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Policy recommendations to enhance an entrepreneurial culture and favorable attitudes


1. Increase awareness

of

entrepreneurial opportunities.

Special promotion


activities

and

promotional

material should be developed with the aim of


increasing awareness of the opportunities for new business
2. Start-ups amongst all segments of the population. Regions and localities should be
innovative in initiating their own promotion activities.
3. Improve the image of places. Changing the entrepreneurial culture means
changing the image of a place with both internal and external populations. If
people do not believe that a place is attractive to live in, and that it allows for
being entrepreneurial and innovative, then they will not set up businesses, or will
set up or operate their businesses in more attractive places.


4. Campaigns

should

therefore

be

created

to generate

trust

in

the


endogenous

strengths

and

in

the future of

places.

In strengthening


their

entrepreneurial image places should promote key specific strengths as


„magnets of attraction‟.
5. Intensify enterprise education and awareness campaigns. It is important that
entrepreneurship is not seen as a cure for unemployment but rather as a
means to dynamic economic development.
6. In the long run, promoting enterprise education throughout the education
system up to university level increases entrepreneurial aspirations, attitudes
and behaviour in the long run.
7. Education from an early age should promote creativity and empowerment
as well as provide children and youth with a realistic picture of
entrepreneurship as a viable, also temporary, alternative to paid employment that
in the future will be more a blend of dependent and self-employment.
8. Create identifiable role models and champions. Regional success stories
should be identified and promoted in different media (TV, radio, newspapers,
magazines, internet), in different forms (e.g. awards, success stories), at different
occasions (e.g. conferences, fairs, events) and by different public and private
actors (e.g. local government, chambers, business associations, community
organisations, etc.). It is
9. important to demonstrate that entrepreneurship is about taking manageable
risks and sometimes even about failing, but however it is worth trying and
taking the risk.


10. Practical

real

life

stories

and

happenings provide people with better


understanding of what it is like to be an entrepreneur.
11. Establish mentor and patron panels. The availability of a panel of retired
business people to counsel new and expanding companies has been an
important feature of working with, and supporting SMEs, in other OECD
countries. This type of mentoring service is relevant to both micro and
larger SMEs, and at Start-up and later stages of development in the life cycles of
companies.
12. Incentives and support for business succession. In light of the still limited
interest in business succession, compared to start-up activities, more incentives
and support structures should be developed.


13. The

inclusion

of

highly-skilled

employees,

with

great

potential

for


entrepreneurial activities, should be considered as a target group for training
programmes in business succession.
14. Create incentives for SMEs to take apprentices. Apprenticeships assist young
people to gain work experience and provide SMEs with possibilities to test
young workers and their capabilities and train them according to company


needs.

Entrepreneurship

is

not

simply

about

business

start-up,

but,


increasingly employability and entrepreneurship have become an indivisible
pair. It is important to continue initiatives that can raise awareness of skills


development

needs

and

can

create

incentives

for

SME

to

take


apprenticeships.


15. Enhance entrepreneurship.

The

generation

of

entrepreneurial

attitudes


amongst company managers and staff is an important ingredient in the
process of raising a SME‟s innovation potential and readiness.
16. Increasing responsibility, engagement and the recognition of staff is linked
to processes of cultural and organizational changes with companies.

Views: 368

Replies to This Discussion

write it in your own words

JUST an idea

Policy recommendations to enhance an entrepreneurial culture and favorable attitudes

 1. Increase awareness  of  entrepreneurial opportunities.

 Special promotion  Activities  and  promotional  material should be developed with the aim of  increasing awareness of the opportunities for new business

 2. Start-ups amongst all segments of the population. Regions and localities should be  innovative in initiating their own promotion activities.

 3. Improve the image of places. Changing the entrepreneurial culture means

 changing the image of a place with both internal and external populations. If  people do not believe that a place is attractive to live in, and that it allows for  being entrepreneurial and innovative, then they will not set up businesses, or will  set up or operate their businesses in more attractive places.

 4. Campaigns  should  therefore  be  created  to generate  trust  in  the endogenous strengths and in the future of places. In strengthening  their entrepreneurial image places should promote key specific strengths as  „magnets of attraction‟.

 5. Intensify enterprise education and awareness campaigns. It is important that  entrepreneurship is not seen as a cure for unemployment but rather as a  means to dynamic economic development.

 6. In the long run, promoting enterprise education throughout the education  system up to university level increases entrepreneurial aspirations, attitudes  and behaviour in the long run.

 7. Education from an early age should promote creativity and empowerment  as well as provide children and youth with a realistic picture of  entrepreneurship as a viable, also temporary, alternative to paid employment that  in the future will be more a blend of dependent and self-employment.

 8. Create identifiable role models and champions. Regional success stories  should be identified and promoted in different media (TV, radio, newspapers,  magazines, internet), in different forms (e.g. awards, success stories), at different  occasions (e.g. conferences, fairs, events) and by different public and private  actors (e.g. local government, chambers, business associations, community

 organisations, etc.). It is

 9. important to demonstrate that entrepreneurship is about taking manageable  risks and sometimes even about failing, but however it is worth trying and  taking the risk.

 10. Practical real life stories and happenings provide people with better understanding of what it is like to be an entrepreneur.

 11. Establish mentor and patron panels. The availability of a panel of retired  business people to counsel new and expanding companies has been an  important feature of working with, and supporting SMEs, in other OECD  countries. This type of mentoring service is relevant to both micro and  larger SMEs, and at Start-up and later stages of development in the life cycles of  companies.

 12. Incentives and support for business succession. In light of the still limited interest in business succession, compared to start-up activities, more incentives  and support structures should be developed.

 13. The inclusion of highly-skilled employees, with great potential for entrepreneurial activities, should be considered as a target group for training  programmes in business succession.

 14. Create incentives for SMEs to take apprentices. Apprenticeships assist young people to gain work experience and provide SMEs with possibilities to test young workers and their capabilities and train them according to company needs.

 

 Entrepreneurship  is not simply about business start-up, but, increasingly employability and entrepreneurship have become an indivisible pair. It is important to continue initiatives that can raise awareness of skills development needs and can create incentives for SME to take apprenticeships.

 15. Enhance entrepreneurship.

 The generation of entrepreneurial attitudes amongst company managers and staff is an important ingredient in the process of raising a SME‟s innovation potential and readiness.

 16. Increasing responsibility, engagement and the recognition of staff is linked

 to processes of cultural and organizational changes with companies.

MGT602 GDB Solution Spring 2012 Just Idea 

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