Introduction:

In this assignment I am briefly described about the below mentioned topics:

Understanding the importance of entrepreneurialism, How to audit the
demographic and Epidemiological social environment.
Understand the impact of the cultural and political environment finally
understand the factors critical to effective change management.

 Understanding the importance of Entrepreneurialism

The role of entrepreneurialism and an entrepreneurial

culture in economic and social development has often been under estimated.
Over the years, however, it has become increasingly apparent that
entrepreneurship does indeed contribute to economic development.
Transforming ideas into economic opportunities is the crux of
entrepreneurship. History shows that economic progress has been
significantly advanced by pragmatic people who are entrepreneurial and
innovative, able to exploit opportunities and willing to take risks.

The learner must give a clear analysis of the concept of

entrepreneurialism and show models based on open systems approach that
can provide insight in to planning environment. Consider resources needed
to plan and manage proactively and evaluate the effectiveness on your own
approach to managing and start planning process to enhance your capability
as an effective manager of planned change.

Entrepreneurs produce solutions that fly in the face of

established knowledge, and they always challenge the status quo. They are
risk-takers who pursue opportunities that others may fail to recognize or
may even view as problems or threats. Whatever the definition of
entrepreneurship, it is closely associated with change, creativity, knowledge,
innovation and flexibility-factors that are increasingly important sources of
competitiveness in an increasingly globalized world economy. Thus, fostering
entrepreneurship means promoting the competitiveness of businesses.
Entrepreneurship and enterprise development
 Private sector development and entrepreneurship
development are essential ingredients for achieving the Millennium
Development Goal of reducing poverty. While sound macroeconomic policies
and providing market access are crucial, emerging markets need to nurture
and develop entrepreneurs able to take advantage of opportunities created
by globalization. For many developing countries, private sector development
has been a powerful engine of economic growth and wealth creation, and
crucial for improving the quality, number and variety of employment
opportunities for the poor.

Economically, entrepreneurship invigorates markets.

The formation of new business leads to job creation and has a multiplying
effect on the economy. Socially, entrepreneurship empowers citizens,
generates innovation and changes mindsets. These changes have the
potential to integrate developing countries into the global economy.

 Know how to audit the Demographic, Epidemiological and

social environment.

Critically access the three elements of the environment

which impinge upon the work of the enterprise and the national and local
sources of demographic and epidemiological data. Learner should critically
examine the demographic trends and the key aspects of the social
environment.

• Social audit

A social audit is the process through which all details of a

public scheme are scrutinized by its beneficiaries. A social audit seeks to
evaluate how well public resources are being used to meet the real needs of
target Beneficiaries.
 • Social Epidemiology

Social epidemiology is a branch of epidemiology that focuses

particularly on the effects of social-structural factors on states of health.
Social epidemiology assumes that the distribution of advantages and
disadvantages in a society reflects the distribution of health and disease. It
proposes to identify societal characteristics that affect the pattern of disease
and health distribution in a society and to understand its mechanisms.

The central and initial question of social epidemiology to be

answered is what effect do social factors have on individual and population
health. However, the new focus on this theme using current epidemiological
methods is a relatively recent phenomenon.

There are several significant concepts in the field of social epidemiology:

• The bio-psychosocial paradigm,

• The population perspective,

• Use of new statistical approaches such as multilevel analysis,

• Significance of theory.

The relationship between social class and health has been a

major research field since the beginning of public health history. Many
studies have Identified the disparities in health among social classes and
developed several theories, such as social selection theory and socio-
biological Translation theory. However, despite the long history of this
research field, the effect of social class on health is not yet fully understood.
Income distribution and health is a relatively new field within social
epidemiology.

Three possible mechanisms for the consequences of income distribution on

health are:

• Disinvestment of human capital

• Disinvestment of social capital

• Psychological process.
Refining theories of income distribution is a major challenge in research on
income distribution.

• Demographic Social Environment

Demography is the study of population trends and is

important to the marketer because of its concern with the size, structure,
composition and characteristics of the population. Segmentation and the
assessment of market potential are clearly related to the analysis of such
factors but only for a specific target population. The ONS publishes detailed
population statistics derived from full censuses every 10 years, and updating
sample surveys every 5 years. The latest full UK census was in 2001.

Demography population studies is not limited only to the

statistical facts gathering about the people, but it also studies the reasoning
behind a particular social event or a particular successful person’s approach
towards his/her career.

Variation in the social environment produces selection on

morphological and behavioral traits. It is less clear how the social
environment generates variation in demography through behavioral
mechanisms. Theory suggests that one aspect of social environment,
relative abundance of heterospecifics, influences the intensity of
reproductive interference and its demographic effects.

The important trends to appreciate include changes in:

• World population and the future size of any given population

• Developed as against less-developed country growth rates

• The age and gender structure and its distribution by region/locality

• Migration within and between national borders

 • The demographic impact on world resources and the physical
environment.

 Understanding the Impact of the cultural and political

environment

Analyze the organizational culture and its impact on the

enterprise. concept of power and sources derived from individuals,
examination of political activity and environment in the context of the
enterprise. Changes in the health and social care that brought bout recent
legislation should be considered and applied as taught in class.

Social structure and religion of a society greatly influences the culture of that
country. There are two basic patterns of social structure: Emphasis on
individual or group, and social stratification. Individualistic societies favor
capitalism, but may lack teamwork and co-operation. Society may be
stratified on the basis of caste or class. Caste and class conflicts need to be
minimized to reduce industrial disruptions.

The teachings of the dominant religion of a country can

also influence its culture and thus its suitability for international
business.Hofstede's model of culture identifies four dimensions along which
the culture of a country can be classified:

Power distance

Masculinity vs. femininity

Uncertainty avoidance and individualism vs. collectivism.

Employees of MNCs must be trained and educated to

develop an understanding of cultural differences. This will help them improve
their Performance. According to some critics, MNCs do more harm than good
to the culture of the host country. MNCs also interfere in the politics of
developing countries and attempt to influence their governments to
formulate policies that favor them.

 Fast and Effective Change Management

Slowly obtaining acceptance is not a reasonable objective

for change management. At best, this approach will disrupt current
operations and result in the same or lower levels of performance stemming
from compliant behaviors only.

Critical evaluate the implementation of undertaking

reactive or proactive change, discussion on key issues of organizational
design and the implications of organizing for managers concerned with
planned change. Examination of key strategies for planned change and
effective recommendations in the context of the constraints of an
organization.

When thinking about a change initiative, one should seek

to rapidly implement change that results in the higher levels of performance
that were envisioned when the decision to make the changes was made. Key
to making this happen is to first overcome the resistance to change and then
secure as much discretionary effort as possible.

It is necessary to recognize and accept the fact that little

progress will be made toward implementing change, so long as change
makers have not yet made it past the depression stage. Their effectiveness
in the status quo environment will also deteriorate. Therefore, it is critical to
focus on getting the change makers on to trial and acceptance as quickly as
possible. It is also important to not get “ahead of the game” by focusing on
other change management issues when large numbers of people are not yet
ready for acceptance. You must finish the “unfreezing” job and move change
makers through the depression stage before real change can happen.

• The 3 Cs Communication Strategy

 The 3 Cs communication strategy is the primary
communication-planning tool used to address resistance to change. The
three Cs stand for the types of change issues that communication strategies
should address:

• Context—Why make these changes? What is happening with our

customers, competitors, stakeholders, and the like, that make these
changes so important for us?

• Content—What exactly is it that we are changing? What are the scope,

nature, and timing of the planned change initiatives?

• Consequences—What is in it for me personally, if I demonstrate

defiance, compliance, or alliance with the proposed change initiatives?

The mistake that most companies make is simply

announcing the content of the proposed change initiatives and soon
thereafter treating any employee who does not exhibit a “positive, can do”
attitude as disloyal. This ignores the psychological reality of change. We
have seen companies making 80% of their communication effort on the
content of change, and 10% each on context and consequences. Actually,
we recommend about 20% on content issues and 40% each on context and
consequences.

• Discretionary Effort, Not Compliance

Performers can adopt one of three positions relative to proposed changes:

• Defiance—They adopt dysfunctional behaviors that are detrimental to

the changes we want to occur.

• Compliance—Performers do not directly oppose the changes, neither

do they exhibit much, if any, discretionary effort. Often, compliant
performers will declare support for proposed changes but will not
match their words with effort. What they say is not what they do.

• Alliance—Performers not only support the proposed changes with their

words but they also exhibit strong Discretionary efforts and their
actions match their words.
 The amount of discretionary effort is the difference between
the least amount of effort required to just conform to a change request and
the maximum possible effort. Behavioral research in workplace
environments estimates that maximum discretionary effort can produce
100% greater results. Therefore, an important objective of a performance
management program is to maximize discretionary effort.

Typically, few people are consistently defiant when

confronted by change requests. The much more challenging problem is
compliance. For one thing, it is hard to detect. Lack of discretionary effort is
just one explanation among many for sub-par performance. It could be lack
of training, poor coaching, lack of cooperation and support from others, etc.
And so it is difficult to conclude with certainty that someone or a group is
making little or no discretionary effort.

Ways to deal with lack of discretionary effort include

communication, training, and consequences. A communication problem
might exist if we have not thoroughly explained what behaviors we desire.
Another explanation for the lack of discretionary effort is lack of competency.
In other words, employees are not performing well because they simply are
not able to. Perhaps training is needed to develop new competencies or
strengthen existing ones. If we can be sure that performers know what is
expected of them and they have the ability to perform, then we can
reasonably conclude that applied behavior analysis principles can be used to
improve discretionary effort and performance.

Most change initiatives are developed to improve

performance. Yet, too often, the original objectives pertaining to better
performance, improved quality, enhanced customer satisfaction, or whatever
dimension of improvement was envisioned seem to be forgotten. Once the
decision to introduce change is made, the attention of the sponsors of
change tend to shift from the reasons for making the change and the
promise of better performance to making sure the targets of change
understand what the requested changes are and will comply. In reality,
change management and performance management should be viewed as flip
sides of the same coin.

After all, why change if not to improve performance?

Change for the sake of change makes little sense. Change managers should
focus first on unfreezing the status quo and reinforcing trial behaviors as
soon as they occur, then focus on driving performance higher by improving
discretionary effort. That is fast and effective change management!