entrepreneur vs manager report

8/8/2019 Entrepreneur vs Manager Report

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Introduction

Stem: from the French word entrependre

meaning one who undertakes or one who is ago-between.

An entrepreneur is a person who has possession of anew enterprise, venture or idea and assumessignificant accountability for the inherent risks and the outcome.

An Entrepreneur uses innovation to exploit or createchange or opportunity for the purpose of making a

profit. They do this by shifting economic resourcesfrom an area of lower productivity to an area of higher productivity and greater yield, accepting ahigh degree of risk and uncertainty in doing so. Hesearches for change and responds to it. A number of definitions have been given of an entrepreneur- Thesociologists feel that certain communities andcultures promote entrepreneurship like forexample in India we say that Gujaratis andSindhis are very enterprising Still others feel thatentrepreneurs are innovators who come up with newideas for products, markets or techniques. To put itvery simply an entrepreneur is someone whoperceives opportunity organizes resources neededfor exploiting that opportunity and exploits it.Computers, mobile phones, washing machines,ATMs, Credit Cards, Courier Service, and Ready toeat Foods are all examples of entrepreneurial ideasthat got converted into products or services

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Definitions of an entrepreneur

An entrepreneur is a person who pays a certainprice for a product to resell it at an uncertainprice, thereby making decisions about obtainingand using the resources while consequentlyadmitting the risk of enterprise.

An entrepreneur is an economic agent whounites all means of production- land o f one, the labour of anotherand the capital of yet another and thus producesa product. By selling the product in the market hepays rent of land wages to labour, interest on

capital and what remains is his profit. He shiftseconomic resources out of an area of lower and intoan area of higher productivity and greater yield

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The economists view him as afourth factor of production alongwith land labour and capital.

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Common Traits in a SuccessfulEntrepreneur

1. Good health.

Successful entrepreneurs must work long hours forextended periods of time. When they get sick, theyrecover quickly.

2. A Need to Control and Direct .

They prefer environments where they havemaximum authority and responsibility and do notwork well in traditionally structured organizations.

This is not about power, though. Entrepreneurs havea need to create and achieve by having control over

events.

3. Self-confidence.

Findings showed that as long as entrepreneurs werein control, they were relentless in pursuit of theirgoals. If they lost control, they quickly lost interest inthe undertaking.

4. Sense of Urgency.

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They have a never-ending sense of urgency to dosomething. This corresponds with a high energylevel. Many enjoy individual sports rather than teamsports. Inactivity makes them impatient.

5. Comprehensive Awareness.

They have a comprehensive awareness of a totalsituation and are aware of all the ramificationsinvolved in a decision.

6. Realistic Outlook.

There is a constant need to know the status of things. They may or may not be idealistic, but theyare honest and straightforward and expect others tobe the same.

7. Conceptual Ability

. They have superior conceptual abilities. This helpsentrepreneurs identify relationships in complexsituations. Chaos does not bother them because theycan conceptualize order. Problems are quicklyidentified and solutions offered. The drawback is thatthis may not translate well to interpersonalproblems.

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8. Low Need for Status.

Their need for status is met through achievement notthrough material possessions.

9. Objective Approach.

They take an objective approach to personalrelationships and are more concerned with theperformance and accomplishment of others thanwith feelings. They keep their distancepsychologically and concentrate on the effectivenessof operations.

10. Emotional Stability.

They have the stability to handle stress frombusiness and from personal areas in their lives.Setbacks are seen as challenges and do notdiscourage them.

11. Attraction to Challenges.

They are attracted to challenges but not to risks. It

may look like they are taking high risks, but inactuality they have assessed the risks thoroughly.

12. Describing with Numbers

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They can describe situations with numbers. Theyunderstand their financial position and can tell at anytime how much they have in receivables and howmuch they owe.

ENTREPRENEURSHIP

Entrepreneurship can be described as a processof action an entrepreneur undertakes to establishhis enterprise

Entrepreneurship is a creative activity. It is theability to create an d build something frompractically nothing. It is a knack of sensingopportunity where others see chaos, contradictionand confusion. Entrepreneurship is the attitude of mind to seek opportunities, take calculated risksand derive benefits by setting upa venture. It comprises of numerous activitiesinvolved in conception, creation and running anenterprise.

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Entrepreneurship is a process. It is not acombination of some stray incidents. It is thepurposeful and organized search for change,conducted after systematic analysis of opportunities in the environment. Entrepreneurshipis a philosophy- it is the way one thinks, one actsand therefore it can exist in any situation be itbusiness or government or in the field of education, science and technology or povertyalleviation or any others.

FUNCTIONS OF AN ENTREPRENEUR

An entrepreneur frequently has to wear many hats.He has to perceive opportunity, plan, organizeresources, and oversee production, marketing,and liaison with officials. Most importantly he has toinnovate and bear risk. The main functions of an

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entrepreneur are as follows:

Innovation : Innovation is one of the mostimportant functions of an entrepreneur accordingto Schumpeter. An entrepreneur uses information,knowledge and intuition to come up with newproducts, new methods of reducing costs of aproduct, improvement in design or function of aproduct, discovering new markets or new ways of organization of industry. Through innovation, anentrepreneur converts a material into a resourceor combines existing resources into new andmore productive configurations. It is the creativityof an entrepreneur that results in invention[creation of new knowledge] and innovation[ application of knowledge to create new products,services or processes.]

Systematic innovation means monitoring the

following for innovative opportunity:

The unexpected success or failure or anyunexpected outside event

Innovation based on process need [e.g. platebased cameras, film based cameras, digitalcameras]

Changes in industry and market structure [e.g.

video cassette VCD, DVD, Blue ray disc] Demographics changes (e.g. increasing number

of working women and nuclear families in mostmetropolitan cities)

New knowledge (e.g. Pentium chip)

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Risk and uncertainty bearing: anentrepreneur performs the function of risk anduncertainty bearing. Every decision pertaining todevelopment of new products, adapting newtechnologies, opening up new markets involves risk.Decision-making in an environment of uncertaintyrequires anticipation of risk. Profit is said to bethe reward for anticipating and taking such risks.Ho wever it is pertinent to mention that theentrepreneur is not a gambler, he only takescalculated risks. An entrepreneur develops the artof d ecision-making under conditions of uncertainty as a matter of survival.

Organization building: An entrepreneur hasto organize men, material and other resources.He has to perform the functions of planning, co-ordination and control. He has to use hisleadership qualities to build a team, generateresources and solve problems. With hisorganizational skills an entrepreneur builds anenterprise from scratch, nurtures it and makes itgrow. His vision sows the seeds for a sound andvibrant organization and synergies are built in theenterprise.In a developing country even the imitator

entrepreneurs are very important and theentrepreneurial role encompasses the following:

Perception of market opportunities Gaining command over scarce resources Purchasing inputs

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Marketing the products Dealing with bureaucrats Managing human relations within the firm

Managing customer and supplier relations Managing finance Managing production Acquiring and overseeing assembly o f the

factory Industrial engineering Upgrading process and product Introducing new production techniques and

products

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THE ENTREPRENEURIAL MODEL14


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The Entrepreneur usually figures he or she can cando it all, and when the company is small, they can.

However, there are really four major functions in themanagement of a company:

1 The Product or Service . (referred to asEngineering in Functional Organizationsince the Product may have to bedesigned) This is where the Entrepreneur is expert. (People usually dont go into abusiness they know nothing about, unlessthey buy a franchise where the expertise is presumed to be part of the package.)

.2 The Administration . The Boss really

doesnt like all that paperwork. Bookkeeping becomes delegated tosomeone else. Often the Entrepreneur usesa spouse, sibling or child to keep thebooks. This sometimes leads to family disharmony because;

A. you cant really fire a family member who doesnt do a good job.

B. the person may not enjoy doingwhat is asked of them, and resentsthe need to help without muchreward.

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C. the persons skills may not grow asfast as the company, creatingdysfunction and confusion, as well asa poor information base

D. As more people are hired, as profits are made, as accounts payable and receivable grow, thisquickly is a tedious full timeoccupation.

E. The owner or entrepreneur doesnt really understand thenumbers, therefore doesnt really believe them, and makes decisions ina way that is contrary to what thenumbers are saying.

3 The Sales . Often the Company starts because

there is one good client (a friend) who is in thebag. (Someone who needs the expertise and iswilling to help get the entrepreneur started.)The Entrepreneur, who was involved for theinitial sales, gets involved with the Operations of the company, sales are neglected as the rest of the work load gets greater, and the businesstops out, usually at very predetermined

levels. Then they hire a good salesman as amanager, and that person becomes involved not in sales, but in implementing reactive strategiesto assuage the Entrepreneur.

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4 The Operations . Delivery of the Product and/or Service. Depending on the product or service, the actual building and completion of the goods is the operations. This takescraftsmen, trades people, assemblers,whatever, to actually do what ever it is we arebilling for. In the beginning, the Operations and the Product are the same, but as we get bigger,the Entrepreneur has to decide what to focuson, (may also be Sales) depending on his or her love of the skills required to produce the

product.

THE PITFALLS

Entrepreneurs tend to fail or get in trouble for similarreasons. At the same time one entrepreneur is introuble, another one is starting up (with greatexpectations) in the same business, in the samearea. Failure very rarely has to do with the marketplace. It much more has to do with how we run our

business and respond to the market needs.Generally, black holes for entrepreneurs fall intothe following:

1. Procrastination ,17


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we all find reasons for not doing what needs to bedone. The usual excuse for not doing work we dontenjoy is, I dont have the time. I just hate thatexcuse. Why not say the dog ate my homeworkinstead? They are all just excuses forprocrastination. (Procrastination means: Not doingwhat must be done when it should be done)

2. Low Bid ,

as we grow we find that competition gets tougher.Often in order to keep new business flowing in, welower our price. Every dollar we take off our pricecomes right out of profit! You always hearentrepreneurs say, You dont know how crazy ourcompetition is, or you dont know the marketaround here, or we can be more efficient. Low bidis a trap that does not support profit or fair wages. If someone is the cheapest they most assuredlyknow what they are worth. You need to determinewhat percentage of bids you expect to win, and thenbid a sufficient quantity to produce the income youneed. (It is all arithmetic)

3. Cant see the forest for the trees .

This is really a problem of being over whelmed. Theskills of the owners do not allow them to recognizeand deal with the real issues. In theory, (and ONLY in theory), it is why big companies hire M.B.A.s as

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managers, because they supposedly have a deeper pool of information from which to reach criticaldecisions. There is no trend analysis, and no

planning for more than a week at a time.

4. Being reactive instead of proactive .

Responding to crisis rather than planning so wedont cause crisis. Many (most) entrepreneurs are

poor at planning. (How many times have we heard them say, Id rather do it than talk about it. ?)There are good intentions, but generally we put off formal planning, meaning that we end up runningthe business by responding to crisis rather than

planning to avoid it. How can we possibly grow if allour time is spent putting out the fires caused by not

planning? We are always reacting to the crisis and ignoring the future. This is especially true infamily owned businesses with board controlwhen two generations sit on the board. (Do youhave a written 1yr. and three yr. plan, includingmarket forecasts? If not !)

5. Poor cash flow .

This is the biggest shame of all, since planning cashflow is so easy, once we know how to do it.Money/Cash needs to be planned on and for, and recorded both in the short term (day by day, week by week) and for the long term (annually, month by month). Only by reacting early to situations that weall know will exist, can we avoid spending huge

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amounts of time solving cash binds. Most smallbusinesses have no idea what they can afford todo.

6. Looking for Band-AidsMany small businesspeople look for quick fixes.Like somehow imperative action is going to solvelong term endemic problems. While it offers balm tothose in command, it in fact, covers the problems,not cures the problems. Solutions take planning and time. If there was a real quick fix, it would be an

industry standard and everybody would be doing it already. It also allows them to say, I all ready knowthat, and avoid the tedious work of correcting thereal problems.

7. Budget.

Again this is a planning device, but most entrepreneurs spend money when they have it, and try not to when they dont. While this soundsreasonable, in reality, it doesnt work. By preparinga budget, recording and comparing variables, and

planning for major expenditures can help keep acompany solvent for a long time. And the budget looks forward, while the rest of accounting is history.

(Mostly to keep your silent partner, the I.R.S. happy)

8. Administration .

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Entrepreneurs as a group dont like doing paperwork. They tend to work from manila foldersand memory. Many trust handshakes and promisesfor business. They dont have time to do things indetail. Really, they enjoy taking unusual risks and winning. Every time they win they prove that they can do it better than the system, and that isaddictive. But it also limits the potential growth of the business, since clients really dont like dealingwith someone who isnt organized enough to keepthem as a top priority. Forgetting promisesdestroys business relationships. And while no

contract is really ever worth more than the word of the person who signed it, it does specify anagreement of goods and services to be delivered and the schedule for both receipt of goods and

payments. This applies to records, file systems,accounting, and day-to-day documentation as well.

9. Cant stay out of production .

This is the hardest one of all. We got into thisbusiness because we loved it, and as the businessgrew we got farther away from what we loved.Some entrepreneurs never let go, and they spend time every day working as a production person.Every minute they are doing what a $10.00 per hour

employee could be doing, they are wasting the prime asset of the company, themselves. Either that, or they should pay themselves $10.00 an hour and hire someone else at $500.00 an hour to dotheir real job for them!

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The Seven Habits of Highly Effective Peopledescribes some of the behavior required to avoid thepitfalls.

THE SEVEN HABITS:

# 1 - Be Pro-Active

People who are not pro-active, can usually be found saying, If we ignore the problem long enough, it willgo away. As anyone who has ever worked inbusiness knows, if you ignore the problems, (or put aband-aid on it) you are more likely to go away thanthe problems. If you can not be pro-active, perhapsthe best thing we can do for you is to help you writea resume.

# 2 - Visualize the end before you begin22


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This is the law of two creations. If you are building ahouse, you want a detailed set of plans on paper,before you turn over the first shovel full of dirt.Make sure you solve all the apparent problems,before you make any significant monetary commitments for expanding your business. PlayingWhat if with the major parts of a business decision(on paper) will help you make the decision to goahead intelligently and solve many problems beforethey occur. Not following this advice will cost youboth time and money.

# 3 - Put first things first All tasks done by everyone fit into one of these four quadrants:

Urgent Not Urgent

Important

I IINot Important III

IV

spend as much time as possible working on thingswhich are important, but not urgent (Quadrant II).This will take the pressure off in the future, as thenot urgent things are completed and do not have achance to become urgent. Everyone must spend some time in Quadrant I, but if we spend too muchtime there, we will find ourselves escaping toquadrant IV when we have extra time, instead of spending time in quadrant II, as we should for thegood of the business, or your family, or your

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personal life. Quadrant I is necessary, once in awhile, but very few of us can live under constant

pressure, without looking for an escape (or a band-aid.)

# 4 - Think Win-Win

Always try to work out a way that both you and your customer, both you and your vendor, or both youand your employee can come out ahead. Win-Win isalways better than Win-Lose or Lose-Lose. In order toaccomplish this, you have to approach problemslogically and not let yourself get carried away with

your emotions. There is a place for gut feel in any negotiation, but it should be very private. If you havenegative thoughts in a negotiation, no one should beable to read those thoughts.

# 5 - First Understand, then seek to beunderstood

Unfortunately, listening skills have not traditionally been taught in schools. The best way tocommunicate with someone, especially in anadversarial relationship, is to understand their point of view. You must learn to listen to the other person,before you begin to explain your point of view,especially if they are opposing. When you canrepeat back to them in your own words, what they have communicated that they need out of anegotiation, you are more likely to get them to listento your requirements.

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# 6 - Use Synergy

If you are a mathematician, your definition of Synergy is one plus one equals three. The premiseis that two or more people working together cancome up with a better solution than any one of themworking alone. To make this work, the relationshipmust be one of cooperation, not animosity. Even if two people do not like each other, they can stillcooperate, for the betterment of the company or theorganization.

# 7 - Sharpen the Saw

It takes a long time to cut a piece of wood with a dullsaw, and yet you see people cutting with a dull sawall the time. This is usually because they dont want

to take the time to sharpen the saw. It is usually faster to have the saw sharpened or buy a new one,than to cut with a dull one. Once in a while we allhave to admit that there are things we dont know,and that we have to spend the time to increase our knowledge base, in order to become better in thefuture. This is known as sharpening the saw. It isnecessary because many people will work harder,because they think it is required to do the jobefficiently. They don't recognize that the method they are using to accomplish the task is not the most efficient method, and they need more knowledge inorder to work smarter, not harder.

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THE MANAGERIAL MODEL

1 Is there really any way, other than sainthood, for usto grow and avoid the obstacles? SURE !, and that iswhy you are questioning the position you are in now and retained I.P.A. for assistance. It is moving from thecurrent reactive state to the proactive one, which iscalled the MANAGEMENT PROCESS:

2 The practice of management may bedivided up simply into the following four steps, whichalso will describe the actual process.

2.1 Establish goals and objectives (PLAN)(absolutely critical )

2.2 Allocate resources that are under your control(people) and their time, money, and other things(equipment).(IMPLEMENT)

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2.3 Direct the attainment of the goals and objectives. (OVERSEE)

2.4 Measure the results of your efforts (MEASURE)

3 This is a continually revolving process, acontinuous repetition of each step. The task of management goes on and on and is never completed.Neglected or unskilled handling of any one of these

four steps will lower the effectiveness of themanagement job that is being done. This will alsoresult in a waste of resources and frustration for boththe Manager and their people.

4 In the management process there are nineelements that are normally used in the sequenceshown. There is an additional element that affects thecontinuity of the managing work performed.

4.1 GATHER INFORMATION: The getting together of information goes on more or less informally all of the time as a Manager talks with his/her peers,

customers, superiors, and subordinates, readsreports, mail and publications, etc. pertaining totheir field or area of responsibility and any other outside communications media. It occurs moreformally when a Manager purposefully seeks tocollect all available data pertinent on a givenobjective or problem with which they are

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concerned. This is an essential preliminary step tointelligent actions.

4.2 SYNTHESIZING INFORMATION: When theinformation is complete; or as complete as possiblesince total completion is almost never possible, theManager must use the information that is available toform an honest picture, or judgment, of the situation,to be used as the basis for taking action in theallocated time frame.

4.3 DECIDE: The decision is the result of havingthoroughly performed the first two steps. Thedecision results in the selection of an available courseof action, which seem to offer the best possibility tomeet the planned objectives or solve the problem.

4.4 ORGANIZE: This consists of determining theresources (people, money, and equipment), required

to accomplish The Objectives. Once these aredetermined and the people are assigned, theManager organizes the activity or project so that theobjectives are accomplished through the efforts of the

people that they manage. They decide who is to doeach task or phase of the required work. They striveto maximize these resources with the minimum of waste in the shortest amount of time or within the

allotted amount of time.4.5 COMMUNICATE: The Manager tells their

people what they are to do and in what sequence.They explain the objective and describe the

operation and organization that is needed toaccomplish the objective. They make certain that

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everyone understands the work that has beenassigned to each of them. They normally put it inwriting as "the strongest mind is not as strong as theweakest ink". If an employee does not understand their assignment, then the Manager is at fault and must accept this responsibility. They must be surethat there is a complete understanding, by their

people, of what is to be done, how it is to be done,and who is to do each part of the task. If after explaining it one time it is not clear then they must redo their job. Clear communication is a must tomaximizing the resources.

4.6 MOTIVATE: This is the point where the "why"or the "what" is to be done is explained. Anunderstanding by all the people involved is needed to

perform this element skillfully. If the reasons are presented in such a way that the individual canidentify that they are a part of the success of the

project, a desire to contribute to that project usually

results. A Manager cannot motivate people, they canonly create the situation in which they will bemotivated. The two most used motivating factorsused by Manager are the "carrot" and the "stick".Both of these tools must be used with care as they

can cause serious problems within an organization if mishandled. There is a third motivating factor that the Manager should try to achieve, the one that drives an athlete to the point of perfection and beyond their normal ability. This motivation comesfrom the gut and is personal pride of accomplishment.

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DIRECT, GUIDE OR COUNSEL: This is the "how" stageof doing the work. It consists of a guiding progressthough giving instructions, suggestions, additionaldata, or by teaching how the objectives can beaccomplished.

MEASURE, EVALUATE, AND CONTROL: Themeasurement of performance is necessary for allManagers in order to determine the effectiveness withwhich their plans are being carried out. Evaluationtakes place, throughout the active phase of managingas well as when the program or activity has beencompleted. The Manager discovers, for example,what impediments to the progress are developingboth through "hands on management", "eyeballcontrol", and information communicated to them by their people. This information, acting on the feedback

principle, may be necessary. Throughout and untilthe end of the project, these will provide the answersof what results can be anticipated.

DEVELOPING PEOPLE: It is the responsibility of every Manager to develop their people through training. AManager is no stronger than the weakest person ontheir staff. A Manager must get results through

others. It necessarily follows that if all of their staff are adequately qualified through proper development, the results obtained by the Manager will be better. In addition to this short term goal, theManager has the responsibility for the continuing

process of the work that they direct, whether they areon hand to manage it or not. The lives of many

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people are affected by the continued successfulfunctioning of each section of the company. TheManager, therefore, has an obligation to do what they can to ensure continuity of their entire operation and organization. They must encourage the development of those individuals who will succeed them in duetime. I.e. Train your replacement, NOW.

PROMOTE INNOVATION: A Manager must be thesteady force behind innovation. If a Manager wantstheir company to progress, they must never permit themselves, or their people to become satisfied withthe way things are. They must always strive tostimulate their people to seek better ways of doingtheir jobs. The constant search for innovation should influence every phase of the managing cycle

.

DIFFERENCES IN STYLES OFMANAGEMENT

Entrepreneur ManagerialReactive as well asProactive

Reactive

Disorganized Plans and planning

Fly by the seat of the pants

Makes decisionsbased on facts/info.

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Owner has a finger ineverything

Owner overseer (manager)

No consequences Accountability

No assignments Defined tasks and duties

No way to measureresults

Measurement system

Subjective bonuses Objective incentives

Favoritism nepotism Fair to all employees

Company dies whenowner dies

A legacy created

ENTREPRENEUR vs. MANAGER

Entrepreneur ManagerAn entrepreneur is A manager with

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involved with thestart-up process

running the businessover a long period of time

An entrepreneurassumes financial,material andpsychological risks

A manager does nothave to bear risks

An entrepreneur isdriven by perception of opportunity

A manager by theresources hecurrently possesses

An entrepreneurinitiates change

A manager followsrules & procedures

An entrepreneur is hisown boss

A manager is a hiredemployee

An entrepreneur getsuncertain rewards

A manager getsfixed rewards andsalary

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Some of IndianEntrepreneurs

Dhirubhai Ambani

Born: December 28, 1932Died: July 6, 2002 Achievements: Dhiru Bhai Ambani built India's largest private sector company.Created an equity cult in the Indiancapital market. Reliance is the first Indian

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company to feature in Forbes 500 list

Dhirubhai Ambani was the most enterprising Indianentrepreneur. His life journey is reminiscent of therags to riches story. He is remembered as the onewho rewrote Indian corporate history and built atruly global corporate group.

Dhirubhai Ambani alias Dhirajlal Hirachand Ambaniwas born on December 28, 1932, at Chorwad,

Gujarat, into a Modh family. His father was a schoolteacher. Dhirubhai Ambani started hisentrepreneurial career by selling "bhajias" to

pilgrims in Mount Girnar over the weekends.

After doing his matriculation at the age of 16,Dhirubhai moved to Aden, Yemen. He worked thereas a gas-station attendant, and as a clerk in an oil

company. He returned to India in 1958 with Rs50,000 and set up a textile trading company.

Assisted by his two sons, Mukesh and Anil, DhiruBhai Ambani built India's largest private sector company, Reliance India Limited, from a scratch.Over time his business has diversified into a corespecialisation in petrochemicals with additionalinterests in telecommunications, informationtechnology, energy, power, retail, textiles,infrastructure services, capital markets, and logistics.

Dhirubhai Ambani is credited with shaping India'sequity culture, attracting millions of retail investors

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in a market till then dominated by financialinstitutions. Dhirubhai revolutionised capitalmarkets. From nothing, he generated billions of rupees in wealth for those who put their trust in hiscompanies. His efforts helped create an 'equity cult'in the Indian capital market. With innovativeinstruments like the convertible debenture, Reliancequickly became a favorite of the stock market in the1980s.

In 1992, Reliance became the first Indian company to raise money in global markets, its high credit-

taking in international markets limited only by India'ssovereign rating. Reliance also became the first Indian company to feature in Forbes 500 list.

Dhirubhai Ambani was named the IndianEntrepreneur of the 20th Century by the Federationof Indian Chambers of Commerce and Industry (FICCI). A poll conducted by The Times of India in

2000 voted him "greatest creator of wealth in thecentury".

Dhirubhai Ambani died on July 6, 2002, at Mumbai.

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Ekta Kapoor

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Born: June 7, 1975 Achievement: Creative Director of Balaji Telefilms; Awarded with Ernst & Young(E&Y) Startup Entrepreneur Of The Year award in 2001.

Ekta Kapoor can be aptly called as the reigningqueen of Indian television industry. The serials

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produced by her company Balaji Telefilms are agreat hit with the masses and are dominating all themajor T.V. channels in India.

Born on June 7, 1975, Ekta Kapoor is daughter of former Bollywood superstar Jeetendra and sister of current Bollywood hero Tusshar Kapoor. Ekta Kapoor did her schooling from Bombay Scottish School and later on joined Mithibai College. She was not interested in academics and on the advice of her father ventured into TV-serial production at the ageof 19. And soon she changed the face of Indian

television industry and completely dominated it.

Today, Ekta Kapoor is the creative director of BalajiTelefilms. Her company has produced more than 25serials and each one is being shown, on an average,four times a week on different television channels.Ekta Kapoor's serials have captured the imaginationof masses. She broken all previous records of TV

serial production and popularity in India. Her most famous television venture has been "Kyunki Saas BhiKabhi Bahu Thi" which began in 2000 and is stillleading the TRP ratings in India. Her other famousserials include "Kahaani Ghar Ghar Ki", "Kahiin ToHoga", "Kavyanjali", "Kyaa Hoga Nimmo Kaa","Kasamh Se", "Kahin Kisii Roz", "Kasautii ZindagiKay", "Kkusum", "Kutumb", "Kalash", and "Kundali".

For her entrepreneurial skills and achievements EktaKapoor was awarded with Ernst & Young (E&Y)Startup Entrepreneur Of The Year award in 2001.

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Ratan Tata

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Born: December 28, 1937 Achievement: Honored with PadmaBhushan, one of the highest civilian

awards in 2000.Ratan Tata is presently the Chairman of Tata Sons,the holding company of the Tata Group. Ratan NavalTata is also the Chairman of the major Tatacompanies such as Tata Steel, Tata Motors, TataPower, Tata Consultancy Services, Tata Tea, TataChemicals, Indian Hotels and Tata Teleservices. Hehas taken Tata Group to new heights and under hisleadership Group's revenues have grown manifold.

Ratan Tata was born on December 28, 1937, inBombay. He received a Bachelor of Science degreein architecture from Cornell University in 1962.Ratan Tata had a short stint with Jones and Emmonsin Los Angeles, California, before returning to India inlate 1962. He joined the Tata Group and wasassigned to various companies before beingappointed director-in-charge of The National Radio &Electronics Company (NELCO) in 1971. Ratan Tatawas appointed Chairman of Tata Industries in 1981.He was assigned the task of transforming thecompany into a Group strategy think-tank, and a

promoter of new ventures in high technology businesses.

In 1991, Ratan Tata took over the Chairmanshipfrom JRD Tata. Under him Tata Consultancy Serviceswent public and Tata Motors was listed in the NewYork Stock Exchange. In 1998, Tata Motors came upwith Tata Indica, the first truly Indian car. The car

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was the brainchild of Ratan Tata.

Ratan Tata was honored with Padma Bhushan, oneof the highest civilian awards in 2000. He was alsoconferred an honorary doctorate in businessadministration by Ohio State University, an honorary doctorate in technology by the Asian Institute of Technology, Bangkok, and an honorary doctorate inscience by the University of Warwick.

Some of Indian Managers

Sankarsan Biswas -RegionalService Manager at HCL

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Current

RSM - RegionalService Manager at

HCL GB SPOC at HCL Technologies

AGM -Operations at HCLComnet

Education

Siddhartha college

of commerce arts andscience St. Xavier'sCollege Calcutta

vidyasagar college

Sankarsan Biswas - HCLs Summary

An IT professional working in this industry for morethan 21 years. Started with PDP-11.

Sankarsan Biswas - HCLs Specialties:

Data Centre Administration (System and Network);Monitoring of Mainframe, Infrastructure monitoring of Command Centre, Networking Management. CentralPrintshop; Application Support; Desktop Support;Customer Relations; Vendor Relations, Managementof helpdesk, Remote Infrastructure Management,Project Implementation; Excellence in ManManagement; 21+ Years in IT Industry out of which

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13 years in the IT department of a Leading ForeignBank of INDIA.

Pushkar Raj Chandna - GeneralManager - BusinessDevelopment at CHEMAFSPRL

Current Advisor - Indiaat Industrial AssetManagement, LLC CouncilMember at IIMDelhi Chapter VisitingFaculty at CDC-CTC

Past

Dy. GeneralManager at MECONLIMITED AssistantPlant Manager atHindustan ZincLimited

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Pushkar Raj Chandnas Summary

Metallurgical engineer Certified Corporate Directorand trained abroad with worldwide experience withstrong domain knowledge of Non-ferrous/ Basemetals & mining industries - Lead & Zinc, Copper,Cobalt, Gold, Silver and associated chemical process& fertilizer plants, having held various top technical,managerial & general management positions. I havein depth appreciation of national and internationalbusiness environment in these industries.

More than three & half decades of global professionalcareer on Startups, execution of several million dollarworth multidisciplinary Green field/ Brown fieldprojectsfrom concept to commissioning deliveringon time on budget of extractive metallurgical andprocess plants and Operations & Maintenance (O&M)of extractive metallurgical and process plants - Zinc,Copper, Lead, Silver, Cadmium, Cobalt Metals,

Sulphuric Acid Plant.

Pushkar Raj Chandnas Specialties:

Consulting management & engg., projectsexecutionconcept to commissioning, due diligence,financial & economic appraisals -TEFR, technologyselection & absorption, EPC, project management,procurement, contract management, construction, &commissioning, extractive metallurgy of Base Metalsplants.Clients:Hindustan Zinc - DZS, CLZS, & VZS,Sterlite Industries ,Gandhara Capital ,

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Hindustan Copper Ltd.,HINDALCO- Birla Copper,IGL,ICSG,Vedanta Resources,Exide Batteries

entrepreneur vs manager report

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