreneur asco ordinator of factors of production. [recording to Francie A. Walker, “the true entrepreneur is one who is endowed with more than average | capacities in the task of organizing and coordinating the various factors of production. He should be @| ponent: & captain of industy. The supply of such entrepreneurship is however Quite limited and enterprise in gan roms Several grades of organizational skill and capability, More efficient entrepreneurs receive | ‘urplus reward over and above managerial it ibable to his | alacant ‘gerial wages and this sum constitutes true profit ascrib: | re J David C. McClella the one who does this achievement hay) ind identified an e ings in a ne ng, a strong desi He argues that the (a) Prefer ntrepreneur as (i) decision maker under uncertainty and (i) 'W and better way. McClelland’s work has stressed high need for re to be successful, entrepreneurs must have follo personal responsibility (b) Are moderate risk-takery wing attributes: 'y for decisions; ; : a function of skill; (©) Possess interest in concre te 3 ‘e knowledge of the results of the decisions. Further he concludes th © les that the a ed for achi ievemey ne — nt drives people to become entrepreneurs: Galbraith pointed out, people to beco P “people are poor be accept the challenge Feat be and shout be willing hard John Kunkel believes in his Psychologica ust “ause they prefer in that way’. An entrepreneur ™ loachieve something, aeeduals i8 "theory that the behavior pattern of individuals Scanned with CamScannerr 7 INTRODUCTION : THE ENTREPRENEUR, DEFINITION AND CHARACTERISTICS mportant for development and sui ch a pa i ‘ AGH ianiiek woe went Ye pattern can be influenced by external stimulus so as to alter it ' Jae pea ae ore entrepreneur as the one who always searches for change, responds to pportunity. Drucker states that innovation is the specific tool of entrepreneurs, the means by which they exploit changes as an opportunity for different business or service. It is capable of being presented as a discipline, capable of being learnt, capable of being practiced. Entrepreneurs need to search purposefully for the sources of innovation, the changes and their symptoms that indicate opportunities for successful innovation. And they need to know and to apply the principles of successful innovation. Further he says that: (i) Amentrepreneur should not try to be clever in design or execution otherwise he is bound to fail. (ii) He should innovate for the present and not for the future. (iii) Innovation should be simple otherwise it would not work. Gv) Innovation requires knowledge, ingenuity, diligence, persistence and commitment. (v) Anentrepreneur must be an innovator as well as a leader. (vi) An entrepreneur must be capable of analyzing the opportunities and exploit them successfully. professor Howard Stevenson: “Entrepreneurship is the pursuit of trolled." Harvard Business School ity without regard to resources currently con! ite inspiring as an entrepreneur. The rags to overnight riches stories 0 ignore. There’s Brian Acton, who was turned down for a job by Facebook in the summer of 2009. He went on to create WhatsApp and sell it ts Foose fi a whopping $19 billion. Then there’s David Karp, who dropped out G high school but end fe selling his venture Tumblr to Yahoo for $1.1 billion. Also Facebook's founder i unquestionably become the poster child for entrepreneurial success across the world. opportuni The Silicon Valley also is qu of Silicon Valley are difficult t la Scanned with CamScannerUg, basically as an innovator who Cartieg e as : 7 he process of economic development. He Playeg wi Jerate the Pp’ the function of an entrepreneur. The entree, t Cu innovation a ities and exploits them, od Pa profitable opportunities an (p lem. Schumpeter sees the potenti ; sire to raise his consumption Standard } eter’s theory vs not only desire re oe an entrepreneur eo ae eae tat the vi a put aspires to find a priva salam handsome profits bul asP + time in 1934, assigned a crucial roe ° novation t the ert 2 first ti ; Schumpeter, forthe first lopment as discrete dynamic change. $ is tinuous He considered economic dev trepreneur by instituting new annie ACtOrS Of prog y an ent n : . . are Nears to Schumpeter, innovation may occur in the following forms; vation. through innova “ (i) The introduction of new product in the mare nxjt at expat i logy which is not i (ii) Instituting new production technology , INTRODUCIS""”* oneur arded an entreprene oe Joseph Schur ; ions to initial ombination: te word innovation and emf It 4 regi peter F : and acce an ut, changes ing concerned ; (i) fet ah market into which the specific ened has not previously entered ; (iv) The discovery of a new source of supply of raw materials ; (v) The carrying out of new form of organization of a business venture. A distinction between an inventor and innovator has also been made by Schumpeter. An inventor is the one who discovers new methods and raw materials and an innovator utilizes inventions (or discoveries) in order to make new combinations. During the 20th century, Dewing equated entrepreneur with business promoter and viewed the Promoter as one who transformed ideas into a Profitable business. Danhof analyses an entrepren, oe ; . Production over which he hae it 2S, Primarily concerned with changes in the formula of ofa spcitic formula fill control. He devotes Correspondingly little time to the carrying out International Labor Organizati | rganizat re to see and evaluate busine a a te enya of them, a "4 0 initiate appropriate acto nites; ‘ogether the necessary resources to take advantage Webster's New ONO ensure success." World Dict a : organizes a business as nary of Ameri Underaing aay American Language defines an entrepreneur as "one who Oxford. English Diction ming the risk for the sake of the profit." “Specially a contractor-asn on 'd entreproy me ctor-acting as ermetorybetweencapiey one WHO undertakes an cep sgl He Utited States nn ‘en capital and labor." \deas, organizes the busine an “atreprencur is of i Services for the public and often ANS its operation 8 he Oe Who discovers resulted from the » UPL much of the eer tons 1© Provicle economic goods and (0 aoa st energ, a ; Fle ener. In Cone? 24 innova 18 te ere MUGEN of the Uinined cade be! entre the person wi s oo NN own ePreneur ig yao TePEENCUTS Operating i : a Sand runs a bug ness. IS Viewed ag the eae ne in an environment c Scanned with CamScannera CHARACTERISTICS OF AN ENTREPRENEUR ‘An entrepreneur should possess all such characteristics with the help of which he can successfully. Most common attributes of an entrepreneur can be courage, good-judgment, initiative, icllful, competent, perseverance and emotional stability. Let us discuss these characteristics in detail. (1) Calculated Risk-taker Risk means the condition of not knowing the outcome of an activity or decision. A risk situation occurs when one is required to make a choice between two or more alternatives whose potential outcomes are not known and must be subjectively evaluated. A risk situation involves potential gain or loss. The greater the possible loss, the greater is the risk involved. ‘An entrepreneur is a calculated risk-taker. He enjoys the excitement of a challenge but he does not gamble. An entrepreneur avoids low-risk situation because there is a lack of challenge and he avoids high-risk situation because he wants to succeed. He likes achievable challenges. An entrepreneur likes to take realistic risks because he wants to be successful. He gets greater satisfaction in accomplishing difficult but realistic tasks by applying his own skills. Hence, low-risk situation and high-risk situation both are avoided because these do not satisfy the entrepreneur. (2) Innovator Schumpeter differentiates between an inventor and innovator. An inventor discovers new methods and new materials and an innovator is the one who utilizes those discoveries and inventions. Not only this, the entrepreneur further exploits the inventions commercially and thus produces newer and better goods which give him profit and satisfaction. Innovation may occur in the following forms: (i) The introduction of new goods. (i) The introduction of new methods of production. (iii). The opening of a new market. {iv) The conquest of a new source of supply of raw-material. (©) The carrying out of the new form of organization of any industry. The entrepreneur locates ideas and puts them into effect in the process of economic development. Scanned with CamScannerTHE ENTREPRENEUR, DEFINITION AND CHARACTERIST INTRODUCTION : tor and something more thay a a ding tc repreneur is a elarian innova ‘According to Baumol, an entrepreneur 18 2 Schumpetarian ii eur and a manager. According to Schump, leader. business whereas an entrepreneur is 4, is ion between an entreprent ‘There is a distinction between an n : manager is one who deals with day-to-day affairs of the ‘owner and makes policies and takes decisions. factors of production, minimize losses and reduce the ale giao Initially, he may take all the decisions but as the enterprise grows, he stan delegating the authority. He produces that best results as an organizer. fot only eS it is the entrepreneur who has to pick or select the right piece of land, choose the right person and opt forthe fnancer, He must be able to inspire loyalty and hard work amongst the workers fo raise productivity and efficiency. In order to expand the business, he must have willingness to delegate authority and trust his sub-ordinates and managers although shaping of long-run policies of the enterprise would (3) Organizer as to bring together various remain in his hands. ‘An enterprising entrepreneur should be energetic, resourceful, alert to new opportunities and entrepreneur must have "Judgment, able to adjust the changing conditions. As J.B. Say observes, ’ perseverance, and knowledge of the world as well as business. He is called upon to estimate, with tolerable accuracy the importance of specific product ; the probable amount of demand, and the means of its production, at another, buy or order the raw material, collect laborers, find consumers, and give at all times rigid attention to order and economy, in a word, he must possess the art of superintendence and administration.” (4) Creative Creativity, as field knowledge, seeks to explain how humans, either individually or collectively, reach solutions that are both novel and useful. Innovation means the effort to create purposeful ventures. Harry Nystrom states that innovation may be defined as radical, discontinuous change and creativity is the ability to devise and successfully implement such changes. Successful innovations depend on creativity and one of the most important requirements of an entrepreneur is to be creative as creativity may be taken as the cause and successful innovation as the effect. (5) Achievement Motivated McClelland explicitly introduces the need for achievement motivation as a psychological motive and implicitly emphasized the need for achievement as the most directly relevant factor for explaining economic behavior. Achievement motivation is a drive to overcome challenges, to advance and to grow. An entrepreneur is achievement-oriented person, not ‘money hungry’. He works for his desire for challenge, accomplishment and service to others. Achievement concer refers to the accomplishment of excellent, innovative and risk involving tasks. The organizational goal of an entrepreneur can be boosted by inculcating in him the need for achievement. Scanned with CamScannerINTRODUCTION : THE ENTREPRENEUR, DEFINITION AND CHARACTERISTICS Galbraith points out that lack of ambition is the cause of backwardness of many countries. Ambition is under one’s own resourcefulness. It electrifies actions. Spirit of need for achievement, if inculcated in people, can drive people to specific actions and the nation can adopt the path of development. (6) Technically Competent Success of an entrepreneur depends largely upon his ability to adopt latest technology. Technical knowledge implies the ability to devise and use new and better ways of producing and marketing goods and services. An entrepreneur must have a reasonable level of technical knowledge. Technical knowledge is the ability that people can acquire with hard work. An entrepreneur who has a high level of administrative ability, mental ability, communication ability, human relations ability and technical knowledge can be more successful than a person with Jow level of these abilities. A dynamic entrepreneur must also be interested in changing the pattern of production to suit the requirements. (7) Self-confident It is necessary for an entrepreneur to be self-confident. He should have faith in himself, only then he can trust others. In an expanded business, delegation of authority is a must and only a self-confident entrepreneur can delegate his authority. He can seek cooperation of his staff and inculcate a sense of team work in them. (8) Socially Responsible In the context of the universal urge for social change and economic development, the old concept of an entrepreneur seeking certain advantages for himself is no longer acceptable. The changing environment calls for a socially conscious entrepreneur who is not threatened by progress of others. On the contrary, he acts in full awareness of social repercussions of his actions. His entrepreneu al ability may create jobs for others. He may invent new products and new manufacturing method He may innovate new ways of doing things. All these have social consequences. An entrepreneur should think of projects of social significance and of importance to others. He should expand his entrepreneurial activities, in order to help in creating conditions for social change and for development of businesses which benefit the society. Such an attitude for others raises the level of entrepreneurship from that of an individual activity toa meaningful social endeavor. (9) Optimistic ‘An entrepreneur should approach his task with a hope of attempts any task with the hope that he will succeed rather than w success enhances his confidence and drives him towards success. uccess and optimistic attitude. He ith a fear of failure. Such a hope of (10) Equipped with Capability to Drive Drive is a person’s motivation toward a ta responsibility, vigor, initiative, persistence and ambition. ff such personality traits as k. comprises of K. Te comp iderable ‘An entrepreneur must exert cons Scanned with CamScannerION ANI INTRODUCTION ¢ THE ENTREPRENEUR, DEFINITI ad SHARACTERGay 1 : ‘Those entrepreneut businesses are more likely to have » 5, who work hard in + his busines managinys his and controlling, the effort in establishing, and and haphazard. 3, co-coordinating, win cho is lost hain than the entiprenenr who ility sed with Mental Ab . ata utes to the success of an enlrepreneur consists of overall intg Mental ability: that contri y and analytical thinking ability. An entrepreneur must be ing rust of various problems and sis, ie, 10, creative thinking, a ie in analy and he must be able to € adaptable, and ereativ in order to deal with them, (12) Human Relations Ability ich as emotional stability, personal relations, sociability, consideration Personality facto , tactfulness are important contributors to entreprencur’s success. One of the most important facet. put him in someone else's place" and to know how jons ability is one’s ability to other person feels, This is the ability to practice empathy. The entrepreneur must have good relations with his employees, customers etc. He must be a of the needs and motivations of customers if he is to adequately train his employees to maintain goo customer relations. (13) Communication Al must possess the quality of communicating effectively in written and ation also means that both the sender and the receiver understand An entrepreneu communications. Good commun and are being understood. Robert D. Hisrich has highlighted the following key characteristics of an entrepreneur: (Motivator (ii) Self-confidence ; (iii) Long-term involvement (iv) High energy level (v) Persistent problem-solver (vi) Initiative (vii) Goal setter (viii), Moderate risk takes (14) Decision-Making An entrepreneur must be clear and creative when it comes to decision-making. He must believe in himself and should be possessing ability to take decisions effectively. Decisions taken should be based on quantitative facts. Decisions which affect organization's future and are likely to be irreversible must be taken with great care. ly An entrepreneur might have to take decisions without the assistance of quantitative data or experienced support staff, and then he has to be more creative than just a conventional manager. Scanned with CamScannerRi + INTRODUCTION : THE ENTREPRENEUR, DEFINITION AND CHARACTERISTICS Such problems have to be seen from different angles and answe way. Decisions taken must improve the fulure profitability Ei Tears enim Sec ey os inuive dcsoniaking ay, mona spprosc, problem lving sity, vent, innovativeness etc. will help him take quiick and accurate dec Dear ateisaal eee and sensible way o solve business problems Not ony this dedon ea eens Te implemented. Boldness and enthusiasm are required to implement a decision Cae all doubts and uncertainties should be left behind. A positive nitude ofthe cntreprencur, a sense of security allows him to make key decisions with te far ofthe consequences. Such qualities make him leader and others followers. Abit t del with ambiguity and uncertainty help the entrepreneur in attaining the goals and aspirations of his organization. w ; Here are some tips to become a good decision-maker :- (1) Define the Problem. (2) Collect information and relevant data. (3) Begin with a ‘brain storming’ session and discuss the problem ‘with each other. (4) Never criticize or reject any solution suggested during the brain storming Niesion. (6) Encourage group members to come up with potential solutions. (6) Reduce the number of alternatives to three or four after discussion (7) consider each alternative extensively and determine the best to meet your needs. (8) Implement decisions. . the more one practices it, better expert he/she becomes. nes implemented, Decision-making is an art; (15) Business Planning [As the saying goes, "A thousand-mile journey begins with but a simple step.” The decision to become an entrepreneur is the first step followed by the choice of the product. As the business venture is undertaken, need for planning arises. Its the rigor and thoroughness of the business plan Which could be behind the successful entrepreneur throughout his venture's life. re than decision-making that is, deciding what to do, how to do and fa business. As a business person puts i tof the time of the most respected Planning is really nothing mo: when to do. Itis vital for the success of “Planning is so important today that it occupies @ major par! men in business. Planning allows us to master change. t forces us to organize our expectations and develop programs to bring them about. Planning is the most effective way to draw out the best in all of us-our best thinking, out best interests and aims ‘and to enable us to develop the most efficient way of achieving our maximum goals.” he most knowledgeable but ultimate responsibility lies on the € entrepreneur should write tively. An effectively ¥ 1s for creating ast n, Although he can If. However, the ‘ich can person to write the business pla ntrepreneur him a meticulou written plan is sful venture: ‘objectives and ess The entrepreneur is t take help from outsiders plan shouldn’t be written in isolation. The really articulate the necessary information effe entrepreneur as his or her personal set of guidelin plan is a tool-box of decision-making criteria anda activities. Business Planning begins the business, to the years you are actively eng goes a long way in serving the entreprene! whether he is full-time or part-time, traditional oF ho industry. 1 plan w ‘an asset to the The business ential synopsis of expectations, to the moment you open the plan, if updated every Year nis life, irespective of the fact a tiny unit or a cottage to open business, aged in business. A bu ur throughout ventur yme-based, running moment you decide Scanned with CamScannerFINITION AND CHara ITREPRENEUR, DE! Cre INTRODUCTION : THE EN My m new is the growing Use of such sss calls for little plannin, 1 is not new, what a Dla anew ing a be S Seat ion that starting, @ bus Be The oy a misconception tha ne eee ‘ entrepreneurs, It has been amis i Most of the entreprenet don’t prepare formal by ~ that every business neces PIO: . This lack of formal plannin v gorously or do it en They don’t plan rigoroush some entroprenenrs fail, n their head ders also have an interest in th res, but ir As the exhibit shows, not only outside pres plan. a. . EMPLOYEES ENTREPRENEUR ‘SUPPLIERS CUSTOMERS 1 BANKS ———] INVESTORS S Exhibit: 1 Parties Potentially in need of a new venture's business plan. ver, a successful capitalist described an entrepreneur as energetic’, ‘single- minded having ‘a mission and a clear vision.”. He or she intends to create out of this vision a product ot service in a field which many have determined is important to improve the lives of millions." Silve ako suggests that entrepreneurs venture out on their own from a sense of dissatisfaction with thet organization, but they are not necessarily unhappy with their existing career fields, Shapero found that there was a high correlation between new ventures and increasing unemployment. To start a new venture could be an exciting opportunity for ‘economically displaced Persons, retired persons, Prematurely retired persons, Entrepreneurial venture gives a relic, eahilaration in their stale lives. Shapero also found thet immigrants also fit well into the field of cmuybrencurship. People leave their countries due to economic factors (poverty), lack of employment opportunities, political instability. After arriving in a foreign land, if circumstan afford them with the option, they do take MP a venture and try to establish themselves. (17) Visionary Entrepreneurs visionaries Ij . co Entrepreneur ‘Tove as {ke JRD. Tata, Dhicubhai Ambani, Narayanamurthy, Aziz Premji gather necessary resources and energy to aha ommitment to constructive change, persistence © small business person, A a. Bi achieve results, An entrepreneur is distinguished from # - Who leaves his ; ; i ic value to soci ‘ubates new ideas, Starts hi: terprise with t ideas and provides added value to society based on their independent initintrne " tat owner is just a small businessman while owner oy te Donald food ratte: ree Tara entrepreneur. Constructive change is an essential ture of a ra d ain can ten eanen Kumar (T-Series) was a venture capitalist and a Visionary as well. Fr ese aia 'p} une. walled legacy of music innovations. Henry Ford created the m; 7 He has left behind an uneq Bay anufacturing miracle that launched a modem era in industry. Scanned with CamScannerEel ...— INTRODUCTION : THE ENTREPRENEUR, DEFINITION AND CHARACTERISTICS ‘An effective visionary performs two key roles: (i) a charismatic role which involves establishing support for a vision and direction. He inspires and empowers his employees for support. (ii) Secondly, he plays an architectural role in order to build an appropriate organization structure. He has to lok after various functions of management and discharge them effectively. (18) Entrepreneurs make Significant Differences ignificant. They have their own style of dealing ‘The differences made by the entrepreneurs are si g state of affairs with various problems, setbacks and uncertainties. They tend to change the existin; and get the work done without bothering about obstructions and barriers. (19) Ability to Spot and Exploit Opportunities t two of his marketing graduates to a remote [A story is told of a jeweler who many years ago sen t ideas for under-developed jeweler village to see if they could come up with new product varket. The first one after exploring the market said, "There is no business here, the residents of the village don’t wear jeweler of any type!” The second one was enthusiastic about the prospects and he said, "This is a great opportunity; the people here haven't discovered jewellery yet.” ties which others miss. Mc Grath states that the This is how entrepreneurs spot the opportunit d they can bring clarity by piecing together entrepreneurs are comfortable with ambiguity ant previous unrelated messages and signals. opportunities for themselves. Their perceptions differ from ventors and entrepreneurs at the same tors or entrepreneurs. ‘The entrepreneurs craft or carve out non-entrepreneurs. There are very few persons who are in tine, Such persons have an edge over those who are only invent (20) Courage to Face Adversities Entrepreneurs face the adversities boldly tougher during adverse situations. They have faith in themselves and even under pressure. Every unpredictable situation is a challenge before t! and survive through. jp—an essential trait of the Entrepreneur stically towards Leadership is the process of influencing and supporting others to work enthusiasticy achieving objectives. It is a critical factor that not only helps an entrepreneur to identity his goals but ‘iso motivates and assists him in achieving the stated goals. Without leadership, an organization would be only a confusion of people and machines, just as an orchestra without 2 ‘conductor would be only musicians and instruments. Leadership is one of the primary traits of an entrepren by atalys veh he ean influence others to voluntarily seek defined objectives. Leadership, thus, is ie catalyst that transforms potential into reality, problems fards the achievement into opportunities, heading tow of objectives. This role is often seen dramatically when a small scale unit transforms itself into 5 into a giant organiza medium-scale and finally it turn: tion. Leadership is equally important in alt sizes of organizations—be it small, medium or large. Warren Beni the leadershi ip gure ae dl fF effective leadership can’t exist without the full inclusion, initiatives, and the co-operal Hon employees. Since a small in sive industry, the entrepreneur must Nave leadership qualities to influence his wor and bravely. They refuse to be beaten and become attempt to solve the problems hem which they overcome (21) Leadershi dustry is as labor-int ers or employees- Scanned with CamScanner