Personal Changes Influencing Collegial Change
17 necessary skills and resources. Based on Hisrich 2005 as well, the foundation of
the definition is that entrepreneurship is the process of creating something new with value by devoting the necessary time and effort, assuming the accompanying
financial, psychic, and social risk, and receiving the resulting rewards of monetary and personal satisfaction and independence.
In being good entrepreneurs, there are some skills which need to be owned. According to Hisrich 2005, the skills required by entrepreneurs can be
classified into three main areas: technical skills, business management skills, and personal entrepreneurial skills. These skills and objectives form the basis of the
modular approach to an entrepreneurship curriculum. This is the table of the three types of skills required in entrepreneurship:
Table 2.1 Types of Skills Required in Entrepreneurship
In entrepreneurship there are three underlying beliefs Kao, 1989. First, entrepreneurship and creativity are seen as intimately related, timeless human
qualities. Creativity implies generating new ideas and approaches. Entrepreneur
Technical Skills Business
Management Skills
Personal Entrepreneurial
Skills Writing
Oral communication Monitoring environment
Technical business management
Technology Interpersonal
Listening Ability to organize
Network building Management style
Coaching Being a team player
Planning and goal setting
Decision making Human relations
Marketing Finance
Accounting Management
Control Negotiation
Venture lunch Managing growth
Inner controldisciplined Risk taker
Innovative Change oriented
Persistent Visionary leader
Ability to manage change
18 behavior involves the ability to identify opportunities based on these new ideas
and approaches, and turn them into something tangible. Outstanding organizations have always sought to mobilize both these qualities. Second, the would-be
entrepreneurs need a facility in an array of human and organizational skills; self- understanding; interpersonal understanding; leadership; conflict resolution; stress
management; tolerance for ambiguity; team and project management; creating appropriate rewards and incentives; and organization design. Third, rigorous
examination of entrepreneurial and creativity-dependent companies provides fresh insights into the relationship between organization, strategies, and environment.
Such companies operate in highly uncertain environments and exhibit great fluidity in their internal structure. Thus, they are continually challenged to
generate mechanism for fostering organizational integration and coherence.