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Essay / Research Paper Abstract
An 8 page paper discussing entrepreneurial cognition, which has been defined as "the knowledge structures that people use to make assessments, judgments or decisions involving opportunity evaluation and venture creation and growth" (Mitchell, et al., 2007). Effective leadership also requires planning, decision making, training and cultural competence; true leadership also requires the ability to see in "wholes" rather than only in "parts." Bibliography lists 10 sources.
Page Count:
8 pages (~225 words per page)
File: CJ6_KSentreCog.doc
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Unformatted sample text from the term paper:
defined as "the knowledge structures that people use to make assessments, judgments or decisions involving opportunity evaluation and venture creation and growth" (Mitchell, et al., 2007). Effective leadership also
requires planning, decision making, training and cultural competence; true leadership also requires the ability to see in "wholes" rather than only in "parts." Planning
Erven (n.d.) addresses the management function of planning as part of a larger article discussing five general functions of management. Planning, directing, organizing and controlling are the classic
four functions of management; Erven (n.d.) adds staffing as a fifth primary function. Of all of these, Erven (n.d.) states that planning "is the fundamental function of management from
which the other four stem" (Erven, n.d.). Included in or affected by planning are vision, mission, objectives and goals (Erven, n.d.). The
vision provides the motivational guidance for the organization and typically is defined and promoted by senior management. Vision is how the organization intends to achieve its goals; mission defines
why the organization pursues the goals it does. The mission statement is the "organizations reason for being" (Erven, n.d.). The mission statement
provides guidance in decision making as well, ensuring that the organization stays on the track that its leaders have predetermined. Objectives further refine
the mission. "They are expected to be general, observable, challenging, and untimed" (Erven, n.d.). Objectives are general in nature; goals are highly specific. Erven (n.d.) promotes goal
setting in the SMART framework. To be SMART, goals must be "Specific, Measurable, Attainable, Rewarding, and Timed" (Erven, n.d.). All of the
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