...INTRAPRENEURSHIP TUGAS MATA KULIAH ENTREPRENEURSHIP 1 OLEH: TRI RETNO KURNIAWATI 1201130306 MBTI-37-08 MANAJEMEN BISNIS TELEKOMUNIKASI DAN INFORMATIKA FAKULTAS EKONOMI DAN BISNIS UNIVERSITAS TELKOM BANDUNG 2015 BAB I PENDAHULUAN 1. Latar Belakang Beberapa tahun terakhir ini, kata entrepreneurship menjadi perbincangan dikalangan perguruan tinggi. Hal ini tidak terlepas dari adanya fenomena banyaknya lulusan perguruan tinggi yang menganggur, karena jumlah lulusan tidak sebanding dengan adanya lapangan kerja yang tersedia. Kondisi ini mendorong para praktisi pendidikan di perguruan tinggi untuk melakukan reorientasi terhadap lulusannya yang dinilai semata-mata disiapkan sebagai pencari kerja, bukan pencipta kerja. Intrapreneurship merupakan jembatan yang menghubungkan jurang ilmu pengetahuan dan pasar. Perusahaan yang sedang berjalan memiliki modal, sumbersumber, tenaga kerja terampil , marketing, distribusi yang sudah berhasil. Kemudian didalam struktur birokrasinya seringkali tidak berkembang kreativitas sehingga tidak muncul produk baru dan cara cara baru dalam berproduksi. Oleh sebab itu perusahaan mencoba mengizinkan dan mengembangkan semangat wirausaha dalam berorganisasi. Akhirnya berkembang semangat intrapreneurship dan berkembang menjadi perusahaan besar. 2. Rumusan Masalah Dari latar belakang diatas, adapun rumusan masalah sebagai...
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...Corporate Awqaf: CERAMAH MULTAQA ULAMA’ A Malaysian Experience in Building Sustainable & ILMUAN 1431 / 2010 Business Capability (Dubai International Conference of Endowments) —- –- By; By; MUHAMMAD ALI HASHIM PRESIDENT AND CEO JOHOR CORPORATION, MALAYSIA mahh@jcorp.com.my www.businessjihad.com 16 FEBRUARY 2010 Corporate Awqaf: Corporate A Malaysian Experience in Building Sustainable Sustainable Business Capability * * Started with RM10 million loan used to purchase a 3,900 acre Johor Corporation plantation asset in Johor Bahru, Johor Malaysia. (August 1970) Market capitalisation of JCorp’s PLC shares (end December 2009): PLC RM10.4 billion RM10.4 CORPORATE AWQAF JCorp transferred to waqf PLC shares valued at RM 200 million (NAV) 3rd August, 2006 JOHOR CORPORATION’S CORPORATE CONCEPT: AN ENTREPRENEURIAL CORPORATE ORGANISATION WITH SUSTAINABLE VALUECREATING BUSINESSES driven by teams of (JCorp’s ‘Amanah’ entrepreneurs) JOHOR CORPORATION • More than 280 member cos. & more than 65,000 employees • 8 PLCs, inc Kulim Malaysia Bhd, KPJ Healthcare, KFC Holdings, NBPOL also listed on London SX & New Britain Palm Oils, PNG. • Market cap 31 Dec ‘09: RM10.4 Bil • Built &/or manage >45 NGOs. Malaysian Bourse Market Capitalisation Ranking 2009: CEO: Ahamad Mohamad KULIM MALAYSIA BHD BHD CEO: Jamaludin Mohd Ali KFC H MALAYSIA BHD 65 65 87 87 BIZ JIHAD EMPOWERS COMMUNITY ...
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...Week10-Ethical Dimension Ethics 13 1. For companies to reap the rewards of an intrapreneur without providing compensation when it is due is highly unethical. I have struggled with this in my own personal career. At a minimum, the employee should be provided a nice bonus along with a promotion to product leader or program manager of the relative high-performing product/service. As the book states, what happens in this scenario is the intrapreneur ends up leaving, and pursuing their own company. The next scenario would occur when the first scenario takes place and other inrapreneurs take notice. I have also witnessed this in my career as well. When the innovation of an employee is not recognized or rewarded, it creates dissonance. While it’s not ethical for an employee to withhold information, if they have witnessed the first scenario, I can’t blame them for acting this way. If the first scenario did not happen, however, the employee should step up and share their information with the management team. Hopefully, the company will behave ethically, and promote the intrapreneur appropriately. 2. To solve the first ethical dilemma, the company needs to have a program in place that recognizes employees that go above and beyond to innovate and come up with new ideas that are profitable. This would also solve the second dilemma. However, of the intrapreneur in the second scenario has an idea so amazing that it will blow the doors off of the competition, it would be...
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...continues to thrive in almost all corners of the world. Entrepreneurs are reshaping the business environment, creating a world in which their companies play an important role in the vitality of the global economy. But there is not always necessary to establish a company in order to implement new ideas. A great potential lies in applying business principles within existing organizations. Keywords: entrepreneurship, intrapreneurship, human capital, business, leadership JEL classification: L26 Introduction Why are entrepreneurs and intrapreneurs suddenly more important today than before? An explanation to this question would be that the world is changing nowadays more rapidly under the influence of new technologies. The increasing competition hinders our work. It does not suffice anymore to stand before our competitors simply driven by our will of competing; we have to bring something new to the market. Entrepreneurs and intrapreneurs play a decisive role as they help the company (newly established or existing) to engage in new business and enter new markets. The concept of entrepreneurship is seen as the process of uncovering and developing an opportunity to create value through innovation and seizing that opportunity without regard to either resources (human and capital) or the location of the entrepreneur – in a new or existing company (Churchill, 1992). 1 2 Investing in people! Ph.D. scholarship, Project co-financed by the SECTORAL OPERATIONAL PROGRAM...
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...CHAPTER 5: Making, Learning, Creativity, and Entrepreneurship. I- The Nature of Managerial Decision Making. Decision making: The process by which managers respond to opportunities and threats by analyzing options and making determinations about specific organizational goals and courses of action. A) Programmed and Nonprogrammed Decision Making. Programmed decision making: Routine, virtually automatic decision making that follows established rules or guidelines. Nonprogrammed decision making: Nonroutine decision making that occurs in response to unusual, unpredictable opportunities and threats. Intuition: Feelings, beliefs, and hunches that come readily to mind, require little effort and information gathering, and result in on-the-spot decisions. Reasoned judgments: A decision that requires time and effort and results from careful information gathering, generation of alternatives, and evaluation of alternations. B) The Classical Model. Classical decision-making model: A prescriptive approach to decision making based on the assumption that the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the most appropriate course of action. Optimum decision: The most appropriate decision in light of what managers believe to be the most desirable consequences for the organization. C) The Administrative Model. Administrative model: An approach to decision making that explains why decision making is inherently uncertain...
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...Brandy Newland Advanced Entrepreneurship Unit 1 IP American Intercontinental University April 29, 2012 Abstract Washing machines have changed and developed through the years mostly due to entrepreneurship and now days due to intrapreneurship through R&D at such companies as Whirlpool and Maytag. It has faced many challenges through trial and error and the inventions such as the small motor, galvanized tubs, and the agitator. In the following paper is how the washing machine came to be, the challenges it faced, and how it was developed by several key people. Innovation according to Dictionary.com is defined as "something new or different introduced." One invention that we overlook in such a high-tech world that was created to make our lives simpler is the washing machine. When the washing machine was invented it was just that a new product being brought to market to simplify the lives of women everywhere. Before the automatic washers of today there was no running water, gas, or electricity and laundry took unimaginable amounts of time and labor compared to today. To wash the clothes once, boil once, and one rinse used about 50 gallons of water (400 lbs.) that had to be moved from pump, well, or faucet to the stove and tub in buckets and wash boilers that might weigh about forty to fifty pounds, (History of the washing, n.d.). All of the rubbing, wringing, and moving heavy water laden clothes and linen (heavy sheets included) tired the women out and continuously...
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...Conclusion HEADING: Innovation, Entrepreneurship in Developing organisations. Introduction Entrepreneurship, as an engine of organisational change and development, defies conventional definition. This enigmatic status is attributable to an ever-changing nature in the face of developing social and economic conditions, as well as an ongoing evolution of the framework that surrounds its study. However, despite the shifting landscape, there tends to be agreement that entrepreneurship revolves around both the broad qualities and narrow actions within types of enterprise which require execution from an individual’s explicit control over some aspect of the unknown. With such a consensus in mind, this paper will delve into the effects an intrapreneur might have within the development of an organisation and examine the affects, which barriers might affect them in corporate innovation through internal entrepreneurship. Defining Innovation and Entrepreneurship While the economic contexts of entrepreneurship are frequently reported, it is also important to recognise how it is that enterprise maintains a role in sculpting the society in which it occurs. Essentially, the function of an entrepreneur is basically an innovator who tries to develop new technology, products, and markets; or who can devises a new way or method to do existing things differently. Peter Drucker (1998) described innovation as “change that’s creates a new dimension of performance”. Schumpter, demonstrated...
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...------------------------------------------------- MULTIPLE-CHOICE QUESTIONS CHAPTER 6 1. The person who takes the risk of starting and managing a business to make a profit is called a(n): A. entrepreneur B. venture capitalist C. capitalistic adventurer D. franchiser ------------------------------------------------- E. ultra capitalist 2. Andy Yocom saw prime advertising space on the flags on the golf course. He reasoned that any marketing messages would get prominent attention if they were placed on the flags since golfers focus on them when they take their shots. As a result Yocom used his own initiative and money to start Invision Golf Group Inc. Yocom is an example of a(n): A. entrepreneur B. venture capitalist C. capitalistic adventurer D. franchiser ------------------------------------------------- E. ultra capitalist 3. Jon P. Farmer is the founder of Kolopua Hawaii LLC, a company that markets Pure Hawaiian Air. Bottles of Pure Hawaiian Air contain air that smells like the floral bouquet that greets tourists as they get off the plane in Hawaii. Retailing for about $5 apiece, the bottles are sold at gift shops in Hawaii, as well as to travel agents nationwide who give them to clients. As a(n) _____, Farmer's annual income exceeds $100,000 annually. A. venture capitalist B. franchisee C. franchisor D. entrepreneur ------------------------------------------------- E. financier 4. An entrepreneur is a person who _____ a business. ...
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...entrepreneur? Social entrepreneurs are individual’s solutions to society’s most pressing social problems. Commercial entrepreneurs deal with tangible business risks whereas social one bears the virtual risks. 3. (Go to this website and put in the term to find the definition) What is Investorwords definition for an entrepreneur? An individual who starts his/her own business. 5. Define the term lifestyle entrepreneur. An individual that creates a business with the purpose of altering their personal lifestyle and not for the sole purpose of making profits. 6. Go to http://www.intrapreneur.com/MainPages/History.html and answer the following question: What is an intrapreneur and who is it different from an entrepreneur? An entrepreneur within a company; an entrepreneur makes a company while intrapreneur is in it. The story of Wendy’s Go to Wendys.com, click on the “About Us”, then click on “Dave’s Legacy” to answer the questions below. What two things made Dave Thomas an...
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...picture for his fluxed dream venture. 2. If yes, is he a born entrepreneur or made epr? Support your view with reasons. Ans. It is clearly seen in the case, where Mr. T.K. Nehru shared a bold ideology of putting up an Ancillary Unit to provide engine tappets, valves and other important components to industry majors, which in turn gave Dutt & Bhatia a strong ground to go further with the idea. Even at some point of time, Dutt found his management ineffective and understood that his team was not proactively participating. Dutt immediately started looking around for support and searching for the finance in order to execute the project. 3. Is Chakravarthy an entrepreneur? is he an intrapreneur? Is he a good CEO? Ans. Mr. Chakravarthy was neither an entrepreneur nor an intrapreneur he was a pure Professional, where he helped them inducing a bulk amount in their project, helped Dutt to improve his business. Later in process, he emerged as a MD (CEO) of the firm. This decision of making him a CEO was not appropriate, as he lacked project/production experience (Project management of new project) and involved in every decision in implementation without a proper cognition. 4. Why did Caltech fail? What are the take aways for Dutt from Caltech experience? Ans. Caltech failed due to...
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...INTRODUCTION – ‘Intrapreneurism is a form of management which, potentially, offers the venture a way of combining the flexibility and responsiveness of the entrepreneurial with the market power and reduced risk of the established organisation’ Gifford Pinchot, in the mid-80s, created the word “intrapreneur” which described employees of large businesses who were hired to behave and think like entrepreneurs. Pinchot defined intrapreneurship as “behaving like an entrepreneur when you’re employed at a large corporation for the benefit of the corporation as a whole” and believed that being appointed as an intrapreneur before giving a shot at entrepreneurship is a great method developing management skills and techniques before stepping into the entrepreneurial world. Apart from just a set of skills and great techniques there are also personality and character qualities that make up a successful intrapreneur or entrepreneur. “The most successful are risk takers who are driven by a vision of something that is better in the world,” Pinchot says. “They are honest and use a balance of intuition and analysis to make their decisions.” Other scholars have defined intrapreneurship in many different of ways. Expressions such as corporate entrepreneurship (Burgelman, 1983, Vesper, 1984; Guth and Ginsberg, 1990; Hornsby et al., 1993, Stopford and Baden-Fuller, 1994), corporate venturing (MacMillan, 1986; Vesper, 1990), and internal corporate entrepreneurship (Schollhammer, 1981, 1982; Jones...
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...Intrapreneurship means "A person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation". Intrapreneurship is now known as the practice of a corporate management style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques, that are more traditionally thought of as being the province of entrepreneurship. Ultrapreneurship like also an intrapreneur in such a way that they are part of an existing org. large or small. Ultrapreneur is an enterprising or entrepreneurial fellow but his innovation commences within the organization itself and whose impacts may extend beyond the organization to which he or she is directly a part. eg. realizing new opportunities such as forming a subsidiary organization.. Significance of Entrepreneurship in economic growth This study confirms that the level of entrepreneurship in a given country has a significant positive effect on the level of economic growth in that country. Contrary to some established theories, this study has found evidence that the level of entrepreneurship in a given country is not explained by the levels of the traditional causes of economic growth in that country (specifically the amounts of labor, capital, and knowledge that a country possesses as well as the presence or absence of market friendly government policies). Instead, entrepreneurship acts as an independent...
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...Overseas sourcing, without risk Here are some rules to keep your supply chain problem-free and avoid negative publicity at home and abroad Zero tolerance Shut the door firmly on illegal activity johnkworks/Shutterstock.com Managing fraud and corruption risk and protecting brand reputation is becoming increasingly important when sourcing from overseas destinations. With the changing enforcement milieu, extra-territorial statutes and zero tolerance around acts of bribery and corruption, brands need to constantly monitor their supply chains. These supply chains transcend international boundaries, with business partners (suppliers, vendors, service providers and such) being located across geographies, having different cultures and work ethics. Therefore, it is a challenge for any company to know and curb supply chain risks. To implement the code of conduct uniformly throughout the supply chain, companies have to change the mindsets of employees and business partners overseas through continuous learning and development. Winning and expanding business overseas could be a time-consuming and arduous task in some cases. Facilitation payments and kickbacks are easy quick fixes. Many sourcing destinations are countries that rate low on the Transparency International index, where vulnerabilities around vendor kickbacks and bribery of officials are prevalent. Mounting business pressures, aggressive timelines to complete projects and high costs involved have the tendency to spur unethical...
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...Ariandna Nerrise S. Amoranto 10-Faith List of innefable intrapreneurs List of innefable intrapreneurs Who is an Intrapreneur? An Intrapreneur are those who take hands-on responsibility for creating innovation within any kind ofEntrepreneur within an exixting organization. An entrepreneur within a large firm, who uses entrepreneurial skills without incurring the risks associated with those activities. Intrapreneurs are usually employees within a company who are assigned a special idea or project, and are instructed to develop the project like an entrepreneur would. Intrapreneurs usually have the resources and capabilities of the firm at their disposal. The intrapreneur's main job is to turn that special idea or project into a profitable venture for the company. A.James Gosling B.Personal Information * Born on May 19, 1955 (age 60) Near Calgary, Alberta, Canada * Residence:San Francisco Bay Area,California, United States * Nationality: Canadian * Institutions: Sun Microsystems,Oracle Corporation,Google,Liquid Robotics,Typesafe Inc. * Alma mater: Carnegie Mellon University University of Calgary * Known for Java (programming language) C.Story/Profile James A. Gosling, O.C., Ph.D. (born May 19, 1955 near Calgary, Alberta, Canada) is a famous software developer, best known as the father of the Java programming language. In 1977, James Gosling received a B...
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...Boehringer Ingelheim: a) March 2012 Stephen Klaschka appointed as Director of Innovation Management & Strategy at BI. To be stationed in USA. b) BI Headquarters in Germany. BI Pharmaceutical giant. c) Decade of consistent growth that outpaced the industry. d) 2010 expiry of patent protection. Revenues dropped by US$ 1.4 billion. e) Company striving for creation of Innovation mindset across all levels of organization. f) Klaschka’s mandate was threefold: i) Create internal network, ii) Establish internal structures, processes, norms and values. iii) Leverage employee suggestions. g) To accomplish this mandate he was given a free hand, but was held accountable for results. h) Klaschka had also to launch BI school of Intrapreneurs. i) Challenges faced by SK, i) How to change DNA of BI. ii) How to develop framework for innovation and institutionalize it. iii) How devise matrix to asses own value addition. j) SK Bio i) Mid 70’s Early schooling. ii) Graduated in 1986 in computer sciences. iii) Developed process management software for his parents dermatology clinic. iv) Then started his own software and IT related business. v) 1st took up job as programmer in medical informatics department. Worked for 6 years while running his own business along side. vi) KS developed proprietary software’s and sold it to firms for a fee and billed them later for updates. vii) 1984 joined Schering as software developer. He automated the clinical trial databases and regulatory...
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