4.3. Entrepreneurial intensity of the business
|
· MINDCOR
· One World Human Capital
|
High
Frequency of Entrepreneurship
Low
Low
High
Degree of
Entrepreneurship
The figure above depicts a low level in degree and frequency
of entrepreneurship within OWHC, the fact that over years; the companies'
managers have not implemented strategic managerial tools that could equip
efficiently the organisation with the necessitated attributes to successfully
apply an aggressive entrepreneurial scheme of activity has placed the company
in a reflectively low type of entrepreneurial intensity, and contributed to a
noticeable entrepreneurial poor performance in the organisation. The management
style actively implemented shows a lack of initiatives among employees and
especially amid key managers of the company. The lack of entrepreneurial
initiatives is therefore explained by the comfort zone neglecting innovative
entrepreneurship in which OWHC'c managers find themselves. Nevertheless, the
organisation's key managers recognized a strong few competitors in the market
such as Mac Consulting, Gemini Consulting, when it comes to HR consultancy; and
DIG, and Rand per when it comes to recruitment. As depicted in the figure above
MINDCOR was identified as the company's main competitor, due to its high level
of entrepreneurship and its aggressiveness in the frequency of
entrepreneurship.
The companies' managers do not demonstrate the abilities
required to be qualified as proactive and risk-takers as employees and managers
do not depict the following characteristics: A high level of drive and energy;
Enough self-confidence to take carefully calculated, moderate risks; A clear
idea of finance as a way of providing stability, and as a means of generating
more incomes still; The ability to get others to work with you and for you
productively; High but realistic achievable goals; Readiness to learn from the
past mistakes and failures; A long-term vision of the future of your business;
and an Intense competitive urge, with self-imposed standards. As opposed to
risk-taking, the lack of proactiveness is reflected by the lack of initiatives,
planning, and appropriate preparation to face external challenges exogenous
factors such as competition, new market, and global trends. The fact that the
company's managers assume that the business will maintain a continuity pattern
simply by relying on a conventional and traditional type of management, which
does not anticipate upcoming trends and indicators of change; will not qualify
the organisation for a prospective survival and/or a potential growth. This
latter fact is merely observed within the organisation as its growth rate has
not been improving steadily, the organisation experienced a stable growth from
2000 to 2008(when the global recession struck the country and the South African
market), subsequent to the global recession the organisation faced a period of
survival, where the few market and contracts remaining were valued and
devotedly protected. From 2008 to present time the organisation has been
«surviving», obviously as it can be seen the management style is as a
result defective and insufficiently proactive.
Thus, from an analytical point of view; following the global
recession in 2008, lessons were to be learnt and efficiently applied in the
core business model. Nonetheless, the managerial team settled down and
illustrated signs of satisfaction and sufficiency from the current situation,
due to the fact that the remaining contracts assured a sustainable financial
continued existence to the company.
| 
