Answer:
1. Curiosity. Great entrepreneurs are tasked with identifying new problems, identifying potential niche opportunities, refactoring their existing business processes, and innovating. This necessitates a passion for various fields of study and business cases that are outside of one's comfort zone.
2. Time management. Prioritization, milestone definition, execution, and iteration are all critical. None of this would be possible without the proper project management and time allocation methodologies in place to complete the work.
3. Strategic thinking. Learning to break down a problem to its simplest components and identify growth opportunities. Inventive problem-solving and spotting the low-hanging fruit. Defining an MVP's scope and testing concepts in a short amount of time and on a tight budget.
Answer: less
Explanation:
i don´t know for real sorry ;(
Answer:
The correct answer is "the company has not budgeted sufficient funds for training".
Situational constraints are the factors that affect the behavior and performance in a negative way by placing limitation on personal attributes and motivation. Example - lack of equipment, money, material, etc. In this scenario, employees and supervisors are eager to learn about using new technology but the only constraint that is likely to stand in a way meeting the objective is that the company has not budgeted sufficient funds for training.
Answer:
people skills is how you work well with others or deal with being around them and self management is how you react and deal with yourself.
Answer:
A conglomerate is a business combination merging more than three businesses that make unrelated products.
Explanation:
A conglomerate is a group of companies with different activities. This business concept spread to Europe from the United States after World War II. The benefits were considered to increase the company's long-term profitability by spreading risk to various business areas.
However, conglomeration often led to an increase in administrative costs. Furthermore, the conglomerate's management rarely had the competence to handle a number of companies in different industries. The conglomerates that were listed on the stock exchange were regularly valued lower than the total market value of the subsidiaries, indicating that the stock market did not believe in the very idea of creating such corporate groups. The risk diversification that the conglomerate was aiming for could equally well be achieved by the individual investor in his own equity portfolio. Therefore, since the 1970s, many conglomerates have split up, and most companies have instead focused on creating competitive advantages through their core business.
