Chapter I i.

Introduction to Entrepreneurship
In political economics, entrepreneurship is the quality of being an entrepreneur, i.e. one who "undertakes an enterprise". The term puts emphasis on the risk and effort taken by individuals who both own and manage a business, and on the innovations resulting from their pursuit of economic success. "Entrepreneurship" in this sense may result in new organizations or may be part of revitalizing mature organizations in response to a perceived opportunity. The most obvious form of entrepreneurship is that of starting new businesses (referred as startup company); in recent years, the term has been extended to include social and political forms of entrepreneurial activity. When entrepreneurship is describing activities within a firm or large organization it is referred to as intra-preneurship and may include corporate venturing, when large entities spin-off organizations. According to Paul Reynolds, an "entrepreneurship scholar" and creator of the Global Entrepreneurship Monitor, "by the time they reach their retirement years, half of all working men in the United States probably have a period of self-employment of one or more years; one in four may have engaged in self-employment for six or more years. Participating in a new business creation is a common activity among U.S. workers over the course of their careers." And in recent years has been documented by scholars such as David Audretsch to be a major driver ofeconomic growth in both the United States and Western Europe. "As well, entrepreneurship may be defined as the pursuit of opportunity without regard to resources currently controlled (Stevenson,1983)" Entrepreneurial activities are substantially different depending on the type of organization and creativity involved. Entrepreneurship ranges in scale from solo projects (even
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involving the entrepreneur only part-time) to major undertakings creating many job opportunities. Many "high value" entrepreneurial ventures seek venture capital or angel funding (seed money) in order to raisecapital to build the business. Angel investors generally seek annualized returns of 2030% and more, as well as extensive involvement in the business. Many kinds of organizations now exist to support would-be entrepreneurs including specialized government agencies, business incubators, science parks, and some NGOs. In more recent times, the term entrepreneurship has been extended to include elements not related necessarily to business formation activity such as conceptualizations of entrepreneurship as a specific mindset (see also entrepreneurial mindset) resulting in entrepreneurial initiatives e.g. in the form of social

entrepreneurship, political emerged.

entrepreneurship,

or knowledge

entrepreneurship have

Since 2008, an annual "Global Entrepreneurship Week" has been announced, with the aim of "exposing people to the benefits of entrepreneurship" and getting them to "participate in entrepreneurial-related activities".

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ii.History
The entrepreneur is a factor in microeconomics, and the study of entrepreneurship reaches back to the work of Richard Cantillon and Adam Smith in the late 17th and early 18th centuries, foundational to classical economics. In the 20th century, entrepreneurship was studied Joseph Schumpeter in the 1930s and other Austrian economists such as Carl Menger, Ludwig von Mises and Friedrich von Hayek. The term "entrepreneurship" was coined around the 1920s (while the loan of French entrepreneur itself dates to the 1850s). It became something as a buzzword from about 2010, in the context of the disputes which have erupted surrounding the consensus of mainstream economics in the wake of the Great Recession. Schumpeter on Entrepreneurship According to Schumpeter, an entrepreneur is a person who is willing and able to convert a new idea or invention into a successful innovation.[6] Entrepreneurship employs what Schumpeter called "the gale of creative destruction" to replace in whole or in part inferior innovations across markets and industries, simultaneously creating new products including new business models. In this way, creative destruction is largely responsible for the dynamism of industries and long-run economic growth. The supposition that entrepreneurship leads to economic growth is an interpretation of the residual in endogenous growth theory and as such is hotly debated in academic economics. An alternate description posited by Israel Kirzner suggests that the majority of innovations may be much more incremental improvements such as the replacement of paper with plastic in the construction of a drinking straw.

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iii.Objective of the study

i. To identify and train potential entrepreneurs. ii. To motivate the entrepreneurial instinct. iii. To develop necessary knowledge and skills among the participants. iv. To help in analysing the various options to select the most appropriate product suiting to the entrepreneur and the market. v. To give a clear picture about the process and procedures involved in setting up an small scale Industrial unit or a bigger unit. vi. To develop and strengthen entrepreneurial quality and motivation. vii. To impart basic managerial skills and understandings to run the project efficiently and effectively. viii. To analyst the environmental issues to be addressed relating to the proposed project. ix. To develop various business related skills of marketing, quality management production, distribution and human resource management etc. x. To make the potential entrepreneurs know about the possible risks and failures of the project and make them learn how to overcome these problems. xi. To enable the entrepreneurs to communicate clearly and effectively. xii. To develop team building, technology up-gradation, growth and above all broad vision about the business. xiii. To develop a passion for integrity, honesty and industrial discipline.

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iv. Rationale behind Study The rationale is that it's the entrepreneur who begins each small business. Without the former, you won't have the latter.

v. Research Problem Entrepreneurship is reducing in Mumbai People are transferring to service sector

vi. Research Method The entire data is managed only with the secondary data ie., Published Books, Articles & E-Data & its official websites

vii. Hypothesis H1-Entrepreneurship is developing in Mumbai H-2-Entreprenurship is not developing in Mumbai Conclusion: Problem in Entrepreneurship-Negative Growth Entrepreneurship in Mumbai is decreasing in Mumbai day by day. People are moving towards job. The reason behind it is that the Margin has been decreased a lot and even there is no guarantee of Profit. The growth of Entrepreneurship is developing at a very slow speed
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Chapter II Review of Literature

Entrepreneurship plays an eminent function in creating an avenue for employability for rural communities, providing self-employment for those who have started-up a business of their own and enhancing the economic status of the rural sector as well. Entrepreneurship has transformed many entrepreneurs into successful business persons and generated income for rural communities. Entrepreneurs in rural area have transformed their vicinity into trading hubs thus enabling them to become urbanized areas. Conducting a literature review is a vital component of the research process. Familiarity with the previous research and theory in the area of the study would help in conceptualizing the problem, conducting the study and interpreting the findings. The literature studies that have been conducted reveal the impact of entrepreneurial activities in India as well as other countries. During the literature review, it is noticed that the term entrepreneurship has been used in different senses by researchers from India and other countries. This chapter will be covering the historical events and the research on entrepreneurial develop ment activities both abroad and in India.

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Chp III-Compilation of Data Collected Introduction to Entrepreneurship

Do you know that there are millions of unemployed youth in the country and by the time you graduate, this number would have increased substantially? Do you want to be part of that group which keeps knocking from pillar to post, checking with employment exchanges, relatives, friends, and neighbours and still not able to get a job to their liking and then settle for a second or third rate job? You can also choose to be like Mr. Patel of Nirma who was a chemists assistance and has a Rs. 2500 crore company today. Did you know that the original Mr. Bata was a

cobbler? And now has stores in more than 30 countries all over the world. Or you could be like Dhiru bhai Ambani who started life as a clerk in a French company in Aden. He was not born into a business family nor did he possess an MBA degree and yet, he is a household name in India and figures in the Forbes list of the richest Asians. Lakshmi Mittal, the steel giant, Satbir Bhatia of Hotmail fame and Narayan Murthy of Infosys are some other names in the endless list you could choose from. If your answer is yes then you can definitely opt for a career in entrepreneurship. This book will help you to understand the process of setting up a small business, running it successfully and seeing it grow. And let us remind you that this career opportunity is not only for boys but also for girls - all those girls who think smart, are ready to act and script the story of their own life - like Shehnaz Hussain or Ritu Kumar or Kiran Majumdar Shaw. Entrepreneurship can be described as a process of action an entrepreneur undertakes to establish his enterprise.

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Entrepreneurship is a creative activity. It is the ability to create and build something from practically nothing. It is a knack of sensing opportunity where others see chaos, contradiction and confusion. Entrepreneurship is the attitude of mind to seek opportunities, take calculated risks and derive benefits by setting up a venture. It comprises of numerous activities involved in conception, creation and running an enterprise.

According to Peter Drucker Entrepreneurship is defined as a systematic innovation, which consists in the purposeful and organized search for changes, and it is the systematic analysis of the opportunities such changes might offer for economic and social innovation.

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Entrepreneurship Development Activities

1. Training and Skill Development Activities by Central Government

Skill Development and Training Programmes of Central Government National Vocational Training Information Service of Ministry of Labour

2. Training Programmes of SIDBI

Entrepreneurship Development Programme (EDP) Small Industries Management Programme (SIMAP) Skill-cum-Technology Upgradation Programme (STUP)

3. Training Programmes of NSIC NSIC provides technical support to SSIs through 'NSIC Technical Services Centres' (NTSCs) and a number of extension and sub centres spread across the country. The range of technical services provided through these centres include training in Hi-Tech as well as conventional trades, testing, common facilities, toolkits, energy audit, environment management etc.

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Prospective Entrepreneurship
What can be done for self-employment? A micro or small or medium enterprise can easily be set up for self-employment. You can choose an activity depending upon your interest and suitability not only to become selfemployed but also to generate employment for others.

What is a Micro, Small or Medium Enterprise? The earlier concept of Industries has been changed to Enterprises Enterprises have been classified broadly into: (i) Enterprises engaged in the Manufacture / production of Goods pertaining to any industry; (ii) Enterprises engaged in providing / Rendering of services.

How do I select an activity for self-employment? For selecting an activity or enterprise, you will have to consider the following significant issues: Where do you want to promote the enterprise?

What resources are available near the location of the enterprise?

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What kind of market or consumer pattern exists near the site of enterprise?

What kind of contacts you have to exploit to your advantage for marketing of the product? What infrastructure is available at the location of your enterprise?

How much capital is available?

There are many other considerations including availability of skilled manpower, raw material, technology etc. before you narrow down your choice for selection

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Functions of Entrepreneur
Innovation. - The unexpected success or failure or any unexpected outside event. - Innovation based on process need. - Changes in industry and market structure. - Demographics changes. - New knowledge.

Risk and uncertainty bearing. Organization building. - Perception of market opportunities. - Gaining command over scarce resources. - Purchasing inputs. - Marketing the products. - Dealing with bureaucrats. - Managing human relations within the firm. - Managing customer and supplier relations. - Managing finance.
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- Managing production. - Acquiring and overseeing assembly of the factory. - Upgrading process and product. - Introducing new production techniques and products.

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Innovation and Entrepreneurship

Schumpeter has firmly expressed his opinion that the function of entrepreneurship is innovation. Innovation of new product. Innovation of new technology. Innovation of new process of production methods. Exploration of new markets. Searching for the new sources and supply. Innovation of industrial reconstruction method.

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Entrepreneurship in Mumbai
If you've watched the opening scenes of Slumdog Millionaire, you've seen Dharavi, a teeming slum of nearly a million people in the heart of Mumbai. I'm just back from India, including a visit to Dharavi. And, let me assure you, the film was shot on location. Walking into the slum from Mahim Link Road, poverty slaps you in the face. Ramshackle buildings made of a mlange of found materials and corrugated tin line unpaved passageways. Open sewage runs through the alleys, collecting in puddles alongside playing children. There is only one public toilet per approximately 1,500 residents, and most families have neither the means nor the space to have a private bathroom. So, the site of kids relieving themselves in public fields is depressingly common. But at second glance, the slum is more intriguing and--much more encouraging. Despite the low education levels, substandard housing, and intense overcrowding, Dharavi is a veritable entrepreneurial hotspot.

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Two women sell pots in Mumbai. I had the opportunity to take a tour through the area with a local guide who showed us a sampling of the various enterprises. Befitting India's industrial heritage, there are a large number of small garment manufacturing shops in which men and women work sewing machines and do hand finishing work. Weaving and embroidery businesses are clustered nearby. Far less expected is the number of recycling businesses. For such a dirty place, Dharavi is a mecca of "clean" industry. If a product can be reused, someone is probably recycling it there. Plastic comes in myriad forms from all over the Mumbai region. Scores of workers sort the plastic into different types and colors and use machinery that is produced in the slum to process plastic pellets and plastic wire. These pellets and wire are then sold in bulk back to larger industrial users in India.

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Industrial sized cooking oil tins arrive by the truckload on a daily basis to be scrubbed, sanitized (frighteningly, often by someone hand-dipping the can into a boiling vat of water), and reshaped before a return trip to local food processors. Computer keyboards sit in large piles, waiting to be picked apart to sort the plastic from the metal parts that get sent to different recycling facilities. The Guardian reports that in all, Dharavi has an estimated 5,000 businesses and 15,000 single-room factories that produce somewhere between $700 million and $1 billion a year in revenue. As these businesses continue to expand, Dharavi has become a community linked and supported by entrepreneurship. The local businesses are providing small but significant income improvements to tens of thousands of families. Electricity, running water and televisions are now available to an increasing number of households. But where do the majority of the increased incomes go? According to our tour guide, most families use the money to pay for private school education for their kids. Often illiterate parents are making an investment in the future. And local entrepreneurs are developing schools that far surpass the quality of local public education. Dharavi may not change much in this generation, but the power of entrepreneurship offers great hope for the next.

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Entrepreneurship in Slum
For the past three decades, there has been a transformation of the recycling psyches that has been experienced across the globe. New consumerism heaped atop rapid urbanisation and population growth has left municipalities with overarching concerns regarding waste management. For this reason, recycling has become a worldwide multi-billion dollar industry and is set to increase as our consumer culture continues to accelerate. In the West, we recycle because of our understanding that in doing so, it is essential for conserving the planets resources. However, for some of the poorest people in the developing world, recycling often isnt a choice, but a necessity of life. Sprawling over 550 acres of land in the heart of Indias third largest city, Dharavis maze of dilapidated shacks and narrow, odorous alleyways is home to more than one million people. In this small area of Mumbais sprawling slum, hidden amid the warren of ramshackle huts and squalid open sewers are an estimated 15,000 single room factories, employing around a quarter of a million people and turning over a staggering 700 million ($US 1 billion) each year. Despite the poverty, Dharavi has been described by the UKs Observer as one of the most inspiring economic models in Asia. And all from one process: Recycling. Its difficult to find something here that is not recyclable. Could it be that these informal, shanty room enterprises are actually leading the citys green movement?

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Development of Entrepreneurship in Dharavi

The country has witnessed a substantial growth in the consumption of plastics and an ever increased production of plastic waste which has become an overwhelming environmental, health and aesthetic hazard for many urban areas. Mumbai alone generates almost 7,025 tons of waste on a daily basis and for this reason Dharavi remains a land of recycling opportunity for many rural Indians. In India, the people who make their living by recycling waste are known as ragpickers and Mumbai homes almost 300,000, many of whom are Indias poorest and most marginalized groups. Theragpickers primarily wade through piles of unwanted goods to salvage easily recyclable materials such as glass, metal and plastic, which are then sold to scrap dealers, who then process the waste and sell it on either to be recycled or to be used directly by the industry. Most of these processes take place in what is known as Dhavaris 13th Compound; a place where over80% of Mumbais waste is given a new lease of life. The seller and the buyer both make money thus making it a true revenue-generating idea. In fact, wages in Dhavari are well above the monthly average at 3,000 to 15,000 rupees per month. This fascinating world of generating revenue out of trash has earned the industry the label Dharavis Recycling Miracle. Extraordinarily, India has no municipal waste management policy or program of recycling which makes the work of the ragpickers indispensable to the city.

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Due to the lack of formal systems of waste collection, it falls to the citys ragpickers to provide this basic service for fellow citizens. Without them, solid waste and domestic garbage would not be collected or recycled, let alone sorted. Dharavis Influence and Paperman Inspired by the ragpickers of Mumbai, Paperman, a non-governmental organisation situated in Indias eastern city of Chennai (formerly known as Madras) helps to promote and create awareness about recycling and organises campaigns to combat many of the social problems Indias urban areas are rife with. Founded by Keralan-born and environment conscious Matthew Jose in 2010, Paperman is a social venture aimed at creating a paper recycling revolution, inspired by the ragpickers of Mumbai. Theprogram has reached over 100 schools and 2 million students in Chennai, educating them about recycling but also laying emphasis on the role Paperman plays in Indias bigger recycling picture. Paperman now has the support of various corporate and governmental organisations and it appears it has already generated a ripple effect, having spread its campaign to 66 cities across India. It is these grassroots movements that, we hope, will make India a role model for the world in dealing with environmental issues. A lesson to be learnt Recycling is still very much the focus of many developed countries, who continuously strive to improve their recycling endeavours. Despite many of the social and ethical controversies surrounding the recycling industry in India, Dharavi has carved a reputation

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for itself as the ecological heart of Mumbai, recycling up to 85% of all its waste material produced by the city. This compares strikingly to the UK recycling figures. Over the last decade, less than 20% of the waste produced has been recycled. The UK produces 30.5 million tonnes of waste each year. This is equivalent to a staggering 23.9 million tonnes of waste in landfills each and every year. If the UK could match the recycling rates of Mumbai, it would leave only a quarter of existing waste entering landfills per year (around 6 million tonnes), but also costs in sourcing materials would be dramatically cheaper. This reduction in sourcing costs could potentially create higher profit margins, followed by generous reinvestment opportunities into crucial areas responsible for re-booting the economy. With an accelerating consumer culture and population numbers on the rise, waste management will continue to be a pressing issue of todays environmental climate. Resources are limited but wants are unlimited. In India, the fact remains that recycling has helped reduce the ever-increasing volumes of trash, fill less landfills, produce bio gas and provide cleaner societies, as well as conserving resources and reducing costs. The scavenger mentality, grassroots recycling and sheer necessity of Dharavis ragpickers have led to imaginative leaps in deploying waste and a growing number of environmental campaigners recognize Dharavi as becoming the green lung stopping Mumbai choking to death on its own waste.

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Social Entrepreneurship in Mumbai

Social entrepreneurship in Mumbai has progressed significantly over the last decade. More and more people are using entrepreneurial skills in building sustainable enterprises for profit and non-profit to effect change in Mumbai, says Deval Sanghavi, a former investment banker and now president of Dasra. Based in Mumbai, Dasra is a non-profit organisation which bridges the gap between those investing in social change and those spearheading the changes. Social entrepreneurship in Mumbai is emerging primarily because of what the government has not been able to do. The government is very keen on promoting social entrepreneurship - not necessarily by funding it or by advising on it or enabling it. What they do do, is not disable it, Sanghavi, who brings the rigour and discipline of an investment banker to the social sector, told INSEAD Knowledge on the sidelines of the International Social Entrepreneurship conference held here recently. For example, in Mumbai alone, non-profit organisations educate more than 250,000 children on a daily basis. The government has not told these organisations not to do it, he says. Whereas in some countries, when someone takes it into their own hands to start a facility for education or healthcare or empowerment, the government often puts in place barriers to prevent this from happening. In India, there is this drive and commitment to take change upon yourself. There are no inherent barriers to begin with in India.

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Development of Women Entrepreneurship

The contemporary Indian woman is going through a tectonic shift. From the job she has set her eyes on to her clothes, from her attitude to her mom-in-law to her relation with her kids, she is changing. And the Mumbai woman has often led the way in mirroring these changes.

This Saturday, all those women with big ideas will get an opportunity to talk to other women who can help them change their ideas into business modules.

An entrepreneurship summit for aspiring women enterpreneurs will be organized in Sion.

Participants will get an opportunity to interact with women who have started from scratch to build a company. TiE Stree Shakti is the knowledge partner for the summit. Kangaroo Kids Education Ltd's Lina Ashar, who is one of the speakers at the summit, said, "I will focus on what it takes to build a company and sustain it. Passion and purpose lead to a product that needs to be executed to perfection then," said Ashar.

Also present at the summit will be women from various companies. Universal Legal's Sharanya Ranga and Future Factory's Geetika Kambli will give the participants a thorough explanation on the legalities involved in launching a new company on your own.

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Award by a Women Entrepreneur

Ms. Priyanka Gupta, Executive Director, MPIL Steel Structures Ltd. was awarded the prestigious Woman Entrepreneur of the Year Award (2012) by the ET NOW, at an award ceremony held in Delhi on December 13, 2012. ET Now & India mart Leaders of Tomorrow awards are India's most prestigious leadership awards. This year the grand jury was headed by Mr. Arun Maira (Member, Planning Commission), and comprised of Mr. Vineet Nayyar (CEO, HCL), Mr. Vikram Bakshi (MD, McDonald's) and Ms. Sunita Reddy (Jt.MD, Apollo Hospitals Group), among some of other's India finest leaders. The winners were recognized at a special awards ceremony, and Mr. Sunil Mittal, Chairman, Bharati Enterprises and Mr. Anand Sharma, Union Minister of Commerce and Industry were the chief guests. Ms. Gupta received special recognition as the youngest woman to have won this title by ET Now. About the MPIL Group Since 2001, MPIL has emerged as a leading manufacturer of complex steel structures, pre-engineered metal buildings, and fabricated solar panel mounting systems. The MPIL Group has diversified interests in steel, infrastructure, renewable energy, and logistics. MPILs steel structures provide the steelwork for Mumbai International Airport, the Sahara Star Hotel and Conventional Center, over 50MW of solar and thermal power plants and for Indias largest clear-span dual-plane hangar. MPIL has LEED Gold certified manufacturing facilities in Maharashtra and Karnataka, aggregate production

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capacity of 50,000 tons per year and a team of 850 engineers and contractors. MPIL is dedicated to improving resource and energy efficiency in construction.

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SHAPING ENTREPRENEURS: PROF. KAUSTUBH DHARGALKAR, WELINGKAR INSTITUTE MANAGEMENT, MUMBAI

Prof. Kaustubh Dhargalkar is an entrepreneur-turned-academician and founder of three companies. After selling his last company in 2005, he took a year off to learn Yoga. Later he joined Welingkar Institute of Management, Mumbai where he introduced several innovations in the Business Design courses and established a Centre for Innovation & Memetics called Innowe. The center explores unconventional tools of Consumer Research to discover latent needs and new opportunities. He is currently serving as an Associate Professor of Innovation & Design, and as Mentor at Center for Innovation & Enterprise at IIMB.

Financial empowerment of women makes for sound economics. Often their emancipation and financial independence translates into empowerment of the community as well; first extending to their families then to the people, institutions and businesses in their communities. NEN's faculty mentor Kaustubh Dhargalkar's work with women entrepreneurs aims at cinching this empowerment by mentoring their ventures.

Kaustubh is not new to mentoring, having worked with innovation centres of reputed business schools. His long experience as a successful entrepreneur brings to the table a sound understanding of the market and business realities. As an academician and

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educator, his access to innovative ideas and ventures, places him in enviable position to influence his entrepreneur-mentees. As part of the NEN-CBFW Mentor Development Program, Kaustubh Dhargalkar attended the 'Entrepreneurial Finance' module conducted by Prof. John Mullins of London Business School.

"Everybody needs a mentor"

The journey of entrepreneurship can begin for any number of reasons. But can those reasons hold water when facing the tough expectations and demands of the market? How do women entrepreneurs step up and launch a venture that promise to meet these demands? What does it take to be successful?

Welingkar Institute of Management Development and Research started an initiative called Prayaas where 30 women were taken through a three-day workshop to help realise their entrepreneurial dreams. Renowned faculty and industry experts including Prof. Kaustubh mentored them in different aspects of starting and scaling a venture.

Kaustubh worked with the 30 women entrepreneurs on the areas of Need identification, Opportunity spotting, Concept generation and Financing avenues. Starting with the whetting of their business plans, the professor prompted his mentees to consider if the germination of their ventures lay in the bridging of a gap in the market or capitalisation of their skills. The session focused on key elements of a business plan including
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resource analysis and the issues an entrepreneur should expect to face. For every feasible idea, Kaustubh mentored the entrepreneurs on financing and scaling of their ventures, and strategies to consider while approaching bankers. "Build it and they will come"

At the heart of a successful innovation lies a simple idea. Rehab Chogle and her business partner Shashaank Mehrotra have demonstrated this with their venture 'Muft Muft' which translates to 'Free Free'. A student of Prof. Kaustubh at Welingkars, Rehab saw an opportunity in reams of photo copies that an average student takes as part their course notes. The venture attempts to targets the student community by offering subsidised or free photo copies carrying the client/sponsor's branding in the footer.

The win-win goals see students who are only too happy to be spared of their money and time, while clients are happy to have a new avenue of reaching out to their target segment. Rehab cites the case of MAX (fashion merchandisers) who were having trouble with the brand recall for one of their stores in Matunga in Mumbai. Muft Muft researched the scope and targeted the three colleges in the vicinity with their services which has resulted in one happy client.

Prof. Kaustubh's mentoring has been invaluable to the young entrepreneur who stresses on the continuous evolution of the business model. The professor, ever willing to lend an ear to their questions, has been helping them in staying real and to not be consumed by their opinions. More importantly, says Rehab, his questions are the same any investor would ask, which in turn helps them to focus on scale, managing of
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stakeholders' expectations and on business development. A firm supporter of the venture, Kaustubhs mentoring has instilled confidence in the realisation and growth of their venture. The greatest satisfaction has been the enthusiasm and endorsement of their studentcustomers. They appreciate the novelty of the idea and are always eagerly consuming their service. Even the photo copier owners are happy to be part of the new initiative.

Development Programme of Women Entrepreneurship

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Chapter IV i.Questionnaire
Personal Details NameAgeGender M/FOccupationContact No-

1. Which creative skills you possess ,which have bought about considerable progress in your enterprise? Expertise Creative Motivation

2.Which type of a enterprise it is ? Public Private

3. What is a key element according to you ? Innovation Risk Taking Vision Organizing Skills

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4.Which type of planning do you use ? Strategic Planning Operational Planning

5.What do you work for ? Profits Salary Remuneration

6. Where you want your business to be in 10 years time. This can be termed as ? Mission Statement Vision Statement

7.Which qualities should a person possess to succeed in planning ? Reflective Thinking Imagination Farsightedness

8.Which factor affects business environment ? Internal External All of the above

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9. What tells the purpose of existence of business ? Mission Vision Both 1& 2

10. What is your primary function of management ? Planning Budgeting Controlling Organizing

11. What does an entrepreneurship demands ? Innovation Creativity Both 1&2

12.Which type of enterprise it is ? Micro Macro

13. What are challenges faced by you ? Global Competition Changes Around Globe

14. A large income is the best recipe for happiness I ever heard of ? Yes No

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ii.Conclusion
In recent decades the role of an entrepreneur has been considered of very great 1significance in accelerating the pace of growth and economic development in both the developed and developing countries. An entrepreneur is a person who perceives opportunities, organizes the resources needed to exploit the opportunity and sets up an enterprise. The process of setting up an enterprise is called entrepreneurship. An enterprise is a business venture. It is an undertaking that involves uncertainty and risk as well as innovation. An individual has the right to choose any income generating activity or self-employment or entrepreneurship as a career option. Functionally income

generating and self-employment activities are the initial sages of entrepreneurship. The qualities of entrepreneurship and management are present in varying degrees in both managers as well as entrepreneurs. Yet entrepreneurs are different from managers. They create opportunities for innovation, experimentation and production. Once

production begins managers take over. They are more concerned with organizing the routine day-to-day jobs. They do not prefer to take risks. Entrepreneurship is a discipline with a knowledge-based theory. A person can learn and acquire the competencies of becoming an entrepreneur and start a venture and make it grow. So the myth that entrepreneurs are born and not made can safely be dispelled. The most important functions of an entrepreneur are innovation, risk and uncertainty bearing and organization building. An entrepreneur usually has to perform all the functions of production, marketing, finance, human relations etc. especially at the time of start-up and establishing an enterprise. Most entrepreneurs usually start a small venture and then make it grow.

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 The central and state government should undertake project and activities which would increase entrepreneurship in Mumbai

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iii. Bibliography
Website http://www.commdev.org/attachments/118_Track%206%20Building%20Sustainable% 20Community%20Dharavi,%20Mumbai%20-%20Beck%20Purcell.pdf http://www.huffingtonpost.com/randall-kempner/dharavi-the-mostentrepre_b_834300.html http://sustainablebusinessforum.com/sbtoolkit/73201/india-s-dharavi-recyclingslumdog-entrepreneurs http://cowbird.com/story/51713/Entrepreneurs_In_Dharavi_Slum/ http://yourstory.in/2012/11/book-review-poor-little-rich-slum-what-we-saw-in-dharaviand-why-it-matters/ http://www.sparktherise.com/projectdetails.php?pId=8797 http://www.indiegogo.com/projects/dharavi-diary

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