Learning is the process of acquiring new or modifying existing knowledge, behaviors, skills, values, or preferences.
Evidence that knowledge has occurred may see changes in behavior from simple to complex, from moving a finger to skill in synthesizing information, or a change in attitude.
The ability to know possess by humans, animals, and some machines. There is also evidence of some kind of knowledge in some plants.
Some learn immediately, induced by a single event (e.g. being burn by a hot stove), but much skill and knowledge accumulate from repeat experiences.
The changes induced by knowledge often last a lifetime, and it is hard to distinguish known material that seems to be “lost” from that which cannot retrieve.
Definition of learning for Students
1: the act of a person who gains knowledge or skill Travel is a learning experience.
2: knowledge or skill gained from teaching or study. They’re people of great knowledge.
Once a farmer scolded the neighbor said when he realized his mistake later went to a Pure Soul. She asked the Pure Soul his word to withdraw the measure.
The holy man said to the farmer, “You get lots of feathers collected and the center of the city, and keep it.” The farmer did and then went to the Pure Soul.
The Pure Soul said, “Now go and bring them back to collect feathers.”
Farmer was back on the air until all the feathers were flying around. And the farmer came to the Pure Soul empty handed. The Pure Soul told him the exact same thing happens with the words you’ve said, you can easily have them removed from your mouth can not take back the wishing.
What can you learn from this story?
Remember that before you say something bitter reproach anything to say after his words cannot be taken back. Yes, you can ask the person must go and forgive and should ask, but human nature can take anything that happens to be human is hurt somewhere.
So when you say bad happens to him later on that hurt the more he hurts you. What advantage to hurt himself, so it is good to be kept quiet.
Demographics of Entrepreneurs; Entrepreneurship traditionally defines as the process of designing, launching and running a new business, which typically begins as a small business, such as a startup company, offering a product, process or service for sale or hire. It defines as the “capacity and willingness to develop, organize, and manage a business venture along with any of its risks to make a profit”.
Here are explain common questions in Corporate, Who Changing Demographics of Entrepreneurs?
While definitions of entrepreneurship typically focus on the launching and running of businesses, due to the high risk involves in launching a start-up, a significant proportion of businesses have to close, due to a “Lack of funding, bad business decisions, an economic crisis or a combination of all of these” or due to lack of market demand. In the 2000s, the definition of “Entrepreneurship” has expand to explain how and why some individuals (or teams) identify opportunities, evaluate them as viable, and then decide to exploit them, whereas others do not, and, in turn, how entrepreneurs use these opportunities to develop new products or services, launch new firms or even new industries and create wealth.
Definitions of Entrepreneurs:
Traditionally, an entrepreneur defines as;
“A person who organizes and manages any enterprise, especially a business, usually with considerable initiative and risk.” “Rather than working as an employee, an entrepreneur runs a small business and assumes all the risk and reward of a given business venture, idea, or good or service offered for sale. The entrepreneur commonly sees as a business leader and innovator of new ideas and business processes.”
Entrepreneurs tend to be good at perceiving new business opportunities and they often exhibit positive biases in their perception (i.e., a bias towards finding new possibilities and seeing unmet market needs) and a pro-risk-taking attitude that makes them more likely to exploit the opportunity.
“Entrepreneurial spirit characterizes by innovation and risk-taking.”
While entrepreneurship often associates with new, small, for-profit start-ups, entrepreneurial behavior can see in small, medium and large-sized firms, new and established firms and in for-profit and not-for-profit organizations, including voluntary sector groups, charitable organizations, and government.
For example, in the 2000s, the field of social entrepreneurship identified, in which entrepreneurs combine business activities with humanitarian, environmental or community goals.
Now, Here is Who Changing Demographics of Entrepreneurs:
The following demographics of entrepreneurs how to changing below explains;
Over the past 10 years, the demographic makeup of entrepreneurial firms has changed in the United States and around the world. Of the 27.5 million businesses in the United States, women, minorities, seniors, and young people own an increasingly larger number of them. This is an exciting development for the entrepreneurial sector of the U.S economy.
Women Entrepreneurs:
While men are still more likely to start businesses than women, the number of women-owned businesses is increasing. According to the U.S. Census Bureau, there were 6.5 million privately-held women-owned firms in the United States in 2002, the most recent year the U.S. Census Bureau collected ownership data. These firms generated an estimated $940 billion in sales and employed 7.1 million people. The number of women-owned firms increased by 19.8 percent from 1997 to 2002, compared with a growth rate of 10.3 percent for United States firms overall.
According to a survey of both women-owned and men-owned businesses in the United States, the average age of the individuals who lead women-owned firms is 44.7 years old. A total of 52.7 percent of women-owned firms are home-based, 31.9 percent are multi-owner firms, and 19.5 percent were started for less than $2,000. The top industry for women-owned businesses is retail (19 percent) followed by professional, management, and educational services (16.3 percent). Women-owned firms still trail male-owned businesses in terms of sales and profits. The average women-owned firm has annual sales of $60,264 and annual profits of $14,549, compared to annual sales of $118,987 and profits of $30,373 for male-owned businesses.
There are a growing number of groups that support and advocate for women-owned businesses. An example is Count Me In (www.makemineamillion.org), which is the leading national not-for-profit provider of resources, business education, and community support for women entrepreneurs.
Minority Entrepreneurs:
There has been a substantial increase in minority entrepreneurs in the United States from 1996 to 2010. The biggest jump has come in Latino entrepreneurs, which increased from 11 percent to 23 percent from 1996 to 2010, followed by Asian entrepreneurs, which jumped from 4 percent to 6 percent during the same period. While these numbers are encouraging, in general, the firms created by minority entrepreneurs lag behind averages for all firms in terms of economic indicators. The Kauffman Foundation is one group that actively engages in research to not only track the growth in minority entrepreneurs but to better understand how to strengthen the infrastructures and networks to enable minority entrepreneurs to reach higher levels of financial success.
Similar to women entrepreneurs, an important factor facilitating the growth of minority entrepreneurs is the number of organizations that promote and provide assistance. Examples include the Latin Business Association, Black Business Association, National Indian Business Association, The National Council of Asian American Business Associations, and the Minority Business Development Agency, which is part of the United States Department of Commerce.
Senior Entrepreneurs:
The increase in entrepreneurial activity among senior entrepreneurs, consisting of people 55 years and older, between 1996 and 2010 is substantial (from 14 percent to 23 percent). This increase attribute to several factors, including corporate downsizing, an increasing desire among older workers for more personal fulfillment in their lives, and growing worries among seniors that they need to earn additional income to pay for future health care services and other expenses. Many people in the 55 and older age range have substantial business experience, financial resources that they can draw upon, and excellent vigor and health.
There are several interesting statistics associated with the increasing incidence of senior entrepreneurs. For example, 39 is now the average age of the founders of technology companies in the United States, with twice as many over age 50 as under age 25. Similarly, the steady increase in life expectancy means that Americans are not only living longer, but are living healthier longer, and are likely to remain engaged in either a job or an entrepreneurial venture longer in their lives than earlier generations.
Young Entrepreneurs:
Interestingly, a drop in new entrepreneurial activity for people in the 20 to 34 age range occurred between 1996 and 2010 (from 35 percent in 1996 to 26 percent in 2010); nonetheless, the number of young people interested in entrepreneurship remains strong. At the high school and younger level, according to a Harris Interactive survey of 2,438 individuals ages 8 to 21, 40 percent said they’d like to start their own business someday. A total of 59 percent of the 8- to 21-year-olds said they know someone who has started his or her own business. The teaching of entrepreneurship courses is becoming increasingly common in both public and private high schools. Not-for-profit agencies involving in these efforts too.
The Network for Teaching Entrepreneurship (NFTE), for example, provides entrepreneurship education programs to young people from low-income communities. The organization’s largest annual event calls “Lemonade Day” and held each May. In 2011, over 120,000 kids attended one-day entrepreneurial training sessions in 31 cities. The program teaches children and teens how to borrow money and repay investors who help start their stands, and what to do with the profit, including donating some to nonprofit causes. Since its founding, the NFTE has reached more than 300,000 young people, and currently, has programs in 21 states and 10 foreign countries.
In addition to the NFTE,
A growing number of colleges and universities are offering entrepreneurship-focused programs for high school students. Babson College, for example, offers three Summer Study Programs for high school students. The first two programs, Babson Entrepreneur Development Experience and Babson Idea Generation Program, are resident programs for high school students entering their junior or senior year. Members of the Babson faculty teach in these programs; each program lasts seven weeks. The third program, Service Learning Experience, is a nonresident program for high school sophomores who are passionate about social outreach.
On college campuses, interest in entrepreneurship education is at an all-time high, as will be described throughout this article. More than 2,000 colleges and universities in the United States, which is about two-thirds of the total, offer at least one course in entrepreneurship. Although the bulk of entrepreneurship education takes place within business schools, many other colleges and departments are offering entrepreneurship courses as well—including engineering, agriculture, theater, dance, education, law, and nursing.
Notes: Here are read it Who Changing Demographics of Entrepreneurs? Would you like more read it; What is an Entrepreneur?, and also read it What Is Entrepreneurship?, don’t forget read it; Why Become an Entrepreneur?, and Common Myths About Entrepreneurs.
Common Myths About Entrepreneurs; There are many misconceptions about who entrepreneurs are and what motivates them to launch firms to develop their ideas. Some misconceptions are because of the media covering atypical entrepreneurs, such as a couple of college students who obtain venture capital to fund a small business that they grow into a multimillion-dollar company.
Here are the best fourteen Common Myths About Entrepreneurs.
Such articles rarely state that these entrepreneurs are the exception rather than the norm and that their success is a result of carefully executing an appropriate plan to commercialize what inherently is a solid business idea. Indeed, the success of many of the entrepreneurs we study in each chapter’s Opening Profile is a result of carefully executing the different aspects of the entrepreneurial process. Let’s look at the most common myths and the realities of entrepreneurs.
An entrepreneur has been defining as,
“A person who starts, organizes and manages any enterprise, especially a business, usually with considerable initiative and risk”. “Rather than working as an employee, an entrepreneur runs a small business and assumes all the risk and reward of a given business venture, idea, or good or service offered for sale. The entrepreneur commonly sees as a business leader and innovator of new ideas and business processes.”
Here are Fourteen Common types of Myths of Entrepreneurs:
The following common myths of entrepreneurs are below;
Myth I: Entrepreneurs are born, not made;
This myth bases on the mistaken belief that some people genetically predisposes to be entrepreneurs. The consensus of many hundreds of studies on the psychological and sociological makeup of entrepreneurs is that entrepreneurs are not genetically different from other people. This evidence can interpret as meaning that no one is “born” to be an entrepreneur and that everyone has the potential to become one. Whether someone does or doesn’t is a function of environment, life experiences, and personal choices. However, there are personality traits and characteristics commonly associated with entrepreneurs; these are Common traits, myth, and Characteristics of Entrepreneurs;
A moderate risk taker – Optimistic disposition
A networker – Persuasive
Achievement motivated – Promoter
Alert to opportunities – Resource assembler/leverager
Creative – Self-confident
Decisive – Self-starter
Energetic – Tenacious
A strong work ethic – Tolerant of ambiguity
Lengthy attention span – Visionary
These traits are developed over time and evolve from an individual’s social context. For example, studies show that people with parents who were self-employed are more likely to become entrepreneurs. After witnessing a father’s or mother’s independence in the workplace, an individual is more likely to find independence appealing.
Similarly, people who personally know an entrepreneur is more than twice as likely to involve in starting a new firm as those with no entrepreneur acquaintances or role models. The positive impact of knowing an entrepreneur is explained by the fact that direct observation of other entrepreneurs reduces the ambiguity and uncertainty associated with the entrepreneurial process.
Myth II: Entrepreneurs are gamblers;
The second myth about entrepreneurs is that they are gamblers and take big risks. The truth is, entrepreneurs are usually moderate risk-takers, as are most people. The idea that entrepreneurs are gamblers originates from two sources. First, entrepreneurs typically have less structured jobs, and so they face a more uncertain set of possibilities than managers or rank-and-file employees.
For example, an entrepreneur who starts a social network consulting service has a less stable job than one working for a state governmental agency. Second, many entrepreneurs have a strong need to achieve and often set challenging goals, a behavior that sometimes equates with risk-taking.
Myth III: Entrepreneurs motivate primarily by money;
It is naïve to think that entrepreneurs don’t seek financial rewards. As discussed previously, however, money is rarely the primary reason entrepreneurs start new firms and persevere. The importance and role of money in a start-up is put in perspective by Colin Angle, the founder, and CEO of iRobot, the maker of the popular Roomba robotic vacuum cleaner.
Commenting on his company’s mission statement Angle said: Our, “Build Cool Stuff, Deliver Great Products, Have Fun, Make Money, Change the World” (mission statement) kept us (in the early days of the Company) unified with a common purpose while gut-wrenching change surrounded us. It reminded us that our goal was to have fun and make money. Most importantly, it reminded us that our mission was not only to make money but to change the world in the process. Some entrepreneurs warn that the pursuit of money can be distracting. Media mogul Ted Turner said, “If you think money is a really big deal you’ll be too scared of losing it to get it”.
Extra Things;
Similarly, Sam Walton, commenting on all the media attention that surrounded him after he was named the richest man in America by Forbes magazine in 1985, said:
Here’s the thing: money has never meant that much to me, not even in the sense of keeping score. … We’re not ashamed of having money, but I just don’t believe a big showy lifestyle is appropriate for anywhere, least of all here in Bentonville where folks work hard for their money. We all know that everyone puts on their trousers one leg at a time. … I still can’t believe it was news that I get my hair cut at the barbershop. Where else would I get it cut? Why do I drive a pickup truck? What am I supposed to haul my dogs around in, a Rolls-Royce?
Myth IV: Entrepreneurs should be young and energetic;
Entrepreneurial activity is fairly evenly spread out over age ranges. According to an Index of Entrepreneurial Activity maintained by the Kauffman Foundation, 26 percent of entrepreneurs of ages 20 to 34, 25 percent of ages 35 to 44, 25 percent of ages 45 to 54, and 23 percent of ages 55 to 64. The biggest jump, by far, from 1996 to 2010, which is the period the Kauffman date covers, is the 55 to 64 age bracket. A total of 14 percent of entrepreneurs were 55 to 64 years old in 1996, compared to 23 percent in 2010.
The increasing number of older-aged entrepreneurs is a big change in the entrepreneurial landscape in the United States. Although it is important to be energetic, investors often cite the strength of the entrepreneur (or team of entrepreneurs) as their most important criterion in the decision to fund new ventures. A sentiment that venture capitalists often express is that they would rather fund a strong entrepreneur with a mediocre business idea than fund a strong business idea and a mediocre entrepreneur.
What makes an entrepreneur “strong” in the eyes of an investor is the experience in the area of the proposed business, skills and abilities that will help the business, a solid reputation, a track record of success, and passion about the business idea. The first four of these five qualities favor older rather than younger entrepreneurs.
Myth V: Entrepreneurs love the spotlight;
Indeed, some entrepreneurs are flamboyant; however, the vast majority of them do not attract public attention. Many entrepreneurs, because they are working on proprietary products or services, avoid public notice. Consider that entrepreneurs are the source of the launch of many of the 2,850 companies listed on the NASDAQ, and many of these entrepreneurs are still actively involved with their firms. But how many of these entrepreneurs can you name? Perhaps a half dozen? Most of us could come up with Bill Gates of Microsoft, Jeff Bezos of Amazon.com, Steve Jobs of Apple Inc., Mark Zuckerberg of Facebook and maybe Larry Page and Sergey Brin of Google.
Whether or not they sought attention, these are the entrepreneurs who are often in the news. But few of us could name the founders of Netflix, Twitter, or GAP even though we frequently use these firms’ products and services. These entrepreneurs, like most, have either avoided attention or been passed over by the popular press. They defy the myth that entrepreneurs, more so than other groups in our society, love the spotlight. Now, Common Myths About Entrepreneurs by businesstown.com.
Myth VI: Entrepreneurs Are High-Risk Takers;
Entrepreneurs, Rye states, are often thought of in terms of the risk they assume. Even the dictionary describes an entrepreneur as one who assumes business risks. However, like all prudent businesspeople, entrepreneurs know that taking high risks is a gamble. Entrepreneurs are neither high nor low-risk takers. They prefer situations in which they can influence the outcome, and they like challenges if they believe the odds are in their favor.
They seldom act until they have assessed all the risks associated with an endeavor, and they have an innate ability to make sense out of complexity. These are traits that carry them on to success where others fail. I certainly agree with Rye. Entrepreneurs generally seek the best risk/reward situation. Like most humans, they are often are a little hesitant to risk everything and take wild chances.
Myth VII: Entrepreneurs Mainly Motivate to Get Rich;
Any successful entrepreneur, argues Rye, will tell you that starting a business is not a get-rich-quick alternative. New businesses usually take from one to three years to turn a profit. In the meantime, you consider being doing well if you break even. During the business start-up stage, entrepreneurs do not buy anything they do not need, such as fancy cars. Most drive junk cars and use their surplus money to pay off debt or reinvest it in the business. Their focus is on creating a company with a strong financial base for future expansion.
I largely agree with Rye. For entrepreneurs, money isn’t everything. But nothing is embarrassing about being partially motivated by money, as are most entrepreneurs. If entrepreneurs couldn’t get rich and get a financial reward for their work, the United States could be almost as poor as Cuba. It is OK to make money, build a business, and help build your local economy in the process.
Myth VIII: Entrepreneurs Give Little Attention to Their Personal Life;
All successful entrepreneurs, Rye says, work long hours, which cuts into their personal life. However, long working hours are not unique to entrepreneurs. Many corporate managers and executives work well beyond the average 40-hour workweek. The primary difference between the entrepreneur and his or her corporate counterpart is schedule control.
In the corporate world, you may not have control over your schedule. If some higher-level manager calls a Saturday meeting, you’ve got no choice but to be there. Entrepreneurs don’t mind working 60- to 70-hour weeks, but they will do everything they can to preserve their private time. They schedule important meetings during the week so that they can have weekends off for their personal life, which is very important to them.
I find what Rye says is true, that most entrepreneurs do not give a lot of attention to their personal lives. I have, at times, been an outlier and had almost no personal time, such as when I was a full-time student at Harvard Business School and running four start-up businesses at the same time, or was a full-time college student and starting an independent newspaper business. Sometimes, as an entrepreneur with an especially fast-growing business, you are going to have to sacrifice personal time.
Myth IX: Entrepreneurs Are Often High-Tech Wizards;
We are all aware, says Rye, of a few high-tech entrepreneurial wizards who have made it. Media attention overplays the success of these few high-tech entrepreneurs. Only a small percentage of today’s businesses consider high tech, and what was considered high tech just a few years ago not considers high tech by today’s standards.
It takes high-profit margins, not high tech, to make it as an entrepreneur. One has only to look at the recent problems that have plagued the computer industry to understand this basic principle. High-tech personal computers did very well when they made high-profit margins. The industry then went into a nosedive when profits fell.
Yes, I think Rye is right on the money. Very few businesses require high tech abilities. I have started and run a multimedia business, an interactive software business, and two Internet businesses, with virtually no tech experience or expertise. (Although to be sure, I did learn to do a little computer programming along the way when I start these businesses, to help me appreciate what the engineers were doing). Furthermore, most businesses are not even tech businesses at all.
Myth X: Entrepreneurs Are Loners and Introverts;
Initially, Rye says, entrepreneurs might work alone on a business idea by tinkering in the solitude of their garage or den. In this myth, I don’t agree with Rye. An astute entrepreneur knows that he or she must draw on the experience and ideas of others to succeed. Entrepreneurs will actively seek the advice of others and will make many business contacts to validate their business ideas. The entrepreneur who is a loner and will not talk to anybody will never start a successful business.
I’ve spent a lot of time working largely in isolation during the early stages of building businesses. I think a lot of other entrepreneurs have, too. Not ideal in hindsight, but that’s what I often did. Generally, I think entrepreneurs are willing to work independently if it is necessary to succeed. But even independent-minded people can get lonely, especially if you are working day and night in a small home-based business.
Myth XI: Entrepreneurs Are Job Hoppers;
A recent study of successful entrepreneurs, notes Rye, showed that most of them worked for a large corporation for several years before they started their own business. In every instance, they used the corporate structure to learn everything they could about the business they intended to establish before they started their own. Entrepreneurs are not job hoppers.
I tend to agree with Rye. I think most entrepreneurs have usually had a good track record in the workplace. Most have spent years working for other people before going on their own. But you don’t have to do so to succeed. The longest single job I ever held lasted about eight weeks, but in total, I’ve only worked a few months for anyone else in my entire lifetime.
Myth XII: Entrepreneurs Finance Their Business with Venture Capital;
Entrepreneurs, Rye says, know that venture capital money is one of the most expensive forms of funding they can get. Consequently, they will avoid venture capitalists, using them only as a last resort. Most entrepreneurs fund their business from personal savings, or by borrowing from friends or lending institutions.
I often remind people that venture capital is a relatively small industry and, as such, finances an extremely minute number of small businesses. To finance by a VC firm, your business might need to meet all kinds of criteria, and then find a VC firm that loves it. Furthermore, since VC firms tend not to want to put much money into any one startup, most VC-funded startups have to get money from not one but several different firms.
Myth XIII: Entrepreneurs Are Often Ruthless or Deceptive;
Rye thinks that some people believe that to make it as an entrepreneur; you have to be deceptive and step on anybody who gets in your way. On the contrary, this mode of operation doesn’t work for the entrepreneur. The truly ruthless or deceptive entrepreneur will often alienate others; and, forces to waste time and energy repairing relationships with employees, customers, and suppliers, or simply fail.
I don’t know if people predispose to think negatively of entrepreneurs as Rye states. But, in any event, I think entrepreneurs have some bad apples in their ranks. Not many, but some. I have lost sales to competitors who fabricate the facts, exaggerate the truth, slander their competitors, and engage in all kinds of other unethical behavior. But I have found that such competitors eventually implode.
Often, they lose their best employees, whom they also treat poorly, or they lose their customers. Once, when I was in a dogfight with a ruthless competitor in a business that was extremely dependent upon sales, his three best salespeople, as well as his sales manager, approach me on their initiative and end up joining my team.
Myth XIV: Entrepreneurs Have Limited Dedication;
Rye says it is a myth that entrepreneurs do not dedicate to any one thing. But he adds that dedication is an attribute that all successful entrepreneurs exhibit. They dedicate to becoming their boss. To this end, they’ll work like a dog to make their business succeed.
While I agree with Rye that entrepreneurs will work like a dog to succeed; I do think that many entrepreneurs can change businesses or direction quicker than other people. Often, this ability to switch direction quickly can be essential for success, and entrepreneurs tend not to switch direction recklessly, although there are always exceptions. Finally, you may understand the best fourteen Common Myths About Entrepreneurs.
Notes: Here are read it Common Myths About Entrepreneurs, Would you like more read it; What is an Entrepreneur? and also, read it What Is Entrepreneurship?, don’t forget read it; Why Become an Entrepreneur?, Next up; Who Changing Demographics of Entrepreneurs?.
Characteristics of Authority; First, Some remembering of what is the Authority? The power or right to give orders, make decisions and enforce obedience. The right to act in a specified way delegated from one person or organization to another. A person or organization having political or administrative power and control. The power to influence others, especially because of one’s commanding manner or one’s recognized knowledge about something.
Here are explain; What is Characteristics of Authority? with Theories Sources.
A person with extensive or specialized knowledge about a subject; an expert.
Sources of Authority:
There are broadly five theories regarding the sources from which authority originates. They are:
The formal authority theory.
Acceptance of authority theory.
The competence theory.
Traditional Authority.
Charismatic Authority.
Brief explanations of the above three theories are given below;
The formal authority theory:
According to his theory, the authority flows top to bottom through the structure of an organization. In other words, the authority flows from the General Manager to his departmental manager and in turn, from the departmental manager to his superintendent and the like. This is explained in the following diagram.
Board of Directors → General Manager → Sales Manager → Sales Representatives → Workers
The Formal Authority Theory is otherwise called Traditional Authority Theory and Top-Down Authority Theory. In the case of a public limited company, the authority is in the hands of shareholders and they delegate their authority to top management, and in turn, a part of this authority is a delegate to the middle management.
Acceptance of authority theory:
Chester Bannard gave this theory. According to his theory, the authority flows from the superior to the subordinates whenever there is an acceptance on the part of the subordinates. The subordinates should accept the authority but there is no compulsion made by the superior. If the subordinates do not accept the command of their superior, then the superior cannot say to have any authority over them.
According to Bannard,
“An individual will accept the exercise of authority, if the advantages accruing to him from accepting plus the disadvantages accruing to him from not accepting exceed the advantages accruing to him from not accepting plus the disadvantages accruing to him for accepting and conversely, he will not accept the exercise of authority if the latter factors exceed the former.”
The authority of a superior will be effective only when there is the willingness on the part of the subordinate to accept authority and ineffective when there is a lack of readiness to accept the authority on the part of the subordinate. The subordinate will not analyze every order of the superior to accept it or not. In fact, the subordinate without a second thought accepts certain orders of the superior. If the subordinate without any hesitation accepts the order of the superior, it is knowing as the zone of acceptance.
A number of factors will determine a zone of acceptance:
The following acceptance below are;
The subordinate believes that rewards will give to him in appreciation of his efforts and skills.
Sincere services of subordinate to the organization will reward.
A subordinate thinks that he has to accept the authority in a particular situation.
The non-acceptance of authority will result in dismissal of the subordinate from an organization.
It is also accepting on account of special knowledge that a man may possess.
There is no other way available than to accept authority.
It is the duty of the subordinate or it may be the policy of the organization to impose the authority.
It is the duty of the subordinate or it may be the policy of the organization to impose the authority.
People have confidence in the person giving orders.
Competence theory:
This type of authority is investing with the persons by virtue of the office hold by them. The personal power of this type of persons is based on the leadership qualities of the person concerned. In an organization, only one person gets a higher position than others in the course of time-based on leadership qualities possessed by him.
Traditional Authority:
In a family system, the father exercises traditional authority over members of the family. The traditional authority is generally following in the Indian family system. It is the father who guides the activities of the family and others obey out of respect and traditions.
In the traditional form of authority, there is no formal law or structured discipline and relationships are governed by personal loyalty and faithfulness rather than compulsions of rules and regulations or duties of the office.
Charismatic Authority:
The charismatic authority rests on the personal charisma of a leader who commands the respect of his followers. The personal traits such as good looks, intelligence, integrity, etc., influence others and people follow the dictates of their leaders because of such traits.
The people follow the leader because they feel that he will help them in achieving their goals. The charismatic leaders are generally good orators and have a hypnotic effect on the followers. The religious leaders and political leaders like Mahatma Gandhi, John F. Keneddy of America come under this category.
The Charismatic phenomena also extend to film actors, actresses, and war heroes. Film actors and actresses have been successful in raising huge funds for calamities etc. because of their charismatic personalities. Even political parties associate actors and actresses with them to collect crowds for their rallies. People follow some leaders/persons because of their charismatic personalities and not because of any other factor.
What is Characteristics of Authority? with Theories Sources! #Pixabay.
Characteristics of Authority:
The characteristics of authority are briefly explain below;
The basis of getting things done the right to take actions towards completion: Authority gives a right to do things in an organization and affect the behavior of other workers of the organization. It leads to the performance of certain activities for the accomplishment of the defined objectives automatically.
Legitimacy-positional authority: Authority implies a legal right (within the organization itself) available to superiors. This type of right arises due to the tradition followed in an organization, custom or accepted standards of authenticity. The right of a manager to affect the behavior of his subordinates is giving to him on the basis of an organizational hierarchy.
Decision–making the freedom and right to make choices of action: Decision-making is a Pre-requisite of an authority. The manager can command his subordinates to act or not act. This type of decision takes by the manager regarding the functioning of an office.
Implementation as a consequence of the position hold: Implementation influences the personality factors of the manager, who is empowering to use authority. The subordinates or group of subordinates should follow the instructions of the manager regarding the implementation of decisions. The personality factor of one manager may differ from another manager.
Authority is a legal power which is possessed by a person from his superior officers and with the help of which he succeeds in getting the things done by his sub-ordinates. Authority is the key to managerial functions. If the managers do not possess the required authorization, they will not be able to perform their duties properly.
Here are explain; What is the authority? Introduction, Meaning, and Definition.
A manager is in a position to influence his subordinates only by the use of his authority. It is the authorization which enables him to discharge the important functions of planning, coordination, motivation and controlling, etc. in an enterprise.
If proper authorization is not vesting in him, he cannot perform. These functions in the required manner and he cannot hold responsible for all these functions in the absence of proper authorities. It is only the authorities by virtue of which he dominates his subordinates and gets work done by them.
The word authority (derived from the Latin word Auctoritas) can use to mean the right to exercise power given by the State (in the form of government, judges, police officers, etc.), or by academic knowledge of an area (someone that can be an authority on a subject).
What is authority? Introduction, Meaning, and Definition #Pixabay.
The power or right to give orders, make decisions and enforce obedience. The right to act in a specified way delegated from one person or organization to another. A person or organization having political or administrative power and control. The power to influence others, especially because of one’s commanding manner or one’s recognized knowledge about something. A person with extensive or specialized knowledge about a subject; an expert.
Authority is the power to make decisions, which guide the action of others. A delegation of authorization contributes to the creation of an organization. No single person is in a position to discharge all the duties in an organization. In order to finish the work in time, there is a need to delegate authorization and follow the principles of division of labor. Delegation permits a person to extend his influence beyond the limits of his own personal time, energy, and knowledge. It is the “right of decision and command.” Theories Sources with Characteristics of Authority.
Definition of authority:
The Following definitions below are from different authors;
According to Henry Fayol,
“Authority is the right to give orders and the power to exact obedience.”
According to Koontz and O’Donnell,
“Authority is the power to command others to act or not to act, in a manner deemed by the possessor of the authority to further enterprises or departmental purposes.”
According to Terry,
“Authority is the power to exact others to take actions considered appropriate for the achievement of a predetermined objective.”
According to Barnard,
“Authority is the character of a communication (order) in a formal organization by virtue of which it is accepted by a contributor to or member of the organization as governing the action he contributes. That is, as governing or determining what he does or is not to do so far as the organization is concerned.”
While concluding the meaning of authority it can say that authorities in the ordinary sense of the term are nothing more than a legal right. It empowers an individual to make decisions. He is giving a right to command and to exercise control over. Those who are responsible for the execution of policies and programs of the enterprise. For decisions take the authorizing person is holding responsible and is made answerable to his superiors and the organization as a whole.
Learn, Explain, What are the Principles of Directing?
First, Some know about of Directing; Directing is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. The direction is said to be consisting of human factors.
What is a Directing? A basic management function that includes building an effective work climate and creating an opportunity for motivation, supervising, scheduling, and disciplining.
The Meaning of Directing!
Directing means giving instructions, guiding, counseling, motivating and leading the staff in an organization in doing work to achieve Organisational goals. Directing is a key managerial function performing by the manager along with planning, organizing, staffing and controlling. From top executive to supervisor performs the function of directing and it takes place accordingly wherever superior-subordinate relations exist. Directing is a continuous process initiated at the top level and flows to the bottom through organizational hierarchy.
In simple words, it can describe as providing guidance to workers is doing work. In a field of management, the direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. According to Human,“Directing consists of process or technique by which instruction can be issued and operations can carry out as originally planned” Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards the accomplishment of organizational goals.
Now, Here are Principles of Directing:
The Following are the Principles of Directing:-
I. Harmony of objectives:
Individuals have their own objectives. An organization also has its own objectives. The management should coordinate the individual objectives with Organization objectives. Direction should be such that individuals can integrate their objectives with Organization objectives.
II. Maximum individual contribution:
Every member’s contribution is necessary for the organization’s development. Hence the management should adopt a technique of direction which enables maximum contribution by the members.
III. Unity of direction or command:
An employee should receive orders and instructions only from one superior. If not so, there would be indiscipline and confusion among the subordinates and disorder will ensue.
IV. Efficiency:
The subordinates should participate in the decision-making process so that they would have a sense of commitment. This will ensure implementation of decisions and will increase the efficiency of subordinates.
V. Direct supervision:
Managers should have the direct relationship with their subordinates. Face to face communication and personal touch with subordinates will ensure successful direction.
VI. Feedback:
The Direction does not end with issuing orders and instructions to subordinates. Suggestions given by subordinates are necessary for the development of management. So the development of feedback system furnishes reliable ideas to the management.
VII. Effective communication:
The superior must ensure that plans, policies, and responsibilities are fully understood by the subordinates in the right direction.
VIII. Appropriateness of direction technique:
There are three direction techniques available to the management. They are authoritarian, consultative and free rein. But the direction techniques should select according to the situation.
IX. Effective control:
The management should monitor the behavior and performance of subordinates to exercise effective control over them. Effective control ensures effective direction. Also, What are Nature and Characteristics of Leadership?
X. Comprehension:
The extent of understanding by subordinates is more important than what and how orders are communicating to them. This is very useful in the proper direction of subordinates.
XI. Follow through:
A direction is a continuous process. Mere issuing orders or an instruction is not an end itself. The direction is necessary. Hence the management should watch whether the subordinates follow the orders and whether they face difficulties in carrying out the orders or instructions.
Also, Some extra info on Directing!
Directing is a process of the top-down approach. It is a vertical process in which orders come from the top for the subordinates to follow. Directing is person-centric. That’s why we often see that one boss is very effective because of his proper directions and the other one is not so effective because of his wrong way of handling things.
Also, the direction is a management function performing by top-level officials of management. Directing, through the top-down approach, is actually a two-way approach, i.e. orders come top down, and the feedback goes bottom up. The direction is necessary to achieve proper implementation of goals. Direction consists of processes and techniques utilized in issuing instructions and making certain that operations are carried out as originally planned.
Also, like to read it; The definitions of all the Seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling.
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Principles of Coordination; First. Some Discuss Coordination – The effectiveness of a system relates to its ability to fulfill its functional requirements. When a system consists of a set of collaborating agents, the overall performance may depend more on their ability to work together than on optimizing individual behavior. The goal of an agent is often at odds with the interest of the collective. The limitations of centralized control for complex systems suggest the need for decentralized coordination. This can achieve by having each agent take explicit account of the cost of engaging in an activity as well as a measure of reward for competent behavior.
Here are Explains, What are the Principles of Coordination? 10 types of Principles.
The consideration of payoffs and penalties leads to an economic perspective of multi-agent systems. In consequence, it is possible to draw on previous work in diverse fields, ranging from game theory to welfare economics and social policy. The promise and limitations of the explicit valuation approach examine. To illustrate, the behavior of collaborative systems can interpret in terms of games of strategy; this approach permits a better understanding of the conditions for globally optimal behavior, as well as strategies for their attainment. The notions of agents and the explicit valuation of action are versatile concepts. One indication of the versatility lies in the fact that these concepts cover as a special case the idea of genetic algorithms as a mechanism for learning systems.
Now, Here are Principles of Coordination;
Simplified organization:
Authority, responsibility, duty, and other job descriptions should clearly describe by the organization. Also, Coordination may be simple and easy when all duties and power simplify.
Harmonized programs and policies:
An organization must set the programs and policies. These programs and policies must harmonize. Harmonized policies help to make coordination effective.
Well, the designed system of communication:
Without effective communication coordination and harmonizing activities is not possible. Therefore, the communication system must well design.
Voluntary cooperation:
Are voluntarily cooperated when all behave voluntarily cooperated, then only coordination can be successful.
Coordination through supervision:
Supervisors are the most important actor to coordinate the workers and their work. Mainly in all organization supervisors coordinate the resources and activities.
Continuity:
It is a never-ending process. When it is done continuously, the resources are not used effectively and they cannot contribute.
Direct contact:
Direct contact is necessary for effective coordination. Face to face contact may provide more effectiveness. Direct personal contact removes misunderstanding and conflict between departments or between personnel. It involves direct face to face communication, personal discussion, settlement of differences, exchanges of ideas between the personnel.
Clearly defined goals:
Organizational goals and other departmental goals must clearly define otherwise it isn’t easy to coordinate the resources and activities.
Effective leadership:
Leadership must be effective. As well as, It helps o increase the confidence of employees and it develops the morale of workers. Also, Effective leadership helps ineffective coordination.
Continuous Process:
Coordination is a continuous process and must go on all the time. In contrast to the principle of continuity, the difference of opinions and information gap may appear and misunderstanding in interdepartmental operations may crop up in the absence of coordination. By keeping the process of coordination as a continuous flow of information, sound coordination can be ensured in an enterprise.
Notes: Here are you have read it Principles of Coordination. And, Maybe You will read it; The definitions of all the Seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. You will be reading this post about; What are the Functions of the Organization. Do you read it What is a Management and Organization?, Next Notes of Article Importance with Techniques of Coordination.
Explain is, What are 14 Principles of Organization?
MeaningofOrganization: “An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment”. A group of people, the structures in a specific way to achieve a series of shared goals. Relationships within an organization are determining by its structure and are typically based on role and function. As the external environment can affect, and affected by organizations, they are considering open systems. Also learn, 14 Principles of Management by Henri Fayol, 14 Principles of Organization!
Now, here are Fourteen types Principles of Organization!
Organizational goals, departmental goals, and individual goals must be clearly defined. All goals and objectives must have uniformity. When there is contradiction among different level of goals desired goals can’t achieve. Therefore, the unity of objectives is necessary
II. The principle of specialization:
Sound and the effective organization believes in an organization. The term specialization is related to work and employees. When an employee takes the special type of knowledge and skill in any area, it is known as specialization. The modern business organization needs the specialization, skill, and knowledge of this desired sector of the economy and thus, efficiency would establish.
III. The principle of coordination:
In an organization many types of equipment, tools are using. Coordination can obtain by group effort that emphasizes on a unity of action. Therefore, coordination facilitates several management concepts
IV. The principle of authority:
Authority is the kind of right and power through which it guides and directs the actions of others so that the organizational goals can achieve. It’s also related to decision making. It is vesting in a particular position, not to the person because authority is given by an institution and therefore it is legal. It generally flows from higher level to lowest level of management. There should be an unbroken line of authority.
V. The principle of responsibility:
An Authentic body of an organization is top-level management, top-level management direct the subordinates. Departmental managers and other personnel take the direction from top level management to perform the task. Also, Authority is necessary to perform the work .only authority is not provided to the people but the obligation is also provided. So the obligation to perform the duties and task is known as responsibility. Responsibility can’t delegate. It can’t avoid.
VI. The principle of delegation:
A process of transferring authority and creation of responsibility between superior and subordinates to accomplish a certain task is called delegation of authority. Authority is only delegated, not responsibilities at all levels of management. The authority delegated should equal to the responsibility
VII. The principle of efficiency:
In the enterprise, different resources are using. Therese resources must use in an effective manner. When the organization fulfills the objectives with minimum cost, it is effective. The organization must always concentrate on efficiency.
VIII. The principle of unity of command:
Subordinates should receive orders from the single superior at a time and all subordinates should be accountable to that superior. More superior leads to confusion, delay and so on.
IX. The principle of the span of control:
Unlimited subordinates can’t supervise by the manager, this principle thus helps to determine numerical limit if subordinates to supervised by a manager. This improves efficiency.
X. The principle of balance:
The functional activities their establishment and other performances should balance properly. Authority, centralization, decentralization must balance equally. This is a very challenging job but efficient management must keep it.
XI. The principle of communication:
Communication is the process of transformation of information from one person to another of different levels. It involves the systematic and continuous process of telling, listening and understanding opinions ideas, feelings, information, views etc, in the flow of information. Effective communication is important
XII. The principle of personal ability:
For the sound organization, human resources are important. Employees must be capable. Able employees can perform higher. Mainly training and development programs must encourage to develop the skill in the employees
XIII. The principle of flexibility:
Organizational structure must be flexible considering the environmental dynamism. Sometimes, dramatically change may occur in the organization and in that condition, an organization should be ready to accept the change
XIV. The principle of simplicity:
This principle emphasizes the simplicity of organizational structure, the structure if the organization should be simple with a minimum number of levels, so that its member and understand duties and authorities.
Notes: Here are you have read it 14 Principles of Organization. And, Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. you will be reading this post about; What are Functions of Organization, do you read it about Organization.
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First, we will understand What is an Organization? Just same knowledge remembering for more understandable How to Principles of Organization use it or work it in your organization employees.
“An organized group of people with a particular purpose, such as a business or government department.”
“The action of organizing something. The quality of being systematic and efficient.”
“The way in which the elements of a whole are arranged.”
Here are Principles of Organization
The principle of definition: Defining and fixing the duties, responsibilities, and authority of each worker. In addition, when a group of persons is working together for a common goal, it becomes necessary to define the relationship between them in clear terms.
The principle of objective: The activities at all levels of organization structure should be geared to achieve the main objectives of the organization.
The principle of specialization or division of work: It includes deciding and division of various activities required to achieve the objectives of an organization. Identical activities are grouped under one individual or one department. In order to ensure effective performance, the grouped activities are allotted to specified competent persons, specialized in their fields. Adequate staff members are appointed by them and are appropriately trained.
The principle of coordination: Coordination must exist among the workers. The delegated authority and responsibility should be coordinated by the chief managerial staff. There must be a separate and responsible person to see whether all the activities are going on to accomplish the objectives of the organization or not.
The principle of authority: Assignment of duties or allotment of duties to specified persons is followed by the delegation of authority. While delegating authority, responsibility is also fixed. The senior members should delegate the authority to their subordinates on the basis of their ability. The subordinates are motivated through the delegation of authority and they perform the work efficiently with responsibility.
The principle of responsibility: Each person is responsible for the work completed by him. Authority is delegated from the top level to the bottom level but the responsibility can be delegated to some extent. While delegating the authority, there is no need to delegate the responsibility. So, the responsibility of the junior staff members should be clearly defined.
The principle of explanation: While allocating duties to persons, the extent of liabilities of the person should be clearly explained to the concerned person. It will enable the person to accept the authority and discharge his duties efficiently.
The principle of efficiency: Each work can be completed efficiently wherever the environment, as well as the organizational structure, facilitates the completion of work. The work should be completed with minimum members, in less time, with minimum resources and within the right time.
The principle of uniformity: The organization should distribute the work in such a way that there should be an equal status and equal authority and powers among the same line officers.
The principle of correspondence: Authority and responsibility should be in parity with each other. If authority alone is delegated without responsibility, it could be misused. Secondly, if responsibility is delegated without authority, it will not work.
The principle of the unity of command: A subordinate should receive the instructions or directions only from one superior.
The principle of balance: Sequence of work between various units of the organization should be arranged scientifically.
The principle of equilibrium: In certain periods, some departments are overloaded and some are under loaded. The overloaded departments should be further divided into subsections. This would facilitate effective control.
The principle of continuity: There should be reoperation of objectives, readjustment of plants and provision of opportunities for the development of future management.
The principle of the span of control: It refers to the maximum number of members effectively supervised by a single individual. In the administration area, under one executive, four or five subordinates may work. In the factory level, under one supervisor, twenty or twenty five workers may work. The span of control enables smooth functioning of the organization.
The principle of leadership facilitation: The organizational set up may be arranged in such a way that the persons with leadership qualities such as honesty, devotion, enthusiasm, and inspiration are appointed in key positions.
The principle of exception: The junior officers should be disturbed by the seniors only when the work is not done according to the plans laid down. It automatically reduces the work of middle level as well as top level officers. The top level officers will have more time to frame policies and chalk out the plans of the organization.
The principle of flexibility: The organizational set up must be flexible to adjust to the changing environment of the business.
The Scalar principle: The line of authority flows from the top level to bottom level. It also establishes the line of communication. Each person has to know as to who is his superior, from whom he has to receive orders, and to whom he is answerable. Each superior must know what authority he has and over which persons.
The principle of simplicity and homogeneity: The organization structure should be simple. It enables the staff members to maintain equality and homogeneity. It is necessary to understand a person who is working in the organization. If the organization structure is complex, junior officers will not understand the level and the extent of responsibility for a particular activity.
The principle of unity in direction: The major plan is sub-divided into sub-plans which are taken by groups or departments. All these groups have to cooperate to attain the main objectives by implementing a major plan.
The principle of joint decisions: In the business organization, there are a number of decisions taken by the officers to run the business. If a complicated problem arises, more than one member examines the problems and takes decisions. Whenever the decision is taken jointly, it gives a benefit for a long period.
Notes: Here are you have read it Principles of Organization. And, Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. You will be reading this post about; What are Functions of Organization, do you read it about Organization.
First, you will understand What are Functions of Organizational; In order to produce and sell their product or service, most organizations will need to undertake six key functions.
[perfectpullquote align=”right” cite=”” link=”” color=”” class=”” size=””]Design and Production, Finance, Human Resources, Sales and Marketing, Administration, and Research and Development.[/perfectpullquote]
Each of the functions will need to work together so that the whole of the organization has the same aims and objectives. To achieve this communication across the various functions is the key activity. A starting point for this type of communication is the creation of a clear set of company objectives which each function is aware of. These objectives then need to be further broken down into specific objectives for each function. Regular reviews of firstly how each function is performing against its objectives and secondly how the company is performing against its overall objective should ensure that the whole company is pulling in the same direction.
Now start What is Functions of Organization; The Following Six Types Organization Functions
A. Determination of activities: It includes deciding and division of various activities required to achieve the objectives of an organization. The entire work is divided into various parts and again each part is sub-divided into various sub-parts. E.g. the purchase work may be divided into requisition of items, placing an order, storage etc.
B. Grouping of activities: Identical activities are grouped under one individual or one department. The activities of sales such as canvassing, advertisements, and debt collection are grouped under sales department.
C. Allotment of duties to specified persons: In order to ensure effective performance, the grouped activities are allotted to specified competent persons, specialized in their fields. Adequate staff members are appointed by them and are appropriately trained.
D. The delegation of authority: Assignment of duties or allotment of duties to specified persons is followed by the delegation of authority. While delegating authority, responsibility is also fixed. E.g. the production manager may be delegated with the authority to produce the goods and fixed with the responsibility of producing the quality of goods.
E. Defining relationship: When a group of persons is working together for a common goal, it becomes necessary to define the relationship between them in clear terms. Each person has to know as to who is his superior, from whom he has to receive orders, and to whom he is answerable. Each superior must know what authority he has and over which persons.
F. Co-ordination of various activities: The delegated authority and responsibility should be coordinated by the chief managerial staff. There must be a separate and responsible person to see whether all the activities are going on to accomplish the objectives of the organization or not.
Notes: Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. You will be reading this post about; What are Functions of Organization, do you read it about Organization.
