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Entrepreneurship 2
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Entrepreneurship 2
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25 Questions

1. A good way to ease into employee empowerment is to let employees share in decision making.
2. People with proactive personalities tend to react to their environment more than trying to change their environment.
3. It is a good idea for an entrepreneur to develop a network of trusted friends and advisors to help with problems and decisions.
4. Since it is impossible to predict the future, projected income estimates are not part of a good business plan.
5. An entrepreneurial venture that sees its competitive advantage in cost efficiency would tend to adopt an organic style organizational structure.
6. Employee empowerment has little effect on an organization's profits or productivity.
7. The leader of an entrepreneurial organization is like a jazz band leader because she controls every note that her 'musicians' play.
8. When hiring, entrepreneurs are typically much less concerned with matching a candidate's values to the organization's organizational culture than traditional HRM managers.
9. Since they are often overwhelmed by the pressure of decisions, one chore that most entrepreneurs never hesitate to delegate is decision making.
10. A command-and-control leadership style works best with an entrepreneurial organization that is organized in teams.
11. The two primary factors that affect the legal structure of an entrepreneurial organization are taxes and legal liability.
12. Employee empowerment increases productivity but decreases employee motivation.
13. Identifying opportunity is not a trait of a person with a proactive personality.
14. Saving money by avoiding the expense of professional legal and accounting advice is often a mistake for entrepreneurs.
15. When they first start out, most small entrepreneurial ventures have a very informal organizational structure.
16. An entrepreneurial venture's advertising strategy would be included in the description of the business section of a full business plan.
17. Entrepreneurship is process of starting a new business to respond to an opportunity in the market.
18. One of the keys that distinguishes an entrepreneurial organization from a conventional organization is the concerted emphasis on growth.
19. The first step in managing a downturn in an entrepreneurial business is to recognize that things are not going well.
20. Selling an entrepreneurial venture is always a sign of failure.
21. A context analysis sizes up the target market and evaluates possible competitors to the company.
22. The classic 'entrepreneurial personality' is a person who is high in self-confidence, motivation, and energy.
23. Legal issues for an entrepreneurial organization are typically addressed after the organization is up and running.
24. Because entrepreneurship is so time-consuming and energy-consuming, many entrepreneurs have trouble in their personal lives.
25. You would expect an entrepreneur who has a grand vision for the future to be more of a risk-taker than an entrepreneur who is using his or her venture simply as a source of income.

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