Entrepreneurship Behaviour || Pre-Finals|| Module 2 ||Week 6-10

TOPIC TITLE: Entrepreneurial Resourcefulness

TIME ALLOTMENT: 1.5 hours / Nov. 22 – Dec. 3
Period/Term: Prefinals

Module Learning Objectives:

 Explain entrepreneurial resourcefulness in terms of
innovativeness, risk taking, proactiveness, and autonomy.

Greetings everyone!

Welcome to Module 3 Lesson 9 of your course ENTREP 1: Entrepreneurial

Behaviour.

At the end of this module, you are expected to:

 Explain entrepreneurial resourcefulness in terms of innovativeness, risk taking,

proactiveness, and autonomy

Let’s activate your prior knowledge!

Impressions

Discover how others see you and the kind of impression people have of you

Answers these ten questions to learn how others see you

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 Entrepreneurship Behaviour || Pre-Finals|| Module 2 ||Week 6-10

1. When do you feel at your best?

A. in the morning
B. during the afternoon and early evening
C. late at night

2. You usually walk.

A. fairly fast, with long steps

B. fairly fast, with little steps
C. less fast, head up, looking the world in the face
D. less fast, head down
E. very slowly

3. When talking to people, you.

A. stand with your arms folded

B. have your hands clasped
C. have one or both your hands on your hips or in pockets
D. touch or push the person to whom you are talking

4. When relaxing, you sit with.

your knees bent with your legs neatly side by side

A. your legs crossed

B. your legs stretched out or straight
C. one leg curled under you
D. play with your ear, touch your chin, or smooth your hair

5. When something really amuses you, you react with.

A. a big, appreciated laugh

B. a laugh, but not a loud one
C. a quiet chuckle
D. a sheepish smile

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6. When you go to a party or social gathering, you...

A. make a loud entrance so everyone notices you

B. make a quiet entrance, looking around for someone you know
C. make the quietest entrance, trying to stay unnoticed

7. When you're working or concentrating very hard, and you're interrupted, you.

A. welcome the break

B. feel extremely irritated
C. vary between these two extremes

8. Which of the following colors do you like most?

A. Red or orange
B. black
C. yellow or light blue
D. green
E. dark blue or purple
F. white
G. brown or gray

9. When you are in bed at night, in those last few moments before going to sleep, you lie.

A. stretched out on your back

B. stretched out face down on your stomach
C. on your side, slightly curled
D. with your head on one arm
E. with your head under the covers

10. You often dream that you are.

A. falling
B. fighting or struggling
C. searching for something or somebody
D. flying or floating
E. you usually have dreamless sleep
F. your dreams are always pleasant

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Let us refresh our knowledge by reading this or watch this link.

https://www.youtube.com/watch?v=VHQTFH7RzMs

What is Resourcefulness: The Key to Creating the Life You Desire

I'm talking about great people, people that work hard, people that have great intentions, people
that simply want a better life but don't know where to start. The truth is the way the world is setup
right now, to them a better life seems out of reach. But what are they missing? We live in a world so
full of resources that we've actually brain washed ourselves into a world full of scarcity. If you look
around, you can literally see billions of dollars and millions of opportunities right in front of your eyes
every single day. Between the cities, the people, the internet, the businesses. There is money,
resources, and knowledge flowing around us everywhere. Yet so many people can't seem to figure out
how to take advantage of these resources. My name is James Westin and I'm on a mission to help as
many people as I can learn how to leverage their talents and their resources to create a life they love.
Do you want to know the difference? between those who create a life they love and those who don't?
It's not their parents, it's not the school they went to or their natural abilities. The difference is these
people have learned how to leverage five things: their skills, their habits, their time, their money, and
their connections. They've learned how to leverage these things to create the life they want. These
people are Hyper Resourceful. These people are creators. These people find a way, they make things
happen, and you can too. What you need to learn is the number one skill that humans have used to
thrive for millions of years. A skill that we are no longer forced to learn anymore. That skill is
Resourcefulness. The ability to take what you have and create what you want. Resourcefulness is not
a shortcut to success it's not a cheat code. Resourcefulness s is a way of approaching life, it's a mindset.
It's not accepting the excuse that you don't have enough, but instead embracing the fact that you have
everything you need in this world, you just don't realize it yet. I want to teach you this skill because
once you are resourceful you will be on your path to creating the life you dream of.

Let’s acquire new knowledge

Video Streaming:
Entitled: Pepito Manaloto: Bayanihan sa kompanya ni Pepito Episode 370
Link: https://m.youtube.com/watch?v=kQHyVlpf_7k
Time Duration: 4:34 minutes

Debrief:
1. What can you say about the way Pepito Manaloto treats his employees?
2. Why do you think lies behind the success of Pepito’s company?

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 Entrepreneurship Behaviour || Pre-Finals|| Module 2 ||Week 6-10

ENTREPRENEURIAL RESOURCEFULNESS
References: https://opentextbc.ca/strategicmanagement/chapter/entrepreneurial-orientation/
Entitled: Entrepreneurial Orientation

When asked to think of an entrepreneur, people typically offer examples such as John Molson, brothers
Harrison and Wallace McCain, and J. A. Bombardier—individuals who have started their own successful
businesses from the bottom up that generated a lasting impact on society. But entrepreneurial thinking
and doing are not limited to those who begin in their garage with a new idea, financed by family
members or personal savings. Some people in large organizations are filled with passion for a new
idea, spend their time championing a new product or service, work with key players in the organization
to build a constituency, and then find ways to acquire the needed resources to bring the idea to fruition.

Thinking and behaving entrepreneurially can help a person’s career too. Some enterprising individuals
successfully navigate through the environments of their respective organizations and maximize their
own career prospects by identifying and seizing new opportunities (Figure 2.9 “Understanding
Entrepreneurial Orientation”) (Doetsch and Lindberg, 2013).

Almost three centuries ago, in the 1730s, Richard Cantillon used the French term entrepreneur, or
literally “undertaker,” to refer to those who undertake self-employment while also accepting an
uncertain return. In subsequent years, entrepreneurs have also been referred to as innovators of new
ideas (Alexander Graham Bell), individuals who find and promote new combinations of factors of
production (Bill Gates’s bundling of Microsoft’s products), and those who exploit opportunistic ideas to
expand small enterprises (Jim Lazaridis at BlackBerry). The common elements of these conceptions of
entrepreneurs are that they do something new and that some individuals can make something out of
opportunities that others cannot.
Because the world is changing so rapidly, non-entrepreneurial organizations are at significant risk of
being left behind. And companies left behind are often gone in fairly short order. Even a cursory self-
examination of the products and service we use daily, reveal than many of these were not even
invented five to ten years ago. Smart phones are just one example.

ENTREPRENEURIAL ORIENTATION (EO)

Entrepreneurial orientation (EO) is a firm-level strategic orientation which captures an organization's

strategy-making practices, managerial philosophies, and firm behaviours that are entrepreneurial in
nature. It is a key concept when executives are crafting strategies in the hopes of doing something
new and exploiting opportunities that other organizations cannot exploit. EO refers to the processes,
practices, and decision-making styles of organizations that act entrepreneurially. Any organization’s
level of EO can be understood by examining how it stacks up relative to five dimensions:

1. autonomy,

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2. competitive aggressiveness,
3. innovativeness,
4. proactiveness, and
5. risk taking.

These dimensions are also relevant to individuals.

AUTONOMY

Autonomy refers to whether an individual or team of individuals within an organization has the freedom
to develop an entrepreneurial idea and then see it through to completion. In an organization that offers
high autonomy, people are offered the independence required to bring a new idea to fruition,
unfettered by the shackles of corporate bureaucracy. When individuals and teams are unhindered by
organizational traditions and norms, they are able to more effectively investigate and champion new
ideas.

Autonomy is the means by which employees have the latitude to make their own decisions and
employers provide both the tools and the guidelines to help employees succeed.

Autonomy is not:

• Working in isolation without supervision.

• Allowing employees to do whatever they like, but rather employers creating guidelines that
put boundaries around employee autonomy.
• Working without a net, but rather employers providing a picture of what success looks like
and tips on how to achieve it.

Autonomy Success

One company successful in creating this type of work environment is Spotify.

Employees of the music streaming service are grouped into teams called ‘squads’. Each squad is
accountable for a specific aspect of the product Spotify provides. They have authority to decide
everything about the aspect including how it should be built and what other teams, if any, assist in the
building.

In this way, squads are accountable for how the product performs. Guidelines and coaches are in
place to help guide creation, but not decide how it should progress.

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As mentioned previously, communication and trust are needed to make autonomy successful. In the
case of Spotify, employees are entrusted to communicate with one another and, in doing so, trust each
team is helping others progress. Without communication, these teams would be forced to work in
isolation.

Benefits of Having Autonomy in the Workplace

 Individual Benefits
Autonomy can be beneficial for individual employees as well as for the company. When a staff
member has some power over her professional activities, she is less likely to fall into the trap of
feeling helpless and out of control. As such, she may be more satisfied with her position and the
company. With autonomy, an employee bears more responsibility and ownership of her work,
which can motivate her to work harder and invest more energy and interest in each project.

 Company Benefits
When employees have more autonomy over their individual workloads, the company can benefit.
Satisfied employees are more likely to be productive, which contributes to overall business
success. Employees with more freedom over their work are also free to come up with innovative
solutions that can make the company more competitive. Autonomy can also help build a strong
corporate culture that respects the work of individuals and creates a sense of job security.

Potential for Negative Outcomes

If providing employees with the information allows for better autonomy, one would be right in assuming
the restriction of that information would have the opposite effect.

Failing to provide information to employees leaves open the opportunity to form assumptions of their
own, which can be past to fellow employees. It can also cause employees to jump to rash conclusions.
In the process, they may disconnect from managers and each other.

According to Gecko board, more than 90% or employees would rather hear bad news than be kept in
the dark about it.

Even when the news isn’t bad, employees begin to mistrust employers when the information is
withheld.
For HR professionals that have been in this situation, employees will often say information is withheld
because of the power knowledge creates, it takes too much time to share with employees, it may cost
the company more money, or they think employees won’t understand.

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Trust and autonomy are intertwined. Trust is not given, but earned, and that means employees can’t
simply demand it. Managers and employees must trust first.

To be more specific:

1. Managers must trust employees with increases responsibility.

2. Employees should trust managers have their best interests at heart.

COMPETITIVE AGGRESSIVENESS

Competitive aggressiveness is the tendency to intensely and directly challenge competitors rather than
trying to avoid them. Aggressive moves can include price-cutting and increasing spending on
marketing, quality, and production capacity. An example of competitive aggressiveness can be found
in any number of “attack ads” in the political arena. When Justin Trudeau became the leader of the
Liberal Party in Canada, he was subject to ads targeting his judgment and, specifically, recent
comments on the economy, terrorism, and the legalization of marijuana (Maloney, 2014).

Sometimes aggressive moves can backfire. During the 1993 Canadian federal election, the Progressive
Conservative Party produced a televised attack ad against Jean Chrétien, the Liberal leader. The ad
(sometimes referred to as the “face ad”) was perceived by many as a focus on Chrétien’s facial
deformity, caused by Bell’s palsy. The resulting outcry is considered to be an example of voter backlash
from negative campaigning (Wikipedia, 2014).

Too much aggressiveness can undermine an organization’s success. A small firm that attacks larger
rivals, for example, may find itself on the losing end of a price war. Establishing a reputation for
competitive aggressiveness can damage a firm’s chances of being invited to join collaborative efforts
such as joint ventures and alliances. In some industries, such as the biotech industry, collaboration is
vital because no single firm has the knowledge and resources needed to develop and deliver new
products. Executives thus must be wary of taking competitive actions that destroy opportunities for
future collaborating.

INNOVATIVENESS

Innovativeness is the tendency to pursue creativity and experimentation. Some innovations build on
existing skills to create incremental improvements, while more radical innovations require brand-new
skills and may make existing skills obsolete. Either way, innovativeness is aimed at developing new
products, services, and processes. Those organizations that are successful in their innovation efforts
tend to enjoy stronger performance than those that do not.

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Known for efficient service, FedEx has introduced its Smart Package, which allows both shippers and
recipients to monitor package location, temperature, and humidity. This type of innovation is a welcome
addition to FedEx’s line up for those in the business of shipping delicate goods, such as human organs.
How do firms generate these types of new ideas that meet customers’ complex needs? Perennial
innovators 3M and Google have found a few possible answers. 3M sends 9,000 of its technical personnel
in thirty-four countries into customers’ workplaces to experience first-hand the kinds of problems
customers encounter each day. Google’s two most popular features of its Gmail, thread sorting and
unlimited email archiving, were first suggested by an engineer who was fed up with his own email
woes. Both firms allow employees to use a portion of their work time on projects of their own choosing
with the goal of creating new innovations for the company. This latter example illustrates how multiple
EO dimensions—in this case, autonomy and innovativeness—can reinforce one another.

Benefits of Innovation

1. Improved productivity & reduced costs

A lot of process innovation is about reducing unit costs. This might be achieved by improving the
production capacity and/or flexibility of the business – to enable it to exploit economies of scale

2. Better quality

By definition, better quality products and services are more likely to meet customer needs. Assuming
that they are effectively marketed, that should result in higher sales and profits

3. Building a product range

A business with a single product or limited product range would almost certainly benefit from
innovation. A broader product range provides an opportunity for higher sales and profits and also
reduces the risk for shareholders

4. To handle legal and environmental issues

Innovation might enable the business to reduce it carbon emissions, produce less waste or perhaps
comply with changing product legislation. Changes in laws often force business to innovate when they
might not otherwise do so

5. More added value

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Effective innovation is a great way to establish a unique selling proposition ("USP") for a product –
something which the customer is prepared to pay more for and which helps a business differentiate
itself from competitors

6. Improved staff retention, motivation and easier recruitment

Not an obvious benefit, but often significant. Potential good quality recruits are often drawn to a
business with a reputation for innovation. Innovative businesses have a reputation for being inspiring
places in which to work.

Risks of Innovation

A strategy of investing in R&D and innovation can bring significant rewards, but it is not without risk.
Amongst the potential pitfalls are:

1. Competition

An innovation only confers a competitive advantage if competitors are not able to replicate it in their
own businesses. Whilst patents provide some legal protection, the reality is that many innovative
products and processes are hard to protect. One danger is that one research-driven, innovative
company makes the initial investment and takes all the risk – only to find it is competing with many
me-too competitors riding on the coat-tails of the innovation.

2. Uncertain commercial returns

Much research is speculative and there is no guarantee of future revenues and profits. The longer the
development timescale the greater the risk that research is overtaken by competitors too.

3. Availability of finance

Like other business activities, R&D has to compete for scarce cash. Given the risks involved, R&D
demands a high required rate of return. That means that for businesses that have limited cash
resources, the opportunity cost of investing in R&D can be very high.

PROACTIVENESS

Proactiveness is the tendency to anticipate and act on future needs rather than reacting to events after
they unfold. A proactive organization is one that adopts an opportunity-seeking perspective. Such
organizations act in advance of shifting market demand and are often either the first to enter new
markets or “fast followers” that improve on the initial efforts of first movers.

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Consider Proactive Communications, an aptly named small firm in Killeen, Texas. From its beginnings
in 2001, this firm has provided communications in hostile environments, such as Iraq and areas
impacted by Hurricane Katrina. Being proactive in this case means being willing to don a military helmet
or sleep outdoors—activities often avoided by other telecommunications firms. By embracing
opportunities that others fear, Proactive’s executives have carved out a lucrative niche in a world that
is technologically, environmentally, and politically turbulent.

10 Benefits of Being Proactive Instead of Reactive

Here are a few other benefits of being proactive in an organization:

1. Be more prepared for situations – You’re thinking about what could happen today to avoid
chaos tomorrow, sort of like an insurance plan! You have a succession or back up plan in place
just in case you lose your job or didn’t get the promotion you were expecting.
2. Saves time and money – You’re putting in the work and effort now to save time and money
by preparing for the unexpected problems now instead of at the last minute.
3. Alleviates problems or issues before they happen – You’re able to uncover potential
problems or conflict and minimize your exposure to it. For instance, there are certain
environments or people that you know you can’t tolerate (negative people, biased critics, or
“haters”) so you refrain from or minimize your contact with these people or places.
4. Recognizes a need for change – As you’re thinking ahead, you may realize there are things
that you could change for the better. You see yourself as a business owner in the future so
you’re making moves today to increase your skill set and networking with people already running
businesses.
5. Fosters creativity and change – You’re willing to step out of your comfort zone to make
things work. Since you see the big picture (#8), you understand that there are things that need
to be done now to ensure you stay on track with your long-term goals. Sometimes this means
trying something new. You may be a salon owner which has typically been a cash-basis
business, but to fulfil the needs of your clients and to keep up with the world of plastic (credit
cards), you now accept credit card payments via card readers (even on cell phones).
6. Allows for flexibility – Being proactive gives you more options because you are considering
things before they happen. You know what kind of business you plan to start so you’ve already
began looking for potential spaces in areas with demand for your product or service.
7. Self-improvement and awareness – As you are contemplating the “what if’s”, you realize
things about yourself that you’ve become accustomed to unknowingly. If you’re always late,
you’ll start breaking this habit and start projects earlier.
8. Sees the big picture and understand long-term goals – Acting proactively means that
you are forward-looking. You’ve changed your eating habits and workout routine because you’re

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aiming for a healthier and happier you. You’re a representation of a positive change to your
colleagues or employees within your Empire.
9. Clearer directions for your future – Sitting back and waiting for things to happen is not an
option, there’s a path that you’ve drawn out and you’re sticking to it. You’re not in the position
at work that you want today but you know where you’re planning to go and how you plan to
get there.
10. Peace of mind – You’re happy with where you are and where you are going because you have
an idea of what is coming. It’s easier to sleep at night when you have a plan for the morning.

These are just a few of the benefits of being proactive. Proactively thinking and being is forward-
looking which helps you see and plan for life and all the unexpected “situations” that come up as you
build your Empire.

RISK TAKING

Risk taking refers to the tendency to engage in bold rather than cautious actions. Starbucks, for
example, made a risky move in 2009 when it introduced a new instant coffee called VIA Ready Brew.
Instant coffee has long been viewed by many coffee drinkers as a bland drink, but Starbucks decided
that the opportunity to distribute its product in different “make-at-home” format was worth the risk of
associating its brand name with instant coffee.

Although a common belief about entrepreneurs is that they are chronic risk takers, research suggests
that entrepreneurs do not perceive their actions as risky, and most take action only after using planning
and forecasting to reduce uncertainty. But uncertainty seldom can be fully eliminated. A few years ago,
Jeroen van der Veer, CEO of Royal Dutch Shell PLC, entered a risky energy deal in Russia’s far east. At
the time, van der Veer conceded that it was too early to know whether the move would be successful.
Just six months later, however, customers in Japan, Korea, and the United States had purchased all
the natural gas expected to be produced there for the next twenty years. If political instabilities in
Russia and challenges in pipeline construction do not dampen returns, Shell stands to post a hefty
profit from its 27.5 percent stake in the venture.

Why entrepreneurs need to take risks

1. You will no longer have to ask “what-if”?

Founder and CEO of Amazon Jeff Bezos has been quoted as saying, “I knew that when I was 80, I was
not going to regret having tried this…I knew that if I failed I wouldn’t regret that. I knew the one thing
I might regret is not ever having tried. And I knew that would haunt me every day.”

Nobody can really be sure if risks will pay off, no matter how calculated they may be. But this should
not stop you from taking risks. If you want your business to succeed, risks are necessary. According to

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a quote by Frederick Wilcox, “Progress always involves risks. You can’t steal second base and keep
your foot on first.”

2. You learn from taking risks

Some risks may not pay off, but an optimistic risk-taker will always look at failure as an opportunity to
learn. Social Media Examiner owner Michael Stelzner writes that the willingness to experiment with new
ideas is key to business growth. As he puts it, “nothing ventured, nothing gained.”

Failure will teach you how to think and plan strategically. Just remember that not all risks are good
ones, and when you fail, learn from it and move on.

3. Innovation and opportunity are tied to risk

Innovation involves changing how people do things. Combine that with the fact that customers have
constantly changing demands and you have consistent opportunities for new business. It is about
sharing and teaching what we know and putting new ideas into practice as a constant state of progress.

Business leaders accept risk as a cost of opportunity and innovation. They know it cannot happen if
you will not accept the risk that your undertaking might fail. The level of risk may be lessened, however,
if you make all possible calculations and evaluate which options are best before proceeding to the next
step.

4. Those who take risks already have a competitive advantage

Since most people tend to avoid risk, those who are brave enough to take risks already have a
competitive advantage. Similar to the concept of a first-mover advantage, when most individuals stay
away from risk, that means less competition for risk-takers. This means if you’ve found a worthwhile
opportunity, and no one else has jumped on it, you’re the only business reaping the benefits and
communicating with customers.

So anytime you’re considering taking a risk, keep your competitors in mind. If you don’t take the risk
they may opt to do so instead. But as long as you understand the potential return, you can rest assured
knowing whether it’s a worthwhile risk or not.

5. Risk-takers may be more content and satisfied with their lives

Most people are not willing to take risks, but a study on risk-taking revealed that there is a link between
willingness to take risks and personal satisfaction. You won’t look back and dwell on what could have
been or the fear you felt when facing uncertainty. Instead, you know what was on the other side of
that “what-if” scenario and can feel proud of the fact that you were willing to take risks to grow your
business.

BUILDING AN ENTREPRENEURIAL ORIENTATION

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Steps can be taken by executives to develop a stronger entrepreneurial orientation throughout an

organization and by individuals to become more entrepreneurial themselves. For executives, it is
important to design organizational systems and policies to reflect the five dimensions of EO. As an
example, how an organization’s compensation systems encourage or discourage these dimensions
should be considered. Is taking sensible risks rewarded through raises and bonuses, regardless of
whether the risks pay off, for example, or does the compensation system penalize risk taking? Other
organizational characteristics such as corporate debt level may influence EO. Do corporate debt levels
help or impede innovativeness? Is debt structured in such a way as to encourage risk taking? These
are key questions for executives to consider.

Examination of some performance measures can assist executives in assessing EO within their
organizations. To understand how the organization develops and reinforces autonomy, for example,
top executives can administer employee satisfaction surveys and monitor employee turnover rates.
Organizations that effectively develop autonomy should foster a work environment with high levels of
employee satisfaction and low levels of turnover. Innovativeness can be gauged by considering how
many new products or services the organization has developed in the last year and how many patents
the firm has obtained.

Similarly, individuals should consider whether their attitudes and behaviours are consistent with the
five dimensions of EO. Is an employee making decisions that focus on competitors? Does the employee
provide executives with new ideas for products or processes that might create value for the
organization?

Is the employee making proactive as opposed to reactive decisions? Each of these questions will aid
employees in understanding how they can help to support EO within their organizations.

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 Entrepreneurship Behaviour || Pre-Finals|| Module 2 ||Week 6-10

Activity:

VLOG CREATION
Instructions:
1. Students will be grouped into five (5); Grouping is base on the chronological order in the
classlist I sent in the GC.
2. Each group members must give their own idea about the Pros and Cons of being proactive,
competitively aggressive, risk-taker, autonomous and innovative in running a business.
3. The vlog should last for 5-6 minutes only or less.
4. Each group will have to submit their works in mp4 format at
mhean.toledo011976@gmail.com

Rubrics:

Highest possible
Criteria Points earned
points
CREATIVITY
This is the overall
concept and story line.
Students must be able
40
to show the topic
clearly in a very
interactive and
interesting way.
CONTENT
This is the overall
script. The students
should be able to
40
explain the concept of
the vlog and the issues
included. The storyline
must be clear.
EDITING
This is how the video
must be edited.
Sequencing,
20
background music,
sound effects,
cleanliness, and cut-to-
cut editing style.

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Assessment of new knowledge

Quiz #1: Identification

Instruction: Answer the following questions accurately.

1. It is the tendency to anticipate and act on future opportunities rather than rely on existing
products and services.
2. It refers to the tendency to engage in bold rather than cautious actions.
3. It is the tendency to intensely and directly challenge competitors rather than trying to avoid
them.
4. It is the means by which employees have the latitude to make their own decisions and employers
provide both the tools and the guidelines to help employees succeed.
5. It is the tendency to pursue creativity and experimentation.

References:
https://m.youtube.com/watch?v=kQHyVlpf_7k
https://www.liveplan.com/blog/why-risk-takers-are-winners-and-why-all-entrepreneurs-should-take-
risks/
https://www.elorus.com/blog/how-to-cultivate-a-risk-taking-culture-inside-your-company/
http://empirelifemag.com/10-benefits-of-being-proactive-instead-of-reactive/
https://www.tutor2u.net/business/reference/innovation-benefits-risks
https://smallbusiness.chron.com/employee-autonomy-20930.html
https://www.referenceforbusiness.com/management/A-Bud/Autonomy.html
http://farazandishan.com/2018/05/28/autonomous-leadership-and-ways-to-encourage-autonomy-in-
the-workplace/
https://open.lib.umn.edu/strategicmanagement/chapter/2-5-entrepreneurial-orientation/
https://open.lib.umn.edu/strategicmanagement/chapter/2-5-entrepreneurial-orientation/
https://opentextbc.ca/strategicmanagement/chapter/entrepreneurial-orientation/

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 Entrepreneurship Behaviour || Pre-Finals|| Module 2 ||Week 6-10

Timeline!
Let’s be mindful of your deadline

Activity Name of Date of Remarks

Number Activity Submission

1. Vlog Creation Activity 1 Dec. 03,2021

2. Quiz #1 Assessment Dec. 03,2021

CARD-MRI Development Institute, Inc. Modular Learning