For successful entry individual in the image of an entrepreneur, the latter needs, first of all, to understand the motives that prompt him to open his own business and, thereby, become an independent subject of entrepreneurial business.

A motive should be understood as a set of motivations for people to take certain actions. Motives for entrepreneurial behavior are formed when there is a need to be entrepreneurial. A conscious, meaningful, studied need becomes a behavioral motive. Therefore, the entrepreneurial actions of people and their choice of an entrepreneurial profession are based not only on their vocation, but also on their desire.

Motive(installation) of entrepreneurial action - a state of predisposition, readiness, inclination of an entrepreneur to act in one way or another. Predisposition is the internal position of an entrepreneur in relation to various objects and situations, including other people, concerning him business sphere. Motives (attitudes) give the situation a personal entrepreneurial meaning.

Receiving income, making a profit is the main motive, but is not an end in itself and is not the final one. Not all entrepreneurial activity is carried out for the sake of personal consumption, on the contrary, it opposes all kinds of hedonism. Because entrepreneurship in its essence is not only strategic, but also a creative activity with a high degree of autonomy in decision making. In other words, the entrepreneur is captivated by the very process of striving for independence and self-realization. And, money (as income) is a criterion of success that demonstrates how well the initially conceived entrepreneurial project has been implemented. Also, this money acts as a means of ensuring social recognition from society and increasing business reputation entrepreneur.

This way you can draw a diagram:

The concept of "motive" entrepreneurial activity" and "entrepreneurial attitude", although close in meaning, do not coincide completely. The motive is more mobile, more susceptible to emotions. On the contrary, the installation is more stable.

The following groups of motives that encourage people to engage in entrepreneurial activity can be distinguished:

1. economic motives;

2. social motives;

3. psychological motives;

4. physical motives;

5. humanistic motives.

Economic motives: the desire to obtain economic benefit through the achievement of victory success, or survival success, or both. Economic benefit consists of providing oneself and one’s loved ones with means of subsistence sufficient, at a minimum, to maintain life and reproduce one’s labor force, and, at a maximum, to strengthen personal competitive potential and ensure personal competitive advantages over other entrepreneurs.

Economic motives for entrepreneurial activity appear externally as:

· property motives that encourage people to maintain or expand the list of objects of ownership, disposal, use, to maintain, strengthen the vertical of entrepreneurial power and increase their administrative resource;

· work motives motivating people to achieve success in professional work, growth of personal professional competitiveness, strengthening of personal competitive advantages and overcoming personal competitive disadvantages;

· financial motives that encourage people to receive financial income, or to increase it as a result of successful transactions.

People are driven to entrepreneurial activity not only by economic motives, but also by others. Thus, the social motives of entrepreneurial behavior include:

· initiation of forms of social communication (social communications) as a way of realizing, maintaining and strengthening one’s own social energy;

· achieving success in society on a legal basis, maintaining legal adequacy, subordinating the “case” to the applicable rules of law in combination with initiating the improvement of these rules;

· public presentation of personal competitive advantages and achievements;

· formation and strengthening of a positive reputation in the eyes of the environment;

· acquisition of social knowledge, skills, abilities, including the use of other people's experience in one's own activities and learning from the mistakes of others;

· gaining social, including legal, comfort.

Social motives of entrepreneurial behavior reflect social origin in the nature of people, the need for social communications, the desire for social adequacy, public recognition. Social communication is always initiated by certain people who independently take steps to create the necessary forms of such communication. Therefore, the social motivation of entrepreneurial behavior is contained in the constant evolution of social communications.

Psychological motives for entrepreneurial activity reflect the need of many people for effective self-realization, development of personal qualities, awareness of one’s own personality, self-affirmation in business relationships, optimization of interpersonal contacts and the formation of psychological stability. Through enterprising behavior, people form mechanisms of emotional interaction with other people, develop such qualities as perseverance, self-confidence, attention, will, accuracy, openness, patience, consistency in actions, etc.

And finally, the humanistic motivation of people for entrepreneurial activity is based on their needs, which are of an ethical, aesthetic, ideological (conceptual, general philosophical) nature. Humanistic motives of entrepreneurship consist in people’s desire for ethical, aesthetic, ideological self-realization, acquiring appropriate forms of adequacy based on following established ideas and established orders, initiating changes to establish new orders and forming new ideas. These motives reflect people’s needs for active behavior, dominance, development, and gaining comfort in the ethical, aesthetic, and ideological areas.

Among the motives of entrepreneurial behavior, one should distinguish between motivational motives, that is, true, real motives, and judgmental motives, that is, those that are proclaimed by the entrepreneur and openly recognized by him. The latter can be called entrepreneurial motivations.

In the structure of motivation of a Russian entrepreneur, several main milestones can be identified:

1. An acute or obsessive desire to stand out, to express oneself, to show oneself and one’s abilities.

2. The desire for independence, reluctance to work for “uncles” who allegedly profit from mere mortals.

3. The desire to satisfy your needs for leadership.

4. Desperate struggle for self-expression, self-realization, and so on.

People get involved in professional entrepreneurship, not only responding to the need to be entrepreneurial, but also to need, the inability to find hired work, the desire to certainly be entrepreneurs, and the desire for professional development.

Every legally free person has the right to choose between professional entrepreneurship and professional hired labor. After all, you can work as an entrepreneur, or you can work as a teacher, you can run an entrepreneurial business, or, on the contrary, you can work enterprisingly as a metallurgist, designer or subway builder.

People’s choice of an entrepreneurial profession is complemented by the choice of a subject of entrepreneurship - a subject area or subject areas of the economy, a specific sector or a set of market sectors. A professional entrepreneur must appear to his environment as an expert in his field. He becomes such by carrying out professional actions in those subject areas businesses that he considered necessary to master. He acts as a specialist entrepreneur running a business in any one specific sector of the market, or as a generalist entrepreneur who prefers to diversify his business.

A motivated choice between hired labor and entrepreneurial business in favor of entrepreneurship automatically includes the determination of the geography and subject composition of the markets into which a new subject of professional entrepreneurship decides to invade or in which it is going to gain a foothold.

Study of motives, attitudes, value orientations the behavior of various categories and groups of entrepreneurs, for example, at the request of the business structures themselves, or interested government bodies, allows us to determine the prevailing trends in the attitudes of entrepreneurs to their activities, which is very important for the entire population of the region and country. Creating on the basis of such knowledge of motives business activity system of incentives, it is possible to regulate relations in the field of entrepreneurship, both from the entrepreneurs themselves and from the relevant government structures - representative and executive power, which is very important today.

There are several areas of motivation research in management psychology, entrepreneurship psychology, and management psychology. Historically, the first direction can be considered that section scientific management, which is dedicated to stimulating workers to increase productivity and was proposed by Frederick Taylor. The second direction is to a certain extent close to Taylorism and is associated with the tradition of the behavioral approach. The third direction is much to a greater extent is based on ideas about the nature of human motives, needs and values.

Based on the goals and objectives of the study, the third direction of research into the problem of motivation in management psychology is of greatest interest, which allows us to study the content side of motivation for any successful labor activity. Based on the conceptual basis of the study, we will analyze the data contained in the literature on motives that are significant for organizational activity.

Summarizing the ideas about entrepreneurial activity of classics and modern specialists, we can highlight general signs, both for entrepreneurial and organizational activities. Entrepreneurial activity is:

Creative activity, which is based on a new commercial idea, concept in the field of business and services;

Finding opportunities for profit that have not yet been noticed by other business entities;

Creation, construction own enterprise, with which you can realize your plan;

Constant search and implementation of new things, focus on innovative development organization, the use of inventions or various opportunities to release new products, discover new sources of raw materials, markets, reorganize production, etc.

So, based on the presented comparative characteristics, we can conclude that entrepreneurial activity is a type of organizational activity. Consequently, a motivational analysis of entrepreneurial activity will reveal some motives that are also significant for organizational activity.

In the works of the classics of economic theory, in accordance with the concept of economic man, the dominant motive for entrepreneurship was considered to be one material motive - the desire for profit or the motivation to achieve success. Further research into the motives of entrepreneurial activity showed that the motivational sphere of the entrepreneur’s personality is much more complex and is not limited to the desire for profit.

Desire for success;

Commitment to innovation;

Willingness to take risks;

The desire for self-determination, independence;

Striving for superiority (power motive);

Need for activity (procedural motive);

The desire to build partnerships on equal positions (motive of affiliation);

A person’s tendency to manipulate other people in interpersonal relationships (Machiavellianism);

Achievement motivation.

Based on the data obtained, in order to clarify the structure of the motivational sphere of motives for the activities of competitive entrepreneurs, empirical studies were presented. 49 people aged from 27 to 39 years took part in the empirical study. Two groups of subjects were formed. From the point of view of the competitiveness of commercial organizations, all subjects, based on the analysis of the questionnaire and the results of the conversation, were divided into two groups. The first group included 29 entrepreneurs. These entrepreneurs have been in business for more than 5 years; they have created commercial organizations that operate in the market to varying degrees of success.

From the analysis of the questionnaire data and the results of the conversation, it follows that these entrepreneurs, despite difficulties and sometimes failures, continue to do business, while in recent years their organizations have been functioning successfully. This group of subjects is conventionally called “competitive”.

The second group included 19 people. They created commercial organizations that failed. Subsequently, these subjects refused to engage in business. Initially, their refusal was due to financial reasons, and later they did not want to engage in business, because they believe that their qualities do not correspond to this type of activity. Currently, they are hired top managers, i.e. they manage commercial organizations. We conventionally designated this group as “non-competitive”.

Based on literature data, taking into account validity, reliability and standardization, the following methods were selected:

Diagnosis of motivation for success and avoidance of failures Ehlers;

Schubert's method for diagnosing the degree of risk readiness;

Machiavellianism Scale;

Methodology for studying affiliation.

Analysis of the research results led to the conclusion that competitive entrepreneurs do not differ from non-competitive ones in terms of the level of development of motivation for success, motivation to avoid failure and risk-taking. This can be explained by the fact that these motivational characteristics are professionally significant not only for entrepreneurs, but also for top managers, whose functions are performed by non-competitive entrepreneurs.

The absence of significant differences in indicators of motivation to achieve success and risk propensity between the compared groups indicates that these motivational characteristics are common professionally important qualities for both entrepreneurs and top managers, which is in good agreement with the literature.

To verify the limited data presented in the literature on the importance of affiliation motivation for the success of entrepreneurial activity, using the Mehrabian affiliation diagnostic questionnaire, we conducted studies of this motivational characteristic in two groups of subjects.

Analysis of the data obtained indicates that there was no significant difference in the indicators of the method for diagnosing affiliation in the two compared groups of subjects. The results of the study can be explained by the nature of the activities of both entrepreneurs and top managers. For entrepreneurs and managers, professionally important qualities are well-developed personal communication skills. To assess the level of development, the “MAK scale” was used.

It has been established that the level of development of Machiavellianism in competitive entrepreneurs differs from the level of development of this quality in non-competitive entrepreneurs. At the same time, the level of development of Machiavellianism among competitive entrepreneurs is below average. This fact can be explained based on the identified characteristics of organizational leadership, in particular from its purpose.

Considering the purpose of an entrepreneur as a subject of organizational activity who is focused on creating long-term successful companies, it can be noted that a talented leader has the need to establish identity with a belief system that provides meaning to a person’s life. If a manager motivates, trains and stimulates staff, ritualizes, reinforces behavioral stereotypes, then the entrepreneur has a deeper influence on people, because he not only and not so much does what is the responsibility of a manager, but also contributes to the personal growth of members of the organization, filling their lives with meaning.

The leader of an organization, creating a philosophy of long-term successful organizations, interacting with people in the organization, should consider them not as an object of management, but as a subject of activity. It follows from this that the organizational leader must focus, when building subject-subject relations, on the highest level of activity regulation - the value-semantic sphere of the personality of subordinates. Machiavellianism is a characteristic of the personality of a manipulator who, based on disbelief in the possibility of the existence of trusting relationships between people, strives to influence the motivational sphere of communication partners, so that, with the help of false distracting maneuvers, he can achieve his hidden goals, so that the partner, without realizing it, changes their original goals. Consequently, since the influence on the value-semantic sphere of the individual presupposes mutual trust and acceptance of the person, Machiavellianism acts as a personal motivational factor that impedes the successful organizational activities of the leader of the organization.

Apparently, this can explain the data obtained in our study about the low level of development of Machiavellianism among successful organizational leaders compared to managers. So, the studies carried out on the motives of organizational activity using psychodiagnostic techniques allowed us to come to the following conclusions:

1. It has been established that neither motivation for success, nor motivation to avoid failure, nor risk-taking, nor affiliation are specific motivational qualities characteristic of the activities of competitive entrepreneurs. These motivational characteristics appear to be common motives that determine the success of both entrepreneurial and managerial activities.

2. The success of competitive entrepreneurs is determined not by individual independent motives, but by their structure, in particular the combination of a developed motivation to achieve success, the need for affiliation, the desire for reasonable risk and a low degree of motivation to avoid failure and the desire to manipulate. This combination of motives makes it possible to the greatest extent to unite talented people around themselves, creating the concept of long-term successful organizations, and to implement this concept, focusing on success in conditions of risk and uncertainty, and, ultimately, increases the level of competitiveness of commercial organizations.

3. Based on their concepts by E. Shostrom, A. Maslow, K. Rogers, the combination of motives identified in the process of empirical research, characteristic of successful organizational activity, allows for further constructive study of the personality of talented leaders of the organization to formulate the initial conceptual assumption that, rather In total, the combination of motives we have established is only one of the manifestations of personality as a self-determining, self-developing system.

Literature

1. Belov V.V. Organizational talent. St. Petersburg, 2008.

2. Zavyalova E.K., Posokhova S.T. Psychology of entrepreneurship. St. Petersburg, 2004.

3. Brief psychological dictionary / comp. L. A. Karpenko; under general ed. A. V. Petrovsky, M. G. Yaroshevsky. M., 1985.

4. Maslow A. Self-actualization // Personality Psychology. Texts / ed. Yu. B. Gippenreiter, A. A. Bubbles. M., 1982.

5. Chirikova A. E. Leaders of Russian entrepreneurship: mentality, meanings, values. M., 1997.

6. Shekshnya S. V. Leadership in modern business. M., 2003.

What can attract young people in business today? What are the main motives for participating in entrepreneurship? and got the best answer

Answer from Kisun Murzya[guru]
The main motive is the expected income (in dreams it is almost unlimited) and freedom from the authorities (your own boss. This is hampered by the abundance of those who want to grab a bigger piece of your business without doing a damn thing (inspectors and city/regional administration). You need to master knowledge , suddenly after some time the situation will change. And even now, the ability to correctly determine the scope of action and calculate risks will not hurt. Where and how? If you are confident in future successes, start with business seminars (but they are expensive)

Answer from Evgenia Kiryushina[newbie]
profitability

Answer from Alina Batdyeva[newbie]
reviewsPeople with a strong need to succeed want to take responsibility for their successes and failures. They prefer moderate risk. They like situations that provide immediate feedback, which allows us to determine the success of their activities. Such people are driven by a strong sense of personal success, stronger than recognition by others. Independence acts as a motive and advantage of entrepreneurship.

Answer from 3 answers[guru]

Hello! Here is a selection of topics with answers to your question: what can attract young people in business today? What are the main motives for participating in entrepreneurship?

MINISTRY OF EDUCATION AND SCIENCE

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"KEMEROVSK STATE UNIVERSITY"

FACULTY OF POLITICAL SCIENCES AND SOCIOLOGY

Department of Economic Theory

COURSE WORK

on the topic: “Motivation for Entrepreneurial Activity”

Performed by a student of group SL - 063

Mazurak I. E.

Scientific adviser:

Kurbatova M.V., Doctor of Economics Sc., prof.

Kemerovo 2010

Introduction

Chapter 1. Entrepreneurial activity

1.2 Features of entrepreneurial activity

Chapter 2. Structure of motivation for entrepreneurial activity

2.1 Theoretical basis motivation for entrepreneurial activity

2.2 Motives for entrepreneurial activity and their types

Conclusion

Bibliography

Introduction

Entrepreneurial activity (entrepreneurship) is the most important element of any market economy, since it ensures economic growth, the production of an increasing mass of various goods designed to satisfy the quantitative and, more importantly, qualitatively changing needs of society, its various layers and individuals. This is the driving force behind the development of a modern market economy, so it is important to understand the various aspects of entrepreneurship as a socio-economic phenomenon.

The main engine of development and renewal of economic life in modern stage are the initiative and creativity of entrepreneurs carrying out this or that activity. Based on this, the study and analysis of the motivation of a modern entrepreneur in particular and entrepreneurial activity in general is of particular relevance.

The market economic system, which is increasingly establishing itself in Russia, is based on the entrepreneurial type economic system with regulatory functions retained in the hands of the state. Currently, the entrepreneurial type of economic system has promoted the entrepreneur to be one of the most significant subjects of the economic process.

Entrepreneurship is the main pillar for a country's market economy. That is why government bodies They are trying to stimulate the development of small and medium-sized businesses, so that eventually the tax payments of these enterprises become a contribution to the state budget, and GDP growth is felt in the country’s economy.

From an economic point of view, it is assumed that economic action is motivated by economic interest.

The defining feature of sociology is its focus on the entrepreneur’s motivation for a particular economic activity. With this approach, the motivation of entrepreneurs turns into a sociological problem.

Object work is a business activity.

Subject is the motivation of entrepreneurs in their economic activity.

Goal of the work consists of a theoretical and methodological analysis of the motivation for entrepreneurial activity.

To achieve this goal, it is expected to solve the following tasks:

1. Define entrepreneurial activity and business;

2. Consider the structure of business activity;

3. Describe the theoretical and methodological foundations of motivation for entrepreneurship, the main motives for entrepreneurial activity;

4. Identify an assessment of the effectiveness of business activities.

In this work we will try to reveal the essence and content of the concept of entrepreneurship, to highlight the features of entrepreneurial business and entrepreneurial structures. And determine general position business affairs in Russia.

The work is based on scientific works Radaeva V.V., Khalina S.M., Shevchenko I.K.

Chapter 1. Entrepreneurial activity: concept, structure

1.1 Entrepreneurship and business

Initially, the problem of entrepreneurship was posed by political economy as a problem of explaining the sources of economic growth and the nature of profit (the term “entrepreneurship” was introduced by R. Cantillon in the 18th century). The definition of an entrepreneur as the owner of capital prevails in the works of the classics of political economy - F. Quesnay, A. Smith. At the same time, according to J. Turgot, and later among German historians (W. Roscher, B. Hildebrand), he not only manages his capital, but also combines the functions of the owner with personal productive labor.

Over time, the entrepreneur is less and less identified with the capitalist. J.B. Seay and J.S. Mill considers the entrepreneur as an organizer of production who is not burdened by property rights. The functional distinction between the owner and the entrepreneur is made by K. Marx. Neoclassicists - A. Marshall, L. Walras, K. Menger, F. Wieser define an entrepreneur as a manager. And since then, neutrality in relation to ownership of property has become a common element of most theories of entrepreneurship - classical (J. Schumpeter) and modern (A . Cole, P. Drucker).

Entrepreneurship is a field professional activity special group of people - entrepreneurs. An entrepreneur is an independent economic agent, acting at his own peril and risk and under his own responsibility, including financial responsibility. He must have the rights to use the functioning capital, say, a “bundle” of four rights:

1) ownership rights, that is, the right of exclusive physical control over goods;

2) rights of use, that is, rights of application beneficial properties good for yourself;

3) management rights, that is, the right to decide who and how will ensure the use of benefits;

4) the right to income, that is, the right to have results from the use of benefits.

In order to be able to use these rights, he must pay the full owner for the alienation of these rights in his favor (for example, in the form of rent). In addition, you will also need a certain size working capital(for example, costs of raw materials, materials, labor and etc.). When starting a business activity (or modifying a previous activity), an entrepreneur must solve the eternal problems of a market economy: what to produce, how to produce, for whom to produce?

The most typical and comprehensive definition of entrepreneurship is given in the work of American scientists R. Hisrich and M. Peters: “Entrepreneurship is the process of creating something new that has value; a process that consumes time and effort, involving the assumption of financial, moral and social responsibility; a process that brings monetary income and personal satisfaction with what has been achieved.”

Outstanding foreign economists: F. Hayek, J. Schumpeter and P. Drucker, as well as Russian scientists who dedicated Scientific research these problems: A.I. Ageev, A.V. Busygin, V.V. Radaev, Yu.M. Osipov, M.G. Lapusta, A.G. Porshnev et al.

P. Drucker’s point of view on the essence of the concepts “entrepreneurial economy”, “entrepreneurial society”, “entrepreneurial management” is of great theoretical and practical importance. He explores the problems of formation business environment, motivation of entrepreneurs, conditions for them to carry out their business.

P. Drucker believes that entrepreneurship is based on economic and social theories, according to which change is a completely normal and natural phenomenon. New ideas are precisely the semantic basis of the term “entrepreneurship”, so the entrepreneurial task is “creative destruction”. Entrepreneurs, emphasizes P. Drucker, are distinguished by an innovative type of thinking. And further, an enterprise is entrepreneurial not because it is new, and not because it is small (small), although rapidly developing, but because its activity is based on the awareness of the fact that the products produced have individual characteristics, the demand for them has grown to such an extent that a “market niche” has formed, and new technology makes it possible to transform complex operations into a scientific process.

The definition of an entrepreneur in institutional economic theory (R. Coase, O. Williamson) is that he becomes a subject who makes a choice between contractual relations free market and organization of the company in order to save transaction costs. Entrepreneurship is a special regulatory mechanism that differs from the price mechanism and the mechanism government regulation, and in some ways alternative to both of them.

An entrepreneur, according to Sombart, must be triune, possessing the following qualities:

Conqueror (spiritual freedom, allowing you to plan your actions; will and energy; perseverance and constancy);

Organizer (the ability to correctly evaluate people, make them work, coordinating their actions);

Merchant (the ability to recruit people without coercion, arouse their interest in their products, and inspire confidence).

J. Schumpeter believes that the development of entrepreneurship requires two components: a) organizational and economic innovation; b) economic freedom. He is an advocate of free enterprise.

J. Schumpeter opposes himself to the neoclassics, deducing from the process of capital circulation the fundamental need for a special entrepreneurial function, which consists in the implementation of organizational and economic innovation. Entrepreneurs, according to Schumpeter, do not form a special profession or a separate class. It's about namely about the function performed periodically by different subjects. In every economic sphere it appears and disappears, replaced by more routine actions. At the same time, the entrepreneur does not necessarily invent “new combinations” himself. He carries them out practically, often imitating someone else's economic experience.