代写MBA Essay范例：Difference Between Entrepreneur and Small Business Owner

代写MBA Essay范例-企业家与小企业主的区别。本文一篇留学生MBA Essay写作格式范例，主要内容是讲述创业是当今英语中最流行的词汇之一。人们在谈论企业家和创业公司。此外，今天的媒体信息让我们相信，从律师、医生到艺术家和教师，任何人都有资格以某种方式成为企业家。然而，这个词使用得如此频繁，以至于很多人都不太确定它代表什么？下面就一起来参阅这篇留学生MBA Essay写作格式范例。

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，尽管进行了深入分析，但我们对企业家的了解相对较少，尤其是企业家与小企业主的区别。研究表明，小企业主和企业家有不同的目标和决策风格。企业家有一种专注于机会而非资本的行为，小企业主可以成为Schumpeterian（1934）发起新产品和新流程的工具，从而改变行业，并以企业为生。
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，该报告将阐述小企业主和企业家之间的差异，并将对有关动机、抱负、企业管理实践和风格的学术理论进行批判性审查。
Definition of Entrepreneurs 企业家的定义
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).
根据Birley的说法，企业家是“以盈利和增长为主要目的建立和管理企业的个人。企业家的主要特征是创新和创造性行为，并将在企业中采用战略管理实践”。因此，现代思想家强调，企业家是为新事物创造和识别机会的个人，处理新企业（不限于独立的商业企业）的不确定性和风险，并具有从环境中收集所需资源（如资本）的管理能力，而不必拥有这些资源，这包括计划、领导团队和在企业外部建立网络的能力。
Definition of Small Business Owners 小企业主的定义
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).
小企业主是“为了实现个人目标而建立和管理企业的个人。企业必须是收入的主要来源，并将消耗所有者的大部分时间和利益。所有者将企业视为其个性的延伸，与家庭需求和愿望紧密相连。
Entrepreneurs versus Small Business Owners 企业家与小企业主
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，企业家和小企业主之间存在着巨大的差异，这一观点得到了许多作家的赞同，包括Birley和Jenning and Breaver。企业家的动机是他们的企业利润和增长目标，以及他们对战略规划的使用，例如，个人电脑革命中最著名的企业家比尔·盖茨。或者，小企业主专注于提供家庭收入，并将创业视为他们个性的延伸，例如中国外卖。
Characteristics of Entrepreneurs: a Distinction from Small Business Owners 企业家的特征：与小企业主的区别
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)
企业家和小企业主的特征因年龄、行业和企业生命周期的不同阶段而不同。事实上，人格特征是天生的，也是后天形成的，因为“还有大量证据表明，某些态度和行为可以通过经验和学习的结合获得、发展、实践和完善。”
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，不同的作者在他们的研究中提到了企业家的不同特征。他们区分了“规范”和“实证”之间的特征。
In a nutshell, according to Timmons and Spinelli (2004), there are five major attitudes and behaviours that characterise some entrepreneurs:
简而言之，根据Timmons和Spinelli的说法，一些企业家的主要态度和行为有五种：
Commitment and determination 承诺和决心
Need for achievement (McClelland, 1961), with its related attitudes towards risk 成就需要及其对风险的相关态度
Internal locus of control 内部控制轨迹
Opportunity orientation 机会导向
Creativity and innovation 创造力和创新
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，小企业主和企业家对经济都至关重要。然而，区分它们是有用的，因为小企业和创业企业具有不同的经济功能。因此，区分他们管理的内容也会更有价值。此外，这将有助于我们更好地了解企业家和小企业主的管理风格和商业实践。
The Distinction between Small Business Venture and Entrepreneurial Venture 小企业创业与创业的区别
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).
根据Birley的说法，创业企业是“至少参与熊彼特四种行为中的一种：即，创业企业的主要目标是盈利和增长，企业的特点是创新的战略实践”。或者，小型企业风险投资是“任何独立拥有和经营的企业，在其领域中不占主导地位，也不参与任何新的营销或创新实践的企业。
Wickham (2004) stated that there are three main characteristics which distinguish the entrepreneurial ventures from small businesses:
Wickham指出，创业企业与小企业的区别主要有三个特征：
Innovation and Creativity 创新和创造力
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.
成功的创业企业通常基于重大创新和创造力。这可能是提供新服务的技术、创新和创造力；或者某种东西营销或分销的新方式；或者可能是组织结构或管理方式的创新或创造力。一位企业家因其创新和创造性能力而受到认可，例如詹姆斯·戴森，他提出了球轮手推车业务的创意想法，并通过进入旋风真空吸尘器业务继续创新。另一方面，小企业通常参与提供既定的产品或服务。因此，虽然小企业对一个地区来说可能是新的，但它在全球意义上并没有做任何新的事情，例如成本削减店，而创业企业通常是基于一种全新的做事方式。       
Potential for Growth 增长潜力
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.
创业企业比小企业更有发展潜力。这是因为它通常基于显著的创造性。市场潜力大于创新，将足以支持一家小公司。这甚至足以支持一家大公司，标志着一个全新行业的开始。例如，亚当·奥斯本是第一台便携式计算机的创造者，是最著名的企业家，但他也是一位成功进入出版计算机书籍领域的作家。另一方面，在一个既定行业内经营的小企业仅就其所在地而言是独特的。因此，邻近地区的竞争者限制了其增长潜力。小企业在特定市场内经营；创业企业能够创造自己的市场。
Strategic Objectives 战略目标
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.
大多数企业至少有一些目标。即使最小的公司也应该有销售目标，如果不是更详细的财务目标。可以为外部投资者的利益以及内部管理层的消费设定目标。
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:
创业企业通常会超越小企业的目标，制定战略目标。战略目标涉及以下方面：
Growth targets 增长目标
Market development 市场开发
Market share 市场占有率
Market potential 市场潜力
Growth Potential 增长潜力
Strategic objectives战略目标
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，并非所有的创业企业都必须表现出明显的创新、明确的增长潜力或正式明确的战略目标，一些小企业可能会表现出其中的一个或两个特征。然而，它们结合起来可以区分创业企业的关键特征，也就是对世界产生重大变化的企业。
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，企业家和小企业主追求和创造新机会的方式不同；他们以不同的方式实现了创始人和经理的雄心壮志。支持它们给经济决策者带来了不同的挑战。
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，邻里酒吧的自雇老板与Bennigan’s或T.G.I.Friday’s的创始人几乎没有共同之处。此外，对小企业主和企业家的心理特征的研究表明，影响企业管理风格和文化的差异。Sexton和Bowman-Upton发现，本尼根的创始人，企业家有一套独特的心理特征，他们将其统称为“成长倾向”。
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.
这种倾向的因素包括高能量水平、偏好高风险/高回报活动、渴望控制、个人和专业活动分离以及很少需要他人的支持。另一方面，小企业主，酒吧的自营业主，被发现有优先权，这往往表明其他因素（例如，家庭和社会）比企业更重要。
The Differences between the Entrepreneurs and Small Business Owners 企业家与小企业主的区别

Small Business Owner 小企业主
Low propensity towards growth 低增长倾向
Preference for low-risk taking and low return activities 偏好低风险和低回报活动
Non business concerns more important 非商业问题更为重要
Less control-driver 更少的控制驱动器
Prefers repetition of tried and true ways 喜欢重复尝试过的真实方法
Detail-oriented 以细节为导向
Sceptical of inspiration 怀疑灵感
Works at steady pace 以稳定的速度工作
Rarely makes errors of fact : Works problems all the way through 很少犯事实错误：始终解决问题
Patient with routine delays 常规延迟患者
People-oriented, Aware of people’s feeling 以人为本，了解人的感受
Trustful of others 信任他人

Entrepreneur 企业家
High propensity towards growth (looking for new opportunities) 高增长倾向（寻找新机会）
Preference for high-risk taking and high return on activities 偏好高风险和高回报的活动
The business itself takes priority 业务本身优先
Strong need for control (an internal locus of control) 强烈的控制需求（内部控制轨迹）
Likes to experiment with novel approaches (innovation) 喜欢尝试新方法（创新）
Does not take time for precision 精度不需要时间
Driven by aspiration (needs for achievement) 由愿望驱动（成就需求）
Works with bursts of energy 与能量爆发一起工作
Often makes errors of fact; jump to conclusions 经常犯事实错误；仓促下结论
Impatient with routine details 对常规细节不耐烦
Task-oriented, oblivious to people’s feeling 任务导向，忽视人们的感受
Distrustful of others 对他人不信任
 
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，企业家比小企业主更喜欢创造性。企业家倾向于花更多的时间寻找新的和不同的做事方式。例如，投资组合企业家理查德·布兰森将他的处女团队多元化到了不同的领域。而小企业主则专注于提高既定程序的效率，例如当地的小酒吧；或者街角小店都出售相同类型的产品和服务。
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发现了其他差异，包括企业家倾向于以爆发式的精力而非稳定的方式工作，急于下结论，对复杂的情况有耐心，对常规的延迟没有耐心，并追随他们的灵感。例如，尽管加纳设计师兼裁缝奥斯瓦德·博坦经历了两次破产、离婚和商业伙伴的分手，但他仍有成功的灵感和决心（成就的需要），这促使他不花时间追求精确；从错误中吸取教训，不断创新新的时尚理念。
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认为企业家是以任务为导向的，这是一种误导。像比尔·盖茨这样的顶尖企业家；沃伦·巴菲特和理查德·布兰森在他们的企业中证明了他们是以人为本的，追求人们的最佳利益。
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，企业家有一个内部控制点。他们积极寻找机会，将自己置身于不必依赖他人或运气的环境中——他们认为生活在控制之中，他们可以影响周围发生的事情。例如，《龙穴》电视节目的邓肯·班纳塔尼通过汽车交易开始了他的创业生涯。由于出身贫寒，邓肯不相信运气，相反，他相信自己成功的决心和承诺。他控制了自己的生活，也承担了风险。
Motivation and Aspirations: Distinction between Small business owners and Entrepreneurs 动机和抱负：小企业主和企业家的区别
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.
动机，即促使个人采取或至少渴望采取某种行动的条件，是过去一百年来心理学家们非常关注的一个课题。我们将使用不同的方法来理解动机，并总结出激励企业家的因素。
Maslow Hierarchy of Needs 需求层次理论
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.
企业家和小企业主有不同的需求，因此，他们的动机不同。马斯洛提出的一系列需求可以分解为单独的组成部分，这是众所周知的需求层次结构的基础，其中生理、安全、社会和自我实现需求按优先顺序得到满足。Miner使用马斯洛需求层次来区分激励企业家和小企业主的一系列需求。
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.
企业家的需求最高，这就是自我实现。这些需求可以由他们的特点和个性特征来支持。企业家是由他们的愿望驱动的。他们受到利润和增长目标的激励。他们是有责任心和决心的人，希望取得成功；通过创造新的机会进行创新。             
企业家有一个内部控制点，使他们能够超越所有的需求。例如，艾伦·苏格勋爵正处于自我实现阶段，他已经满足了所有其他需求。他是在哈克尼的一间委员会公寓里长大的，尽管16岁就离开了学校，但他渴望成为一名成功的英国企业家，这一强烈愿望使他攀登到了一个满足自我实现和个人成长愿望的层次结构上。
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对小企业主的激励因素清单进行了调查，得出结论认为，可以合理地说，小企业主有尊重的需要：
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.
调查显示，小企业主的动力来自于他们的业绩、地位和状况。因此，这会让他们对自己的能力、个人成就、声誉、责任感和独立性感到满意。例如，街角小店或印度餐馆满足了他们的自尊需求。他们可能在当地享有声誉，因为他们在提供良好的客户服务方面取得了巨大成就，并且有效地履行了职责。  
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，马斯洛的需求层次受到了几次批评。Alderfer指出，人们有时试图一次满足不止一种需求。例如，企业家可能同时满足自尊需求和自我实现需求，根据奥尔德弗的说法，这就是成长需求。
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，高阶需求的挫折感可能导致满足低阶需求的努力（挫折感回归假设）。例如，一些企业家可能正处于自我实现阶段，但由于他们的一次创业失败，可能会导致满足尊重需求的努力，例如寻找使其创业声誉良好的方法。
McClelland (1961): Achievement Motivation 成就动机
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.
麦克莱兰认为，行为是为了展现个人卓越的理想画面。这种卓越性的构成可能来自内部参考因素，也可能来自外部信号。麦克莱兰对成就感兴趣，因为成就是年轻企业家的动力。
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.
企业家们强烈需要超越自我强加的标准，以实现具有挑战性的目标。他们有一个内在的控制点，这使得他们对地位和权力的需求很低，对与他人交往的需求也很低。因此，根据麦克莱兰的说法，企业家是相当独立的类型。例如，音乐企业家西蒙·考威尔尽管在80年代的音乐录制行业中遭遇了巨大的失败，但他对成就的需求和内在控制力激发了他通过展示X元素和美国偶像的创造力而取得成功。
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.
研究还证明，小企业主对成就的需求很低，相反，对权力和地位的需求很高（以对抗竞争对手）。然而，成就需求可能不是预测创业可能性的最重要变量。Borland研究表明，成就动机在打算成为企业家的学生和没有成为企业家的人之间都不是一个重要因素，在那些通过选择专业表示创业兴趣的学生之间也不是一个显著因素。然而，学生的专业或明确的意图是否是企业所有权的适当替代品的问题出现了。
Entrepreneurial Motivation 创业动机
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.
理解企业家和动机之间的联系很重要。Burns表示，“动机在创建新组织中起着重要作用，因此，未能解决这一概念的组织创建理论是不完整的”。Kumar规定，“特定目标、态度和背景是决定企业家最终满意度的所有重要因素”。这样，Douglas等人研究了企业家经历的激励过程。
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.
企业家行为的决定是几个因素相互作用的结果。其中一组因素包括“个人的个人特征、个人的个人环境、相关的商业环境、个人的目标设定以及可行的商业理念的存在”Douglas等人。此外，企业家将他/她对可能结果的看法与个人期望进行比较。
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，可以说，企业家的心理特征，如成就驱动力和灵感，也很重要，因为这有助于他们通过承认导致低于预期结果的因素来获得动力，从而从错误中吸取教训。Locke和Baum根据之前的研究结果总结了关键的激励变量，并显示了由具体措施介导的一般特征措施对企业家绩效的影响。
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在讨论企业家个性和自我如何走向极端并导致失败时提到了企业家的“黑暗面”，例如，他们强烈需要控制，有时可能被视为欺凌者。他们对他人的不信任，他们对掌声的渴望，以及他们的防御能力也可能成为他们成功的一个限制，并影响他们作为创业企业成长的潜力。
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.
根据Landau的说法，就风险承受能力和创新能力而言，有四种不同类型的企业家。因此，说所有的企业家都是以高风险和创新精神为动力的，这是一种误导。
Innovativeness 创新性
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，赌徒是创新程度低、风险高的企业家。因此，他们的动机是高风险倾向。因此，不同类型的企业家受到的激励不同。因此，应该对不同类型的企业家的动机进行更多的研究。
Business Management Practices and Styles 企业管理实践和风格
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.
创业企业是一个特殊的管理挑战。创业企业的性质描述并定义了推动其成功发展所需的管理。此外，报告还对创业企业与小企业（创新、增长潜力和战略目标）进行了区分，这反映了它们的商业实践。       
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认为创新文化（挑战性、创造性和进取性）更适合创业企业，而小企业则表现出支持性文化（家庭型和人文型）。Carland在她的研究中还发现，创业企业专注于战略管理，而小企业专注于战术管理。
Entrepreneurial Management 创业管理
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.
创业管理的特点是其整个组织范围、创造变革的目标和注重利用机会。下图显示了这些特征，作为传统管理和创业管理的比较。
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.
企业家是变革的管理者。他们将人员、资金、资源和想法汇集在一起，建立新的组织并改变现有的组织。例如，理查德·布兰森（Richard Branson）最初的业务是销售录音机，现在他通过冒险和多样化他的产品，即原始媒体，创造了“全新世界”；维珍航空公司等。他不断给世界带来新的变化。
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.
企业家不同于传统的管理者或所有者，他们的主要利益是通过维持现有组织、保护它和保持其市场地位来维持现状。
A focus on Opportunity 关注机会
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.
企业家善于把握机会，并带来创造力。他们不断寻求做一些不同和更好的事情的可能性。他们创新是为了创造价值。企业家对追求机会的兴趣大于对节约资源的兴趣。企业家将资源视为达到目的的手段，而不是自己的目的。企业家将资源暴露于风险之中，但也会通过将资源发挥到极限来让其发挥作用，从而提供良好的回报。       
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，老牌企业中的小企业主往往更负责保护“稀缺”资源，而不是利用这些资源来寻求为其组织提供的机会。
Organisation Wide Management 组织范围内的管理
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.
企业家的管理着眼于整个组织。他们以组织目标为基准。他们将自己标榜为具有远见的管理风格，而不是专注于特定部门的目标。因此，企业家就其管理风格和商业实践制定了一种整体方法。
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.
有效的企业家在适当的时候做所有这些事情。有时现状值得维持，有时暴露资源变得不明智。有效企业家的部分技能应该知道什么时候不应该冒险。      此外，企业家应使用适当的领导、权力和动机作为管理工具，以便更好地控制、关注和指导企业。这些都是企业家应该采用的工具，以便将他们的愿景变为现实。
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，一些企业家倾向于采用高层结构的专制企业管理风格。例如，艾伦·苏格勋爵被公认为是继泰勒主义之后的独裁风格。评论家们形容苏格为“脱离现实”，他的职业道德是“英国管理不善的典范。消极、欺凌和狭隘……（苏格）因恐惧而统治”。
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，企业家应该“爬上增长墙”。单靠创造力和创新并不能使企业家取得成功。他们还应该通过让下属控制决策来授权和激励下属。如果他们不这样做，他们会感到压力过大和疲劳，这可能导致他们的冒险失败。             
因此，创业型组织应该始终从成功和失败中学习。这将使企业家能够将其愿景变为现实，从而取得成功。
Conclusion 结论
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).
总的来说，该报告使我们更好地了解了企业家和其他小企业主之间的差异。该报告讨论了企业家的不同特点以及与小企业主的不同之处。例如，企业家的主要心理特征是成就需要、内部控制点、自主需要、创造力和冒险精神。另一方面，小企业主的首要任务是家庭目标和收入。             
企业家被激励“创造一个全新的世界”，报告还解释了道格拉斯的创业动机模型，该模型超越了心理特征。他表示，创业的最初决心是处理一系列因素的结果，如个人特征、个人目标、个人环境、可行商业理念的存在和相关商业环境。另一方面，小企业主的动机是对权力的高度需求；地位和独立性。
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也讨论了企业家的黑暗面，因此，为了将他们的愿景变为现实，企业家应该从他们的错误和成功中学习，也应该学会攀登增长墙。       
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范例总结到企业家也有不同的类型，因此，每种类型的企业家都有不同的动机和管理他们的企业。因此，激励因素、企业管理风格和实践会有所不同，例如，Alan Sugar的管理风格和业务实践与Richard Branson的不同。此外，创业绩效不仅受个人动机和愿望的影响，还受激励员工的能力和良好人际关系技能的影响；一般管理技能、有效领导技能；正确使用权力和行业知识。本站提供各国留学生MBA Essay代写或指导服务，如有需要可咨询本平台。