代寫MBA Essay范例：Difference Between Entrepreneur and Small Business Owner
代寫MBA Essay范例-企業(yè)家與小企業(yè)主的區(qū)別。本文一篇留學生MBA Essay寫作格式范例，主要內容是講述創(chuàng)業(yè)是當今英語中最流行的詞匯之一。人們在談論企業(yè)家和創(chuàng)業(yè)公司。此外，今天的媒體信息讓我們相信，從律師、醫(yī)生到藝術家和教師，任何人都有資格以某種方式成為企業(yè)家。然而，這個詞使用得如此頻繁，以至于很多人都不太確定它代表什么？下面就一起來參閱這篇留學生MBA Essay寫作格式范例。
Entrepreneurship is one of the most popular words in the English language today. People are buzzing about entrepreneurs and entrepreneurial companies. In addition, today’s media information makes us believe that anyone qualifies as an entrepreneur in some fashion way- from lawyers and doctors to artists and teachers. However, the term is so often used that many people are not quite sure what it stands for?
Furthermore, despite intensive analysis, we still know relatively little about the entrepreneur (Begley and Boyd 1987a; Cunningham 1991), particularly how an entrepreneur differs from a small business owner (Gartner 1985). Research has indicated that small business owners and entrepreneurs have different goals (Litzinger 1965) and decision-making styles (Busenitz 1992). An entrepreneur has a kind of behaviour intent on opportunities rather than on capital and the small business owner can be a vehicle mutually for Schumpeterian (1934) kind of initiating new products and processes that modify the industry and the owner run the business for a living.
此外，盡管進行了深入分析，但我們對企業(yè)家的了解相對較少，尤其是企業(yè)家與小企業(yè)主的區(qū)別。研究表明，小企業(yè)主和企業(yè)家有不同的目標和決策風格。企業(yè)家有一種專注于機會而非資本的行為，小企業(yè)主可以成為Schumpeterian（1934）發(fā)起新產(chǎn)品和新流程的工具，從而改變行業(yè)，并以企業(yè)為生。
Thus, the report will address how the small business owners and entrepreneurs differ and will also include a critical review of the academic theory concerning motivation, aspiration, business management practices and styles.
因此，該報告將闡述小企業(yè)主和企業(yè)家之間的差異，并將對有關動機、抱負、企業(yè)管理實踐和風格的學術理論進行批判性審查。
Definition of Entrepreneurs 企業(yè)家的定義
According to Birley (1996), an entrepreneur is “an individual who establishes and manages a business for the principal purpose of profit and growth. The entrepreneur is characterised principally by innovative and creative behaviour and will employ strategic management practices in the business”. Thus, the modern thinkers emphasise that an entrepreneur is an individual who creates and recognise opportunities for something new, handles the uncertainty and risk of that new venture ( which is not restricted to stand alone business ventures), and has the managerial competence to gather required resources from the environment (like capital) without necessarily owning these resources, which includes an ability to plan, to lead a team and to network outside the venture (Timmons & Spinelli, 2004).
根據(jù)Birley的說法，企業(yè)家是“以盈利和增長為主要目的建立和管理企業(yè)的個人。企業(yè)家的主要特征是創(chuàng)新和創(chuàng)造性行為，并將在企業(yè)中采用戰(zhàn)略管理實踐”。因此，現(xiàn)代思想家強調，企業(yè)家是為新事物創(chuàng)造和識別機會的個人，處理新企業(yè)（不限于獨立的商業(yè)企業(yè)）的不確定性和風險，并具有從環(huán)境中收集所需資源（如資本）的管理能力，而不必擁有這些資源，這包括計劃、領導團隊和在企業(yè)外部建立網(wǎng)絡的能力。
Definition of Small Business Owners 小企業(yè)主的定義
A small business owner is “an individual who establishes and manages a business for the principal purpose of furthering personal goals. The business must be the primary source of income and will consume the majority of the owner’s time and interest. The owner perceives the business as an extension of his or her personality, intricately bound with family needs and desires (Birley 1996).
小企業(yè)主是“為了實現(xiàn)個人目標而建立和管理企業(yè)的個人。企業(yè)必須是收入的主要來源，并將消耗所有者的大部分時間和利益。所有者將企業(yè)視為其個性的延伸，與家庭需求和愿望緊密相連。
Entrepreneurs versus Small Business Owners 企業(yè)家與小企業(yè)主
Geber (1995) is very clear that there is a substantial difference between the entrepreneurs and small business owners, a view has been endorsed by many writers including Birley (1996) and Jenning and Breaver (1997). Entrepreneurs are motivated by their goals of profit and growth for their ventures and by their use of strategic planning, for example, Bill Gates, the best known entrepreneur in personal computer revolution. Alternatively, small business owners focus on providing family income and view the venture as an extension of their personalities, for example, the Chinese takeaways.
Geber非常清楚，企業(yè)家和小企業(yè)主之間存在著巨大的差異，這一觀點得到了許多作家的贊同，包括Birley和Jenning and Breaver。企業(yè)家的動機是他們的企業(yè)利潤和增長目標，以及他們對戰(zhàn)略規(guī)劃的使用，例如，個人電腦革命中最著名的企業(yè)家比爾·蓋茨?；蛘撸∑髽I(yè)主專注于提供家庭收入，并將創(chuàng)業(yè)視為他們個性的延伸，例如中國外賣。
Characteristics of Entrepreneurs: a Distinction from Small Business Owners 企業(yè)家的特征：與小企業(yè)主的區(qū)別
Characteristics of entrepreneurs and small business owners are different for different ages, different industries and different stages of the business’ life cycle. Indeed, the personality characteristics are both born and made, for ‘there is also a good deal of evidence that certain attitudes and behaviours can be acquired, developed, practiced and refined through a combination of experience and study.’ (Timmons and Spinelli 2004, p.249)
企業(yè)家和小企業(yè)主的特征因年齡、行業(yè)和企業(yè)生命周期的不同階段而不同。事實上，人格特征是天生的，也是后天形成的，因為“還有大量證據(jù)表明，某些態(tài)度和行為可以通過經(jīng)驗和學習的結合獲得、發(fā)展、實踐和完善。”
In addition, different authors have mentioned different characteristics of entrepreneurs from their research. They distinguished the characteristics between ‘normative’ and ’empirical’ (Kuhn, 1960).
此外，不同的作者在他們的研究中提到了企業(yè)家的不同特征。他們區(qū)分了“規(guī)范”和“實證”之間的特征。
In a nutshell, according to Timmons and Spinelli (2004), there are five major attitudes and behaviours that characterise some entrepreneurs:
簡而言之，根據(jù)Timmons和Spinelli的說法，一些企業(yè)家的主要態(tài)度和行為有五種：
Commitment and determination 承諾和決心
Need for achievement (McClelland, 1961), with its related attitudes towards risk 成就需要及其對風險的相關態(tài)度
Internal locus of control 內部控制軌跡
Opportunity orientation 機會導向
Creativity and innovation 創(chuàng)造力和創(chuàng)新
Besides, both small business owners and entrepreneurs are of critical importance to the economy. However, it is useful to draw a distinction between them since small businesses and entrepreneurial ventures serve different economic functions. Thus, it will also be more valuable to differentiate what they manage. Moreover, this will help us to have a better understanding of the management styles and business practices of the entrepreneurs and small business owners.
此外，小企業(yè)主和企業(yè)家對經(jīng)濟都至關重要。然而，區(qū)分它們是有用的，因為小企業(yè)和創(chuàng)業(yè)企業(yè)具有不同的經(jīng)濟功能。因此，區(qū)分他們管理的內容也會更有價值。此外，這將有助于我們更好地了解企業(yè)家和小企業(yè)主的管理風格和商業(yè)實踐。
The Distinction between Small Business Venture and Entrepreneurial Venture 小企業(yè)創(chuàng)業(yè)與創(chuàng)業(yè)的區(qū)別
An entrepreneurial venture, according to Birley (1996) is “one that engages in at least one of Schumpeter’s four categories of behaviour: that is, the principal goals of an entrepreneurial venture are profitability and growth and the business is characterised by innovative strategic practices”. Alternatively, small business venture is “any business that is independently owned and operated, not dominant in its field and does not engage in any new marketing or innovative practices Birley (1996).
根據(jù)Birley的說法，創(chuàng)業(yè)企業(yè)是“至少參與熊彼特四種行為中的一種：即，創(chuàng)業(yè)企業(yè)的主要目標是盈利和增長，企業(yè)的特點是創(chuàng)新的戰(zhàn)略實踐”?；蛘?，小型企業(yè)風險投資是“任何獨立擁有和經(jīng)營的企業(yè)，在其領域中不占主導地位，也不參與任何新的營銷或創(chuàng)新實踐的企業(yè)。
Wickham (2004) stated that there are three main characteristics which distinguish the entrepreneurial ventures from small businesses:
Wickham指出，創(chuàng)業(yè)企業(yè)與小企業(yè)的區(qū)別主要有三個特征：
Innovation and Creativity 創(chuàng)新和創(chuàng)造力
The successful entrepreneurial venture is usually based on a significant innovation and creativity. This might be technological, an innovation and creativity in offering a new service; or a new way something is marketed or distributed; or possibly an innovation or creativity in a way the organisation is structured or managed. An entrepreneur is recognised for their innovative and creative ability, for example, James Dyson, who came up with the creative idea of the ball-wheel- barrow business and continue his innovation by moving on to the cyclone vacuum cleaner business. On the other hand, the small business is usually involved in delivering an established product or service. So, while a small business may be new to a locality, it is not doing anything new in a global sense for example, cost-cutters shop, whereas an entrepreneurial venture is usually based on a significantly new way of doing something.
成功的創(chuàng)業(yè)企業(yè)通?；谥卮髣?chuàng)新和創(chuàng)造力。這可能是提供新服務的技術、創(chuàng)新和創(chuàng)造力；或者某種東西營銷或分銷的新方式；或者可能是組織結構或管理方式的創(chuàng)新或創(chuàng)造力。一位企業(yè)家因其創(chuàng)新和創(chuàng)造性能力而受到認可，例如詹姆斯·戴森，他提出了球輪手推車業(yè)務的創(chuàng)意想法，并通過進入旋風真空吸塵器業(yè)務繼續(xù)創(chuàng)新。另一方面，小企業(yè)通常參與提供既定的產(chǎn)品或服務。因此，雖然小企業(yè)對一個地區(qū)來說可能是新的，但它在全球意義上并沒有做任何新的事情，例如成本削減店，而創(chuàng)業(yè)企業(yè)通常是基于一種全新的做事方式。
Potential for Growth 增長潛力
An entrepreneurial venture has more potential for growth than a small business does. This results from the fact that it is usually based on a significant creativity. The market potential for than innovation, will more than enough to support a small firm. It may even be more than enough to support a large firm and signal the start of an entire new industry. For example, Adam Osborne (1939 -2003) was the best known entrepreneur as creator of the first portable computer, but he was also an author who made a successful move into publishing computer books. On the other hand, the small businesses which operate within an established industry are unique only in terms of its locality. Therefore, it is limited in its growth potential by competitors in adjacent localities. A small business operates within a given market; the entrepreneurial venture is in a position to create its own market.
創(chuàng)業(yè)企業(yè)比小企業(yè)更有發(fā)展?jié)摿?。這是因為它通常基于顯著的創(chuàng)造性。市場潛力大于創(chuàng)新，將足以支持一家小公司。這甚至足以支持一家大公司，標志著一個全新行業(yè)的開始。例如，亞當·奧斯本是第一臺便攜式計算機的創(chuàng)造者，是最著名的企業(yè)家，但他也是一位成功進入出版計算機書籍領域的作家。另一方面，在一個既定行業(yè)內經(jīng)營的小企業(yè)僅就其所在地而言是獨特的。因此，鄰近地區(qū)的競爭者限制了其增長潛力。小企業(yè)在特定市場內經(jīng)營；創(chuàng)業(yè)企業(yè)能夠創(chuàng)造自己的市場。
Strategic Objectives 戰(zhàn)略目標
Most businesses have at least some objectives. Even the smallest firm should have sales targets if not more detailed financial objectives. Objectives may be set for the benefits of external investors as well as for consumption by internal management.
大多數(shù)企業(yè)至少有一些目標。即使最小的公司也應該有銷售目標，如果不是更詳細的財務目標?？梢詾橥獠客顿Y者的利益以及內部管理層的消費設定目標。
The entrepreneurial venture will usually go beyond the small business in the objectives it sets itself in, that it will have strategic objectives. Strategic objectives relate to such things as:
創(chuàng)業(yè)企業(yè)通常會超越小企業(yè)的目標，制定戰(zhàn)略目標。戰(zhàn)略目標涉及以下方面：
Growth targets 增長目標
Market development 市場開發(fā)
Market share 市場占有率
Market potential 市場潛力
Growth Potential 增長潛力
Strategic objectives戰(zhàn)略目標
However, not all entrepreneurial ventures will necessary show an obvious innovation, clear growth potential or formally articulated strategic objectives, and some small businesses may demonstrate one or two of these characteristics. Nevertheless, in combination they add up to distinguish the key character of an entrepreneurial venture, that is, a business that makes significant changes to the world.
然而，并非所有的創(chuàng)業(yè)企業(yè)都必須表現(xiàn)出明顯的創(chuàng)新、明確的增長潛力或正式明確的戰(zhàn)略目標，一些小企業(yè)可能會表現(xiàn)出其中的一個或兩個特征。然而，它們結合起來可以區(qū)分創(chuàng)業(yè)企業(yè)的關鍵特征，也就是對世界產(chǎn)生重大變化的企業(yè)。
Therefore, entrepreneurs and small business owners pursue and create new opportunities differently; they fulfil the ambitions of their founders and managers in different ways. Supporting them presents different challenges to economic policy makers.
因此，企業(yè)家和小企業(yè)主追求和創(chuàng)造新機會的方式不同；他們以不同的方式實現(xiàn)了創(chuàng)始人和經(jīng)理的雄心壯志。支持它們給經(jīng)濟決策者帶來了不同的挑戰(zhàn)。
For instance, the self-employed owner of a neighbourhood pub has very little in common with the founders of a Bennigan’s or T.G.I. Friday’s. Furthermore, studies of the psychological characteristics of the small business owners and the entrepreneurs suggest differences that affect both the management styles and cultures of the firms. Sexton and Bowman- Upton (1991) found that the entrepreneur, the founder of Bennigan’s, has unique set of psychological traits which they collectively labelled as “propensity towards growth”.
例如，鄰里酒吧的自雇老板與Bennigan’s或T.G.I.Friday’s的創(chuàng)始人幾乎沒有共同之處。此外，對小企業(yè)主和企業(yè)家的心理特征的研究表明，影響企業(yè)管理風格和文化的差異。Sexton和Bowman-Upton發(fā)現(xiàn)，本尼根的創(chuàng)始人，企業(yè)家有一套獨特的心理特征，他們將其統(tǒng)稱為“成長傾向”。
Factors in this propensity included a high energy level, a preference for high risk/high return activities, a desire for control, a separation of personal and professional activities and little need for support from others. On the other hand, the small business owner, the self-employed owner of the pub, were found to have priorities that tend to suggest that other factors (for example, family and social) are more important that the business.
這種傾向的因素包括高能量水平、偏好高風險/高回報活動、渴望控制、個人和專業(yè)活動分離以及很少需要他人的支持。另一方面，小企業(yè)主，酒吧的自營業(yè)主，被發(fā)現(xiàn)有優(yōu)先權，這往往表明其他因素（例如，家庭和社會）比企業(yè)更重要。
The Differences between the Entrepreneurs and Small Business Owners 企業(yè)家與小企業(yè)主的區(qū)別
Small Business Owner 小企業(yè)主
Low propensity towards growth 低增長傾向
Preference for low-risk taking and low return activities 偏好低風險和低回報活動
Non business concerns more important 非商業(yè)問題更為重要
Less control-driver 更少的控制驅動器
Prefers repetition of tried and true ways 喜歡重復嘗試過的真實方法
Detail-oriented 以細節(jié)為導向
Sceptical of inspiration 懷疑靈感
Works at steady pace 以穩(wěn)定的速度工作
Rarely makes errors of fact : Works problems all the way through 很少犯事實錯誤：始終解決問題
Patient with routine delays 常規(guī)延遲患者
People-oriented, Aware of people’s feeling 以人為本，了解人的感受
Trustful of others 信任他人
Entrepreneur 企業(yè)家
High propensity towards growth (looking for new opportunities) 高增長傾向（尋找新機會）
Preference for high-risk taking and high return on activities 偏好高風險和高回報的活動
The business itself takes priority 業(yè)務本身優(yōu)先
Strong need for control (an internal locus of control) 強烈的控制需求（內部控制軌跡）
Likes to experiment with novel approaches (innovation) 喜歡嘗試新方法（創(chuàng)新）
Does not take time for precision 精度不需要時間
Driven by aspiration (needs for achievement) 由愿望驅動（成就需求）
Works with bursts of energy 與能量爆發(fā)一起工作
Often makes errors of fact; jump to conclusions 經(jīng)常犯事實錯誤；倉促下結論
Impatient with routine details 對常規(guī)細節(jié)不耐煩
Task-oriented, oblivious to people’s feeling 任務導向，忽視人們的感受
Distrustful of others 對他人不信任
Carland (1990) indicated that entrepreneurs have a stronger preference for creativity than owners of small businesses. Entrepreneurs tended to spend more time finding new and different ways of doing things. For example, Richard Branson, who is a portfolio entrepreneur, has diversified his virgin group into different areas. While small business owners concentrated on making established procedures more efficient, for example, small local pub; or corner shops all selling the same types of products and service.
Carland指出，企業(yè)家比小企業(yè)主更喜歡創(chuàng)造性。企業(yè)家傾向于花更多的時間尋找新的和不同的做事方式。例如，投資組合企業(yè)家理查德·布蘭森將他的處女團隊多元化到了不同的領域。而小企業(yè)主則專注于提高既定程序的效率，例如當?shù)氐男【瓢桑换蛘呓纸切〉甓汲鍪巯嗤愋偷漠a(chǎn)品和服務。
Hellriegel, Slocum and Woodman (1983) have identified other differences, including a tendency for entrepreneurs to work with bursts of energy rather than steadily, to jump into conclusions, to be patient with complicated situations and impatient with routine delays and to follow their inspirations. For example, despite Oswald Boetang, the Ghanaian designer and tailor, endured two bankruptcies, divorce and the break-up of his business partner, he has that inspiration and determination to be successful (a need for achievement), that motivates him not to take time for precision; learn by his mistake and to continue innovating new fashionable ideas.
Hellriegel、Slocum和Woodman發(fā)現(xiàn)了其他差異，包括企業(yè)家傾向于以爆發(fā)式的精力而非穩(wěn)定的方式工作，急于下結論，對復雜的情況有耐心，對常規(guī)的延遲沒有耐心，并追隨他們的靈感。例如，盡管加納設計師兼裁縫奧斯瓦德·博坦經(jīng)歷了兩次破產(chǎn)、離婚和商業(yè)伙伴的分手，但他仍有成功的靈感和決心（成就的需要），這促使他不花時間追求精確；從錯誤中吸取教訓，不斷創(chuàng)新新的時尚理念。
However, Joseph Sirgy (1995), stating that entrepreneurs are task-oriented is quite misleading. Top entrepreneurs like Bill Gates; Warren Buffet and Richard Branson have proved in their ventures to be people-oriented, looking for the best interest in people.
然而，Joseph Sirgy認為企業(yè)家是以任務為導向的，這是一種誤導。像比爾·蓋茨這樣的頂尖企業(yè)家；沃倫·巴菲特和理查德·布蘭森在他們的企業(yè)中證明了他們是以人為本的，追求人們的最佳利益。
Furthermore, entrepreneurs have an internal locus of control. They actively look for opportunities to place themselves in situations where they do not have to rely on other people or luck- they think life is under control and they can affect what happens around them. For example, Duncan Bannatyne from the Dragons Den TV Show started his entrepreneurial life by trading in cars. Being brought up from a poor family background, Duncan did not believe in luck, on the contrary, he believed in his determination and commitment to be successful. He had a control over his life and he also take up risks.
此外，企業(yè)家有一個內部控制點。他們積極尋找機會，將自己置身于不必依賴他人或運氣的環(huán)境中——他們認為生活在控制之中，他們可以影響周圍發(fā)生的事情。例如，《龍穴》電視節(jié)目的鄧肯·班納塔尼通過汽車交易開始了他的創(chuàng)業(yè)生涯。由于出身貧寒，鄧肯不相信運氣，相反，他相信自己成功的決心和承諾。他控制了自己的生活，也承擔了風險。
Motivation and Aspirations: Distinction between Small business owners and Entrepreneurs 動機和抱負：小企業(yè)主和企業(yè)家的區(qū)別
Motivation, the condition that makes individuals undertake, or at least desire to undertake, certain courses of action, is a subject that has received lot of attention from psychologists over the past hundred years. Different approaches will be used to understand motivation and adding up to a general picture of what motivates an entrepreneur.
動機，即促使個人采取或至少渴望采取某種行動的條件，是過去一百年來心理學家們非常關注的一個課題。我們將使用不同的方法來理解動機，并總結出激勵企業(yè)家的因素。
Maslow Hierarchy of Needs 需求層次理論
Entrepreneurs and small business owners have different set of needs, which hence, motivate them differently. The idea of a series of needs that can be resolved into separate components was the basis for Maslow’s (1943) well-known hierarchy of needs in which physiological, security, social and self-actualisation needs were satisfied in that order of priority. Miner (1997) has used Maslow hierarchy of needs to provide a distinction between the set of needs that motivate an entrepreneur and small business owners.
企業(yè)家和小企業(yè)主有不同的需求，因此，他們的動機不同。馬斯洛提出的一系列需求可以分解為單獨的組成部分，這是眾所周知的需求層次結構的基礎，其中生理、安全、社會和自我實現(xiàn)需求按優(yōu)先順序得到滿足。Miner使用馬斯洛需求層次來區(qū)分激勵企業(yè)家和小企業(yè)主的一系列需求。
Entrepreneurs are at the highest level of needs, which, is self-actualisation. These needs can be supported by their characteristics and personality traits. Entrepreneurs are driven by their aspiration. They are motivated by the goals of profit and growth. They are committed and determined individuals who want to be successful; creative and innovative by creating new opportunities.
Entrepreneurs have an internal locus of control which enables them to transcend all the needs. For example, lord Alan Sugar, is at a self-actualisation stage, he has satisfied all the other needs. He was brought up in a council flat in Hackney and despite leaving school at 16, his driven aspiration of being a successful British entrepreneur, made him climb the hierarchy reaching at the transcendence needs where he is satisfying his desire for self-fulfilment and personal growth.
企業(yè)家的需求最高，這就是自我實現(xiàn)。這些需求可以由他們的特點和個性特征來支持。企業(yè)家是由他們的愿望驅動的。他們受到利潤和增長目標的激勵。他們是有責任心和決心的人，希望取得成功；通過創(chuàng)造新的機會進行創(chuàng)新。
企業(yè)家有一個內部控制點，使他們能夠超越所有的需求。例如，艾倫·蘇格勛爵正處于自我實現(xiàn)階段，他已經(jīng)滿足了所有其他需求。他是在哈克尼的一間委員會公寓里長大的，盡管16歲就離開了學校，但他渴望成為一名成功的英國企業(yè)家，這一強烈愿望使他攀登到了一個滿足自我實現(xiàn)和個人成長愿望的層次結構上。
Moreover, Miner (1997) conducted a survey about list of motivation factors for small business owners and concluded that it is reasonable to say that small business owners are at the esteem needs:
此外，Miner對小企業(yè)主的激勵因素清單進行了調查，得出結論認為，可以合理地說，小企業(yè)主有尊重的需要：
The survey shows that small business owners are motivated by their performance, status and condition. Hence, this leads to the satisfaction of their competence, individual achievement, reputation, responsibility and independence. For example, small corner shops or Indian restaurants are satisfying their esteem needs. They may be reputed in the locality due to their great achievement in having a good customer service and also by handling their responsibilities effectively.
調查顯示，小企業(yè)主的動力來自于他們的業(yè)績、地位和狀況。因此，這會讓他們對自己的能力、個人成就、聲譽、責任感和獨立性感到滿意。例如，街角小店或印度餐館滿足了他們的自尊需求。他們可能在當?shù)叵碛新曌u，因為他們在提供良好的客戶服務方面取得了巨大成就，并且有效地履行了職責。
However, Maslow hierarchy of needs has received several criticisms. Alderfer (1964) stated that people sometimes try to satisfy more than one need at a time. For instance, Entrepreneurs may be satisfying the esteem needs and self-actualisation needs at the same time, which according to Alderfer is the growth needs.
然而，馬斯洛的需求層次受到了幾次批評。Alderfer指出，人們有時試圖一次滿足不止一種需求。例如，企業(yè)家可能同時滿足自尊需求和自我實現(xiàn)需求，根據(jù)奧爾德弗的說法，這就是成長需求。
In addition, frustration of a higher order need can lead to efforts to satisfy a lower-level need (frustration regression hypothesis). For example, some entrepreneurs may be at the self-actualisation stage, but due to a failure in one of their venture, can lead to the efforts of satisfying the esteem needs, such as finding ways to make their venture reputable.
此外，高階需求的挫折感可能導致滿足低階需求的努力（挫折感回歸假設）。例如，一些企業(yè)家可能正處于自我實現(xiàn)階段，但由于他們的一次創(chuàng)業(yè)失敗，可能會導致滿足尊重需求的努力，例如尋找使其創(chuàng)業(yè)聲譽良好的方法。
McClelland (1961): Achievement Motivation 成就動機
In McClelland’s view behaviour is directed towards an aspirational picture of delivering personal excellence. What constitutes this excellence may be derived from internally referenced considerations or it may be picked up from external signals. McClelland was particular interested in achievement as a motivator for young entrepreneurs.
麥克萊蘭認為，行為是為了展現(xiàn)個人卓越的理想畫面。這種卓越性的構成可能來自內部參考因素，也可能來自外部信號。麥克萊蘭對成就感興趣，因為成就是年輕企業(yè)家的動力。
Entrepreneurs are driven by strong need to excel against self-imposed standards- to achieve challenging goals. They have an internal locus of control that makes them have a low need for status and power, and a low need for affiliation with other people. Thus, according to McClelland, entrepreneurs are quite independent types. For example, the music entrepreneur, Simon Cowell, despite having a huge failure in his music recording industry in the 80’s, his need for achievement and his internal locus of control motivate him to be successful by showing his creativity of the X factor and American Idol.
企業(yè)家們強烈需要超越自我強加的標準，以實現(xiàn)具有挑戰(zhàn)性的目標。他們有一個內在的控制點，這使得他們對地位和權力的需求很低，對與他人交往的需求也很低。因此，根據(jù)麥克萊蘭的說法，企業(yè)家是相當獨立的類型。例如，音樂企業(yè)家西蒙·考威爾盡管在80年代的音樂錄制行業(yè)中遭遇了巨大的失敗，但他對成就的需求和內在控制力激發(fā)了他通過展示X元素和美國偶像的創(chuàng)造力而取得成功。
Research has also proved that small business owner has a low need for achievement, and on the contrary, has a high need for power and status (to combat their competitors). However, the need for achievement may not be the most important variable for predicting the likelihood of starting a business. Borland research shows that achievement motivation was neither a significant factor among students who intended to become entrepreneurs and those who did not (Borland 1974), nor between those who indicated entrepreneurial interest through the choice of majors (Sexton and Bowman 1983). Yet, the question of whether students’ majors or stated intentions are appropriate surrogates for business ownership arises.
研究還證明，小企業(yè)主對成就的需求很低，相反，對權力和地位的需求很高（以對抗競爭對手）。然而，成就需求可能不是預測創(chuàng)業(yè)可能性的最重要變量。Borland研究表明，成就動機在打算成為企業(yè)家的學生和沒有成為企業(yè)家的人之間都不是一個重要因素，在那些通過選擇專業(yè)表示創(chuàng)業(yè)興趣的學生之間也不是一個顯著因素。然而，學生的專業(yè)或明確的意圖是否是企業(yè)所有權的適當替代品的問題出現(xiàn)了。
Entrepreneurial Motivation 創(chuàng)業(yè)動機
It is important to understand the link between entrepreneur and motivation. Burns (2008) stated “motivation plays an important part in the creation of new organisations, thus, theories of organisation creation that fail to address this notion are incomplete”. Kumar (2008), stipulates that “particular goals, attitudes, and backgrounds where all important determinants of an entrepreneur’s eventual satisfaction”. In that manner, Douglas et al. (1994) examines the motivational process an entrepreneur experiences.
理解企業(yè)家和動機之間的聯(lián)系很重要。Burns表示，“動機在創(chuàng)建新組織中起著重要作用，因此，未能解決這一概念的組織創(chuàng)建理論是不完整的”。Kumar規(guī)定，“特定目標、態(tài)度和背景是決定企業(yè)家最終滿意度的所有重要因素”。這樣，Douglas等人研究了企業(yè)家經(jīng)歷的激勵過程。
The decision to behave entrepreneurial is the result of the interaction of several factors. One set of factors include “the individual personal characteristics, the individual personal environment, the relevant business environment, the individual’s personal goal set and the existence of a viable business idea” Douglas et.al (2004). In addition, the entrepreneur compares his/her perceptions of the probable outcome with the personal expectations.
企業(yè)家行為的決定是幾個因素相互作用的結果。其中一組因素包括“個人的個人特征、個人的個人環(huán)境、相關的商業(yè)環(huán)境、個人的目標設定以及可行的商業(yè)理念的存在”Douglas等人。此外，企業(yè)家將他/她對可能結果的看法與個人期望進行比較。
However, it can be argued that entrepreneur psychological characteristics, such as drives for achievement and inspirations, are also important it as help them to be motivated by acknowledging what created a lower outcome than expected, and, thus learn by their mistake. Locke and Baum (2007), has provided a summary of key motivation variables based on previous findings and show general traits measures being mediated by specific measures affect the performance of entrepreneurs.
然而，可以說，企業(yè)家的心理特征，如成就驅動力和靈感，也很重要，因為這有助于他們通過承認導致低于預期結果的因素來獲得動力，從而從錯誤中吸取教訓。Locke和Baum根據(jù)之前的研究結果總結了關鍵的激勵變量，并顯示了由具體措施介導的一般特征措施對企業(yè)家績效的影響。
Nevertheless, Kets de Vries (1985) referred to the ‘dark side’ of the entrepreneurs in discussing how the entrepreneurial personality and ego can be taken to extremes and cause failures, for example, they have a strong need of control and sometimes, may be seen as a bully. Their distrust of others, their desire for applause, and their defensiveness can also be a limitation for them to be successful and affect their potential as an entrepreneurial venture to grow.
然而，Kets de Vries在討論企業(yè)家個性和自我如何走向極端并導致失敗時提到了企業(yè)家的“黑暗面”，例如，他們強烈需要控制，有時可能被視為欺凌者。他們對他人的不信任，他們對掌聲的渴望，以及他們的防御能力也可能成為他們成功的一個限制，并影響他們作為創(chuàng)業(yè)企業(yè)成長的潛力。
According to Landau (1982), there are four different types of entrepreneurs as regard to the risk bearing and innovativeness. Thus, stating that all entrepreneurs are motivated by high risk taking and innovativeness is misleading.
根據(jù)Landau的說法，就風險承受能力和創(chuàng)新能力而言，有四種不同類型的企業(yè)家。因此，說所有的企業(yè)家都是以高風險和創(chuàng)新精神為動力的，這是一種誤導。
Innovativeness 創(chuàng)新性
For example, the gambler is the entrepreneur characterised by low degree of innovation and high risk. Thus, they are motivated by high risk propensity. Therefore, different types of entrepreneurs are motivated differently. Hence, more research should be conducted on motivation vis-à-vis different types of entrepreneurs.
例如，賭徒是創(chuàng)新程度低、風險高的企業(yè)家。因此，他們的動機是高風險傾向。因此，不同類型的企業(yè)家受到的激勵不同。因此，應該對不同類型的企業(yè)家的動機進行更多的研究。
Business Management Practices and Styles 企業(yè)管理實踐和風格
The entrepreneurial venture represents a particular management challenge. The nature of the entrepreneurial venture characterises and defines the management that is needed to drive it forward successfully. Moreover, the report has already provided a distinction of entrepreneurial ventures from small businesses (innovation; potential for growth and strategic objectives) which reflects to their business practices.
創(chuàng)業(yè)企業(yè)是一個特殊的管理挑戰(zhàn)。創(chuàng)業(yè)企業(yè)的性質描述并定義了推動其成功發(fā)展所需的管理。此外，報告還對創(chuàng)業(yè)企業(yè)與小企業(yè)（創(chuàng)新、增長潛力和戰(zhàn)略目標）進行了區(qū)分，這反映了它們的商業(yè)實踐。
The figure above shows how practices in small businesses differ from entrepreneurial ventures. Wallach (1983) identified that innovative culture (challenging, creative, and enterprising) more closely fits the entrepreneurial venture, while small businesses demonstrate a supportive culture (family-like and humanistic). Carland (1990) has also found in her research that entrepreneurial ventures concentrate on strategic management whereas small businesses on tactical management.
Wallach認為創(chuàng)新文化（挑戰(zhàn)性、創(chuàng)造性和進取性）更適合創(chuàng)業(yè)企業(yè)，而小企業(yè)則表現(xiàn)出支持性文化（家庭型和人文型）。Carland在她的研究中還發(fā)現(xiàn)，創(chuàng)業(yè)企業(yè)專注于戰(zhàn)略管理，而小企業(yè)專注于戰(zhàn)術管理。
Entrepreneurial Management 創(chuàng)業(yè)管理
Entrepreneurial management is characterised by its whole organisation scope, its objective of creating change and a focus on exploiting opportunity Wickham (2004). These characteristics are shown in the figure below as a comparison of conventional management and entrepreneurial management.
創(chuàng)業(yè)管理的特點是其整個組織范圍、創(chuàng)造變革的目標和注重利用機會。下圖顯示了這些特征，作為傳統(tǒng)管理和創(chuàng)業(yè)管理的比較。
Entrepreneurs are managers of change. They bring people, money, resources and ideas together to build new organisations and to change existing ones. For example, Richard Branson started off his business as selling audio tapes recorder, and now he has made ‘entire new worlds’ by taking risk and diversifying his products namely, virgin media; virgin active, virgin airline etc. He keeps bringing in new changes to the world.
企業(yè)家是變革的管理者。他們將人員、資金、資源和想法匯集在一起，建立新的組織并改變現(xiàn)有的組織。例如，理查德·布蘭森（Richard Branson）最初的業(yè)務是銷售錄音機，現(xiàn)在他通過冒險和多樣化他的產(chǎn)品，即原始媒體，創(chuàng)造了“全新世界”；維珍航空公司等。他不斷給世界帶來新的變化。
Entrepreneurs are different from conventional managers or owners whose main interest is in maintaining the status quo by sustaining the established organisation, protecting it and maintaining its market positions.
企業(yè)家不同于傳統(tǒng)的管理者或所有者，他們的主要利益是通過維持現(xiàn)有組織、保護它和保持其市場地位來維持現(xiàn)狀。
A focus on Opportunity 關注機會
Entrepreneurs are attuned to opportunity and bring in creativity. They constantly seek the possibility of doing something differently and better. They innovate in order to create value. Entrepreneurs are more interested in pursuing opportunity than they are in conserving resources. Entrepreneurs see resources as a means to an end, not as an end in themselves. Entrepreneurs expose resources to risk but also make them work by stretching them to their limit in order to offer a good return.
企業(yè)家善于把握機會，并帶來創(chuàng)造力。他們不斷尋求做一些不同和更好的事情的可能性。他們創(chuàng)新是為了創(chuàng)造價值。企業(yè)家對追求機會的興趣大于對節(jié)約資源的興趣。企業(yè)家將資源視為達到目的的手段，而不是自己的目的。企業(yè)家將資源暴露于風險之中，但也會通過將資源發(fā)揮到極限來讓其發(fā)揮作用，從而提供良好的回報。
In contrast, small business owners in established businesses are more often responsible for protecting ‘scarce’ resources than for using them to pursue the opportunities that are presented for their organisations.
相比之下，老牌企業(yè)中的小企業(yè)主往往更負責保護“稀缺”資源，而不是利用這些資源來尋求為其組織提供的機會。
Organisation Wide Management 組織范圍內的管理
The entrepreneur manages with an eye to the entire organisation. They benchmark themselves against organisational objectives. They label themselves as having a visionary management style rather than focusing on objectives in particular department. Thus, entrepreneurs develop a holistic approach as regard to their management style and business practices.
企業(yè)家的管理著眼于整個組織。他們以組織目標為基準。他們將自己標榜為具有遠見的管理風格，而不是專注于特定部門的目標。因此，企業(yè)家就其管理風格和商業(yè)實踐制定了一種整體方法。
The effective entrepreneur does all these things when appropriate. There are times when the status quo is worth sustaining, and at times when it becomes unwise to expose resources. Part of the skill of the effective entrepreneur should know when not to venture.
In addition, entrepreneurs should use appropriate leadership, power and motivation as managerial tools to have a better control, focus and direction for the venture. These are tools entrepreneur should adopt in order to turn their vision into reality.
有效的企業(yè)家在適當?shù)臅r候做所有這些事情。有時現(xiàn)狀值得維持，有時暴露資源變得不明智。有效企業(yè)家的部分技能應該知道什么時候不應該冒險。 此外，企業(yè)家應使用適當?shù)念I導、權力和動機作為管理工具，以便更好地控制、關注和指導企業(yè)。這些都是企業(yè)家應該采用的工具，以便將他們的愿景變?yōu)楝F(xiàn)實。
Furthermore, some entrepreneurs’ tend to adopt an autocratic business management style with a tall structure. For example, Lord Alan Sugar is recognised for this autocratic style following the steps of Taylorism. Critics have described Sugar as “out-of-touch” and his work ethic as “a model of bad management in the UK. Negative, bullying and narrow-minded… (Sugar) rules by fear”.
此外，一些企業(yè)家傾向于采用高層結構的專制企業(yè)管理風格。例如，艾倫·蘇格勛爵被公認為是繼泰勒主義之后的獨裁風格。評論家們形容蘇格為“脫離現(xiàn)實”，他的職業(yè)道德是“英國管理不善的典范。消極、欺凌和狹隘……（蘇格）因恐懼而統(tǒng)治”。
Therefore, entrepreneurs should ‘climb the growth wall’. Creativity and innovativeness alone would not make an entrepreneur successful. They should also empower and motivate their subordinates by giving them control to make decisions. If they do not do so, they will be too stress and tired, which can cause their venture to fail.
Thus, an entrepreneurial organisation should always learn through its success and failures. This will enable the entrepreneur to develop his vision into reality to achieve success (Wickham 2004).
因此，企業(yè)家應該“爬上增長墻”。單靠創(chuàng)造力和創(chuàng)新并不能使企業(yè)家取得成功。他們還應該通過讓下屬控制決策來授權和激勵下屬。如果他們不這樣做，他們會感到壓力過大和疲勞，這可能導致他們的冒險失敗。
因此，創(chuàng)業(yè)型組織應該始終從成功和失敗中學習。這將使企業(yè)家能夠將其愿景變?yōu)楝F(xiàn)實，從而取得成功。
Conclusion 結論
Overall, the report has provided us with a better understanding of the differences between entrepreneurs and other owners of small businesses. The report has discussed the different characteristics of entrepreneurs and how it differs with those of small business owner. For example, psychological characteristics such as need for achievement, internal locus of control, need for autonomy, creativity and risk-taking are predominant in entrepreneurs. On the other hand, small business owner’s main priority is their family goals and their income.
Entrepreneurs are motivated to ‘create an entire new world’ Joerges & Wolff (1991). The report also explain Douglas entrepreneurial motivation model which surpass the psychological characteristics. He stated that the initial determination to behave entrepreneurially is the outcome of the dealing of a range of factors such as individual personal characteristics, personal goal set, personal environment, the existence of a viable business idea, and relevant business environment. On the other hand, small business owners are motivated by high need of power; status and independence (Miner 1997).
總的來說，該報告使我們更好地了解了企業(yè)家和其他小企業(yè)主之間的差異。該報告討論了企業(yè)家的不同特點以及與小企業(yè)主的不同之處。例如，企業(yè)家的主要心理特征是成就需要、內部控制點、自主需要、創(chuàng)造力和冒險精神。另一方面，小企業(yè)主的首要任務是家庭目標和收入。
企業(yè)家被激勵“創(chuàng)造一個全新的世界”，報告還解釋了道格拉斯的創(chuàng)業(yè)動機模型，該模型超越了心理特征。他表示，創(chuàng)業(yè)的最初決心是處理一系列因素的結果，如個人特征、個人目標、個人環(huán)境、可行商業(yè)理念的存在和相關商業(yè)環(huán)境。另一方面，小企業(yè)主的動機是對權力的高度需求；地位和獨立性。
Kets de Vries (1985) has also discussed about the dark side of entrepreneurs, thus, in order to turn their vision into reality, entrepreneurs should learn from their mistakes and successes and also learn to climb the growth wall.
Kets de Vries也討論了企業(yè)家的黑暗面，因此，為了將他們的愿景變?yōu)楝F(xiàn)實，企業(yè)家應該從他們的錯誤和成功中學習，也應該學會攀登增長墻。
There are also different types of entrepreneurs, thus, each type of entrepreneurs are motivated and manage their ventures differently. Thus, motivation factors, business management style and practices would be different, for example, Alan Sugar management style and business practices are different from that of Richard Branson. Besides, an entrepreneurial performance are influenced not only by personal motivation and aspirations but the ability to motivate employees and having good human relationship skills; general management skills, effective leadership skills; proper use of power and industry knowledge.
MBA Essay范例總結到企業(yè)家也有不同的類型，因此，每種類型的企業(yè)家都有不同的動機和管理他們的企業(yè)。因此，激勵因素、企業(yè)管理風格和實踐會有所不同，例如，Alan Sugar的管理風格和業(yè)務實踐與Richard Branson的不同。此外，創(chuàng)業(yè)績效不僅受個人動機和愿望的影響，還受激勵員工的能力和良好人際關系技能的影響；一般管理技能、有效領導技能；正確使用權力和行業(yè)知識。本站提供各國留學生MBA Essay代寫或指導服務，如有需要可咨詢本平臺。
