ENTREPRENEURSHIP

DEVELOPMENT PROGRAMMES
(EDPs)
• Entrepreneurs play a predominant role in accelerating the socio-
economic development of a country.
• They are regarded as the nation builders and wealth creators.
• Thus, Entrepreneurship Development Programmes (EDPs)
Corporation (GIIC) and other agencies who have organized a three-
month entrepreneurship development programme in late sixties.
• The programme was conducted for a selective group of energetic and
potential entrepreneurs who had the willingness and desire to
achieve the goal set by them.
• The objectives laid down for the above programmes were as follows:
• (i) To set up small scale ventures
• (ii) To manage them effectively
• (iii) To earn adequate profit from these ventures
• (iv) To undertake personal responsibility of the business
• It has been found out that ‘n Ach’ factor developed by David
McClelland, the renewed behavioural scientist, is the most important
quality for entrepreneurial development.
• Small Industries Extension and Training Institute (SIET) of Hyderabad
at Kakinada, Andhra Pradesh.
• Young persons were selected and put through rigorous training for a
period of three months to guide them to set new goals.
• The Kakinada experiment could be treated as an important basis for
the present-day EDP inputs on behavioral aspects
• In later stage, Achievement Motivation Training (AMT) has become an
integral part of EDP course curriculum. Institutes like SISI, NISIET, SIDO
and TCOs came forward conduct EDPs and national level organizations
like Entrepreneurship Development Institute (EDI) of India,
Ahmedabad and National Institute for Entrepreneurship and Small
Business programmes.
• According to a study conducted by NIESBUD, at present, as many as
686 odd organizations, including the state level organizations like
IEDs/CEDs, are organizing EDPs in the country.
• Objectives of EDPs:
• a) Accelerating industrial development by enlarging the supply of entrepreneurs
• b) Developing entrepreneurial qualities and motivating the prospective
entrepreneurs to achieve the goal
• c) Enhancing the growth of small-and medium-scale enterprise sectors which
offer better potential for employment generation and dispersal of industrial unit
• d) Providing productive self-employment avenues to a large number of educated
and low educated young men and women coming out of schools and colleges
• e) Improving performance of small-and medium-scale industries by the supply
of carefully-selected and trained entrepreneurs and diversifying sources of
entrepreneurship
• f) Enterprise development in rural and no-industry areas where local
entrepreneurship is not really available and entrepreneurs from nearby towns
are not easily lured
• PHASES OF EDPs
• The EDPs normally pass through following three important phases:
• • Pre-training phase
• • Training phase
• • Post-training or follow-up phase
• This phase is the preparatory phase for launching the programmes. It
includes a number of activities, which are as follows:
• i) Identification of operationally-promising area, normally a district
• ii) Selection of a project leader/course coordinator to coordinate the
programme
• iii) Arrangement of infrastructural facilities for the programme
• iv) Undertaking potential industrial survey/environmental scanning
for identification of good business opportunities
• v) Planning the programmes on various fronts such as:
• a) Promotional campaigns through either with the help of print or
electric media, leaflets, posters, etc.
• b) Establishing contacts with business personalities, NGOs and related
agencies which can contribute to the programme both directly and
indirectly
• c) Getting the application forms printed and making them available at
different centers along with instructions.
• d) Forming selection committee for selecting the trainees
• e) Preparing the budget, obtaining administrative sanctions and
organizing other activities which from a part of EDP
• f) Preparing and finalizing the need-based inputs in training syllabus
and to tie u with guest faculties to impart training
• Training phase: Training potential entrepreneurs are providing them
proper guidance for setting up enterprise constitutes the cornerstone
of EDP. Most of the
• Entrepreneurship Development institutes generally conduct training
programmes of 4-6 weeks duration on full time basis.
• The programmes design in terms of objectives, training inputs and
their focus is described.
• Post-training phase: Post-training phase is otherwise known as the phase of
follow-up support. During this phase, post-training support services are
rendered to the participants who have successfully completed the
Entrepreneurship Development Programme (EDP).
• i) To provide a meaningful direction to the trainees in grounding their
enterprise
• ii) To review the progress made by the trainees in implementation of the
project
• iii) To review the post-training approach
• iv) To provide escort services to the trainees by involving financial
institutions and promotional agencies.
• Usually, follow-up action meetings are organized thrice a year after
the completion of training and the following methods are generally
used for follow-up:
• a) Postal questionnaire
• b) Telephonic follow-up
• c) Personal contact by the trainer
• d) Group meetings
Problems of EDPs:
• a) Shortage of adequate number of specialized and committed
organizations
• b) Insufficient trainer motivators to motivate people for undergoing
EDPs and to impart training
• c) Identification and selection of wrong projects
• d) Lack of entrepreneurial and culture
• e) Apathetic attitude of the support agencies like banks and financial
institutions to support entrepreneurs
• f) Lack of forward and backward linkages
• g) Selection of wrong person for training
• h) Improper identification of projects
• i) Inadequate counseling support after training
• j) Lack of continuous follow-up action or post-training support
services for grounding the project
Criteria for assessment or
evaluation of EDPs:
• Following criteria are being used by the behavioral scientists to assess the
effectiveness of EDPs in the country.
• i) New enterprise creation
• ii) Employment generation in quantifiable terms
• iii) Creation of job opportunities both directly and indirectly
• iv) Increase in sales and profit
• v) Enterprise expansion
• vi) Enterprise transformation
• vii) Improvement in quality of product or services
• viii) Repayment of loans