Environmental scanning is one component of the global environmental

analysis. Environmental
monitoring,
environmental forecasting and
environmental assessment complete the global environmental analysis.
Environmental scanning refers to the macro environment.The global
environment refers to the macro environment which comprises industries,
markets, companies, clients and competitors. Consequently, there exist
corresponding analyses on the micro-level. Suppliers, customers and
competitors representing the micro environment of a company are
analyzed within the industry analysis.[1]
Environmental scanning can be defined as the study and interpretation of
the political, economic, social and technological events and trends which
influence a business, an industry or even a total market. [2] The factors
which need to be considered for environmental scanning are events,
trends, issues and expectations of the different interest groups. Issues are
often forerunners of trend breaks. A trend break could be a value shift in
society, a technological innovation that might be permanent or a
paradigm change. Issues are less deep-seated and can be 'a temporary
short-lived reaction to a social phenomenon'. [3] A trend can be defined as
an environmental phenomenon that has adopted a structural character

5 Essential Qualities for Entrepreneurial Leadership

Are entrepreneurs born or made? This is a question endlessly debated in

startup circles. For the last 3 years, Michael Marasco and I have taught a
class at Northwestern University, called NUvention Web. On Wednesday,
we had the final presentation for the third year. In many ways we provide
a great laboratory for students to test their entrepreneurship leadership
metal. For the first three years, weve culled people who apply to the
course and assembled teams with a balance of developers, designers, and
business people from across Northwestern schools. Were always excited
and pleased with how leaders emergeand they emerge from as varied
backgrounds as we draw from in the classmany from the fine business
school at Northwestern, theKellogg School of Management, but also from
our journalism school, Medill; our liberal arts college Weinberg, and of
course the engineering school where the NUvention program lives that
focuses on whole brain engineers, McCormick. Each year we also
struggle with a few students each year who think they have what it takes
only to fail and exit the class. Hopefully while those students dont learn
from completing the class, they learn form the early experience of the first
contact of their entrepreneurship leadership style with a roomful of like
minded strangers who had the potential to help them achieve their
vision.
As an employee at Microsoft, Angel and Venture investor,
participant in social entrepreneurship, and teacher, Ive seen 5 essential
qualities in common for entrepreneurial leaders:
1. Vision and dissatisfaction with the present.
When I think about what it takes to be an entrepreneur, I often come back
to a paraphrase of Harvard Professor John Kotters forumla discussed in his
management classic Leading Change that I kept pinned to my bulletin
board for years. Leading change depends on a defined dissatisfaction
with the present, a vision for how things should be, and a clear idea of the
first steps that need to be taken. Three clear examples come to mind
that Ive been able to observe up close.

Image via CrunchBase

The first is one everyone knows. The ability to work at Microsoft under Bill
Gates leadership for 20 years is one of the 5 best experiences of my life.
Bill started with a vision first, radical for the late 70s, that software itself
was a businessand articulated his dissatisfaction with the fact that it
wasntand second, that software would change the world; encapsulated
in something that now seems quaint: A computer in every home and on
every desk running Microsoftsoftware. He saw the potential of PCs and
importantly, the potential of software as a business, and didnt hesitate to
take the first steps of building software for the hobby computer market of
the day. He expanded and seized opportunities as the industry grew. In
the first year of NUvention Web, we also had a student, Nikhil Sethi, who
has become our most successful alum entrepreneur.

Nikhil Sethi of Adaptly

Nikhil worked as a product manager at an internet startup prior to his time
in our class. At the startup, he had to build a complicated spreadsheet to

help them manage their social media ad campaigns across sites. He was
dissatisfied with that solution, and in the class, he incubated the idea that
became his successful startup Adaptly; that helps companies build and
manage social networking ad campaigns across networks. His first step
in the class was to build a great Concierge MVP. I had the privilege of
catching up with him when he came back to Northwestern as part of our
NUvention Web advisory board
to give feedback to our class, and it was great to see how he has grown
and adapted.

Patrick Awuah, President of Ashesi

The third person that comes to mind is a social entrepreneur who I have
worked with for the last 15 years,Patrick Awuah, the President ofAshesi
University College in Ghana. I worked with Patrick when he was a
program manager at Microsoft. Relative to Microsofts boisterous culture
in the 90s, he was quiet and persistentthe opposite of the fast talking
wily image we have of entrepreneurshe also saw opportunities others
didnt see and worked them through; he was a good program manager,
but when he left he became an amazing social entrepreneur I admire as
much as Bill for his ability to create impact.
Patricks vision started with
a dissatisfaction with the present. Patrick was born and raised in Ghana;
and educated on a scholarship at Swarthmore. After living in Seattle and
working at Microsoft, Patrick visited Ghana, and was dissatisfied with what
he saw. The first time I visited him in Ghana, you could see how this
was on his mind. He pointed out the open drains and wondered why the
country didnt have the leadership and fortitude to solve the problem. He
thought about starting a business, but kept observing he thought about
things differently and more critically than his secondary school classmates

who stayed and went to Ghanas state run university. He persisted in

resisting the corruption and petty graft he saw rife in his country from a
compromise of ethical compass. He had a vision that seemed grand
found a private university in Ghana, one that would educate the next
generation of African leaders, taking the best of what he got from his
liberal arts education with the practical skills needed to succeed Ghana.
Hes been wildly successfuland its been far from easyhe and his team
and 7 sets of graduates in the last 10 years of operation have started
businesses, new non-governmental organizations, and helped take
existing organizations in new directions. He built a campus that now
serves more than 400 students as well as its local community. A quote
from Goethe guided him along the way Whatever you do, or dream you
can, begin it. Boldness has genius and power and magic in it.
2. Knowing and taking advantage of your unfair advantages.
Dr. Saras Sarasvathy at the University of Virginia has coined the term
effectuation to talk about how entrepreneurs use their unfair
advantages to build their enterprise. A cooking analogy explains the
conceptyou can cook from a recipe by buying the ingredients and
making the dish; or you can cook by looking at what you have in the
cupboard and determining what can be made with what you have.
Effectuation is the later. In Bill Gates case that meant starting with BASIC
and extending to operating systems when the opportunity presented
itself, and then into productivity and server software. In Adaptlys case, it
meant Nikhil using the knowledge he had from his internship, recruiting a
cofounder in our NUvention class, and using it to solve the problem. For
Patrick Awuah it meant using his time pursuing his MBA at Berkeley to
engage others at the institution in helping with the business plan and
campus design; as well as using his connections at Swarthmore and
University of Washington to put the curriculum together. His colleagues
at Microsoft also proved a useful network for doing his initial fund raising.

3. The ability to get people on board and add to the vision

Good entrepreneurs are always recruitingtalent, advisors, investors and
customers. Josh Hernandez, the founder of tap.me is terrific at this. As
he started to build his business he constantly sought out people in the
gaming, startup, and advertising communities to get advice and build his
vision. He also used this network to win initial customers on the game

and brand side. Bill Gates made his vision known to the industry, and
wasnt afraid to enlist support from hardware OEMs like IBMincluding
engaging in joint developmentin order to put his vision into action.
Nikhil Sethi used his vision to build his initial team while at North-western,
and built on his vision using the contacts he made in the dream it
ventures program to acquire customers and investors. Patrick Awuah
recruited donors, and a like minded management team, many also
Ghanians educated abroad who wanted to make an impact in their home
country.
4. Flexibility to adapt, openness to feedback, and the ability to
learn
One of the biggest issues I see in my work at Divergent Ventures with
entrepreneurs is learning how to listen and judge feedback. No one
should be arrogant enough to feel like they have all the answers; and for
us, founders who arent open to feedback, and dont use it as a way to
develop and learn are not backable, even if they have many other great
attributes. Bill Gates showed the ultimate in adaptability by being open
to supplying an operating system to IBM. Unlike Digital Research, Bill
Gates was open to providing an operating system when IBM came calling
even if he didnt have what they were looking for already built. Bill was
also consistently focused on understanding new trends and incorporating
those ideas into his vision. He is also a master of using real options to
manage uncertainty. At the end of the 80s it was unclear which
operating system would move into the future; so he simultaneously made
a big joint bet with IBM, continued to develop windows, revised DOS, and
made an investment in SCO to have an alternative if UNIX emerged on the
platform. At that time at Microsoft, I was working on a new version of the
C compiler and its development environment, and we had done a lot of
work to make OS/2 development easier prior to the release of Windows
3.0. I distinctly remember a product review where Bill looked across the
table at Steve Ballmer, who was running the systems division at the time,
and said with a twinkle That Windows 3.0 is so good I just dont know
what were going to doindicating how his options where going to lead
to storms in the relationship with IBM. When the internet came, Bill also
pivoted the company to focus on the opportunity. Nikhil started as an an
ad-networks analytics tool; but when he launched the demand was for
analytics was low and the demand was for a system to place and manage

campaigns was high. This data led to adapt.lys pivot into running social
media campaigns not simply providing analytics. Patrick adapted to the
world in which he was in. After the tech stock crash of 2000, when raising
donor money became difficult, Patrick focused his efforts on getting his
classes started in rented building, and getting the operations of the
university to break even. This enabled fund raising to be focused on
building capital improvements, like the permanent campus. In all three
cases, the entrepreneurs learned and adapted to their changing
environment.
5. Persistence and execution
Entrepreneurs have a long term vision, but are also relentlessly focused
on the activities that get them to their vision in the here and now. At
Microsoft in the 90s, the company was known as a place that would
persist if the first versions did not work out.
Nikhil Sethi just pushed
harder than the other NUvention students we had in 2010.
He was
focused on building the company. In fact, when he applied to dreamit
ventures, he did it without telling his teammates in the classit was clear
he would crawl over broken glass to get the company started. Patrick
Awuah has shown persistence in multiple ways. Key to his approach is a
focus on Ashesis core value around ethical behavior.
When he
encountered asks for bribes for small things he needed to get done to put
the college in motion, Patrick held firm and in each case was eventually
able to appeal to peoples greater sense of good to get them to act
responsibly.
Patrick also focused on getting startedusing rented
buildings and beginning the inaugural classes before a campus had been
built.
For all of these 5 elements, some people are naturals at some of them;
others may need to be developed. In NUvention we focus on getting
entrepreneurs to see their own unfair advantage, as well as giving tools
and methods they can use to hold themselves and their teams
accountable to their own execution. We walk them through engaging
with customers to gauge dissatisfaction with the way things currently
work to develop their vision. In your own self assessment of whether you
are an entrepreneur, take stock of which of these 5 capabilities come
naturally to you, and for those that dont, develop a plan to systematically
learn the others.

Industrial sickness
Industrial sickness is an umbrella term applied to various things
associated with industry that make people ill and cause them to miss
work. The solutions will have to be tailored to the specific industry, and
only in that way can any real effect be made on improving
the health and productivity of the industrial workforce.
The key is an aggressive work-up on the health issues for a given segment
of the industrial workforce, and usually broken down by type of work
(which
makes
sense).
Even
as coal
miners face
overpowering respiratory threats, and foundry and mill workers have to
confront major physical threats from large (heavy) quantities of extremely
hot materials, each facet of industrial production has its hot-button health
issues.
Industrial health managers need training and experience identifying and
remediating conditions that present major health threats to their
respective workforces. Then they can train the rest of management and
can teach the workers themselves about the best way to carry out their
jobs with minimum threats to their health.

Industrial sickness
Definition of sick industrial company:
The definition given under the provisions of the companys act 1956 and
the definition given by RBI are as follows.
The companies Act, 1956
The companies act 1956 defined Sick industrial company and net worth
as follows
Section 2 (46AA)
Sick industrial company means and industrial company which has:
(A)The accumulated losses in any financial year equal to 50% or more of
its average net worth during 4 years immediately preceding such
financial year ,or
(B)Failed to repay its debts with in any three consecutive quarters on
demand made in writing for its repayment by creditors or creditors of
such company.
Section 2 (29A)
Net worth means the sum total of the paid up capital and free reserves
after deducting the provisions or expenses as may be prescribe.
Explanation:- For the purpose of this clause free reserves means all
reserves created out of the profit and share premium account but does
not include reserves created out of revaluation of assets, write back of
depreciation provision and amalgamation.

RBIs Definition
Sick industrial company- It is an industrial company (being a company
registered for not less than 5 years) which has at the end of any financial
year accumulated losses equal to or exceeding its entire net worth.

Potentially sick industrial company- If the accumulated losses of an

industrial company as at the end of any financial year resulted in the
erosion of 50% or more of its peak net worth during the immediately
preceding four financial years.
Weak unit- an industrial unit is define as weak if its accumulated losses
at the end of any financial year resulted in the erosion of 50 % or more of
its peak net worth

in the immediately preceding 4 accounting years.

Weak units has define above will, not only include those which fall under
SICA (Industrial companies) but also other categories such as partnership
firms, proprietary concerns etc.

Support organisation for entrepreneur

Supporting organisation
The Government has setup various organisations which specialize in
industry promotion & entrepreneurship development in different sectors.
The organisations provide policy framework support, in addition to training
& financial aid.

Khadi & Village Industries Commission

COIR Board

Small Industries Development Bank of India

National Manufacturing Competitiveness Council

National Skill Development Corporation

State Level Initiatives

Individual states across India have setup specially focussed organisations
which work towards the development & support of small scale industries.
These organisations run specific promotional schemes in addition to
providing financial support to industries.

List of State Financial Corporations (SFCs)

List of State Industrial Development Corporations (SIDCs)

Development Support Organisations

Government of India has also set up various organizations that are at the
forefront in providing support and training for the budding entrepreneurs.
Few of them are:

Central Footwear Training Institute - Agra

Indo-German Tool Room - Ahmedabad

Indo-German Tool Room -Aurangabad

Central Institute of Tool Design - Hyderabad

Central Tool Room - Ludhiana

Indo-German Tool Room - Indore

Central Tool Room & Training Center - Bubhaneshwar

Circle Telecom Training Center - Kolkata

Indo-Danish Tool Room - Jamshedpur

Institute for Design of Electrical Measuring Instruments

Electronics Service & Training Center - Ramnagar

Fragrance & Flavour Development Center - Kannuaj

Industry Associations
There are a variety of associations which help & encourage the cause of
industry. These associations provide support & strength to the
entrepreneurs & the organisations they setup. Additionally, industry
association networks are crucial in steering government policy & action as
well.

Complete list of Industry Associations

National Bank
(NABARD)

Laghu Udyog Bharati (LUB)

for

Agriculture

&

Rural

Development

Federation of Indian Chambers of Commerce and Industry

(FICCI)

Confederation of Indian Industry (CII)

The Associated Chambers of Commerce and Industry of India

(ASSOCHAM)

Federation of Indian Micro and Small & Medium Enterprises

(FISME)

World Association
(WASME)

India Trade Promotion Organisation (ITPO)

Technology Innovation Management and Entrepreneurship

Information Service

Asian and Pacific Centre for Transfer of Technology (APCTT)

for

Small

and

Medium

Enterprises

International Organisations
Akin to national industry and sector based networks, an even higher
responsibility lies with global associations which chart out the
developmental role to be played by various international governments
while forming their trade & industry policies.

International Network for SMEs

WIPO Small and Medium-Sized Enterprises

United Nations Industrial Development Organization

World Trade Organisation

European Commission - Enterprise & Industry

Innovation - SMEs

Canadian International Development Agency

Small and Medium-sized Enterprise Center, Canada

SME Centre, Hongkong

Small and Medium Enterprises in Ireland

SME Information of Japan

World Trade Centre, Mumbai

Small and
Pakistan

Swedish International Development Agency

Department for International Development, UK

Ministry of Economy, Mexico

Small and Medium Enterprises Development, Washington,

USA

Medium

Enterprise

Development

Authority,

Horizontal & vertical expansion

Every business wants to grow. Growth means more clients, more money
and more market share. But how exactly does a business grow? The first

step is to understand the types of business growth. Each company is

unique, but all expansion falls under two general categories: vertical and
horizontal. Vertical growth occurs when the company digs deeper into its
primary business by achieving superior results, greater efficiency and
better customer satisfaction. In short, you get better at what you do.
Horizontal growth occurs when the company expands sideways into new
products and services. Instead of building up and improving the principal
business and all the elements supporting it, the company devotes its
resources to diversifying into other businesses or new markets that may
or may not be related to its current work. An example would be a car
company that, instead of selling more and better cars, expands into
selling apparel or books.
Depending on a companys unique circumstances, one or both types of
expansion may be the best option. One mistake often made is expanding
horizontally before the vertical work is done. Many are so adept at
recognizing new opportunities that they become more interested in new
products or services, serving totally different markets, and neglect their
underlying business. These new mini-ventures often require totally
different strategies and sometimes even different management styles, to
say nothing of the extra financial resources needed. While they should be
focusing on building up their client base and improving the quality of their
products, these companies get distracted by pushing branded t-shirts and
bumper stickers.
For the large majority of small businesses, vertical expansion is the way to
go. At best, horizontal expansion is a distraction, and at worst, it can
break the bank. Once a small business has established a name for itself
and enjoys a loyal clientele that recognizes the brand, then they can think
about t-shirts with the company logo. But vertical growth should always
be a priority.

Limitations of environmental scanning

MeaningEnvironmental scanning is one component of the global environmental
analysis. Environmental
monitoring,
environmental forecasting and

environmental assessment complete the global environmental analysis.

Environmental scanning refers to the macro environment.The global
environment refers to the macro environment which comprises industries,
markets, companies, clients and competitors. Consequently, there exist
corresponding analyses on the micro-level. Suppliers, customers and
competitors representing the micro environment of a company are
analyzed within the industry analysis.[1]
Environmental scanning can be defined as the study and interpretation of
the political, economic, social and technological events and trends which
influence a business, an industry or even a total market. [2] The factors
which need to be considered for environmental scanning are events,
trends, issues and expectations of the different interest groups. Issues are
often forerunners of trend breaks. A trend break could be a value shift in
society, a technological innovation that might be permanent or a
paradigm change. Issues are less deep-seated and can be 'a temporary
short-lived reaction to a social phenomenon'. [3] A trend can be defined as
an environmental phenomenon that has adopted a structural character.[4]

If youre planning to use PEST analysis during strategy planning its

important that you understand the limitations of a Pest Analysis before
relying completely on its results. Heres a list of some of the limitations
which can cloud the results of a PEST analysis.

PEST, or what is also known as PESTLE, is a strategic management

tool used to study and analyze how Political, Economic, Social,
Technological, Legal and Environmental factors affect a business or a
project. This strategic planning tool is quite an effective way of scanning
the operating environment of a project; however, in this article well talk
about the limitations of a PEST analysis rather than its advantages.

Limitations of a PEST Analysis

1.
The external factors considered during PEST analysis are dynamic
and they change at a very fast pace. At times, these changes may
occur in less than a days time, thus making it tricky to predict why and
how these factors may affect the present or future of the project. On
many occasions, environmental changes that may have an adverse
effect on the project may not be noticeable during their initial stages.
All that indicates that a certain amount of uncertainty still remains
even after carrying out a detailed PESTLE analysis, which to some
extent defeats the prime purpose of this analysis cutting down the
uncertainty.

2.

3.

4.

5.

6.

Its simple presentation can also be considered a limitation. For PEST

analysis, the usual procedure is to present a simple list of the
environmental factors that can affect the project. Unless the attributing
factors are critically examined in terms of the degree of impact, the
findings of the analysis dont seem to be of much value.
Collecting enormous amounts of relevant data from the right
sources becomes a bit of a problem, especially since most of the
pertinent data must be collected from external agencies. This makes
PEST analysis not only time consuming but costly as well. Also, getting
the latest data and keeping the analysis updated with it becomes a
problem.
The lack of easily available updated information, as mentioned in
the point above, leads to one more problem making too many
assumptions. Oftentimes, the factors mentioned in the analysis are
based more on assumptions and less on actual facts. An analysis based
on unfounded assumptions can lead to planning disasters. So, its
important to device some method to cross-verify whether the factors
mentioned in the PEST analysis are not merely based on tenuous
assumptions.
A proper PEST analysis requires a lot of information to be collected.
But when handling too much information, the users tend to get
confused and lose sight of what factors are more critical. This
ambiguity in prioritizing the affecting factors can put the entire
planning on the wrong track.
PEST analysis is insufficient for the purpose of strategic planning,
since it scans only the external environment while completely ignoring
the internal environment and the competitive scenario. Nonetheless,
there sure are ways to overcome this limitation. For PEST analysis to
make some worthwhile contributions towards strategic planning it must
be in conjunction with other tools like SWOT analysis to get a more
realistic overall picture.

PEST does offer a viable technique for carrying out an environmental scan
for a project, however, its effectiveness depends on the accuracy of the
data collected, timely updates to accommodate changes and the use of
additional tools that can trim down the limitations of a PEST analysis to
some extent.

DAVID MCCLELLAND
DAVID C MCCLELLAND'S MOTIVATIONAL NEEDS THEORY
American David Clarence McClelland (1917-98) achieved his doctorate in
psychology at Yale in 1941 and became professor at Wesleyan University.
He then taught and lectured, including a spell at Harvard from 1956,
where with colleagues for twenty years he studied particularly motivation

and the achievement need. He began his McBer consultancy in 1963,

helping industry assess and train staff, and later taught at Boston
University, from 1987 until his death. McClelland is chiefly known for his
work on achievement motivation, but his research interests extended to
personality and consciousness. David McClelland pioneered workplace
motivational thinking, developing achievement-based motivational theory
and models, and promoted improvements in employee assessment
methods, advocating competency-based assessments and tests, arguing
them to be better than traditional IQ and personality-based tests. His
ideas have since been widely adopted in many organisations, and relate
closely to the theory ofFrederick Herzberg.
David McClelland is most noted for describing three types of motivational
need, which he identified in his 1961 book, The Achieving Society:

achievement motivation (n-ach)

authority/power motivation (n-pow)

affiliation motivation (n-affil)

david mcclelland's needs-based motivational model

These needs are found to varying degrees in all workers and managers,
and this mix of motivational needs characterises a person's or manager's
style and behaviour, both in terms of being motivated, and in the
management and motivation others.
the need for achievement (n-ach)
The n-ach person is 'achievement motivated' and therefore seeks
achievement, attainment of realistic but challenging goals, and
advancement in the job. There is a strong need for feedback as to
achievement and progress, and a need for a sense of accomplishment.
the need for authority and power (n-pow)
The n-pow person is 'authority motivated'. This driver produces a need to
be influential, effective and to make an impact. There is a strong need to
lead and for their ideas to prevail. There is also motivation and need
towards increasing personal status and prestige.

the need for affiliation (n-affil)

The n-affil person is 'affiliation motivated', and has a need for friendly
relationships and is motivated towards interaction with other people. The
affiliation driver produces motivation and need to be liked and held in
popular regard. These people are team players.
McClelland said that most people possess and exhibit a combination of
these characteristics. Some people exhibit a strong bias to a particular
motivational need, and this motivational or needs 'mix' consequently
affects their behaviour and working/managing style. Mcclelland suggested
that a strong n-affil 'affiliation-motivation' undermines a manager's
objectivity, because of their need to be liked, and that this affects a
manager's decision-making capability. A strong n-pow 'authoritymotivation' will produce a determined work ethic and commitment to the
organisation, and while n-pow people are attracted to the leadership role,
they may not possess the required flexibility and people-centred skills.
McClelland argues that n-ach people with strong 'achievement motivation'
make the best leaders, although there can be a tendency to demand too
much of their staff in the belief that they are all similarly
and highly achievement-focused and results driven, which of course most
people are not.
McClelland's particular fascination was for achievement motivation, and
this laboratory experiment illustrates one aspect of his theory about the
affect of achievement on people's motivation. McClelland asserted via this
experiment that while most people do not possess a strong achievementbased motivation, those who do, display a consistent behaviour in setting
goals:
Volunteers were asked to throw rings over pegs rather like the fairground
game; no distance was stipulated, and most people seemed to throw from
arbitrary, random distances, sometimes close, sometimes farther away.
However a small group of volunteers, whom McClelland suggested were
strongly achievement-motivated, took some care to measure and test
distances to produce an ideal challenge - not too easy, and not
impossible. Interestingly a parallel exists in biology, known as the
'overload principle', which is commonly applied to fitness and exercising,
ie., in order to develop fitness and/or strength the exercise must be
sufficiently demanding to increase existing levels, but not so demanding
as to cause damage or strain. McClelland identified the same need for a
'balanced challenge' in the approach of achievement-motivated people.

McClelland contrasted achievement-motivated people with gamblers, and

dispelled a common pre-conception that n-ach 'achievement-motivated'
people are big risk takers. On the contrary - typically, achievementmotivated individuals set goals which they can influence with their effort
and ability, and as such the goal is considered to be achievable. This
determined results-driven approach is almost invariably present in the
character make-up of all successful business people and entrepreneurs.
McClelland suggested other characteristics and attitudes of achievementmotivated people:

achievement is more important than material or financial reward.

achieving the aim or task gives greater personal satisfaction than

receiving praise or recognition.

financial reward is regarded as a measurement of success, not an

end in itself.

security is not prime motivator, nor is status.

feedback is essential, because it enables measurement of success,

not for reasons of praise or recognition (the implication here is that
feedback must be reliable, quantifiable and factual).

achievement-motivated people constantly seek improvements and

ways of doing things better.

achievement-motivated people will logically favour jobs and

responsibilities that naturally satisfy their needs, ie offer flexibility and
opportunity to set and achieve goals, eg., sales and business
management, and entrepreneurial roles.

McClelland firmly believed that achievement-motivated people are

generally the ones who make things happen and get results, and that this
extends to getting results through the organisation of other people and
resources, although as stated earlier, they often demand too much of their
staff because they prioritise achieving the goal above the many varied
interests and needs of their people.
Interesting comparisons and relationships can be drawn between
McClelland's motivation types, and the characteristics defined in other
behavioural models, eg:
John Adair's Action-Centred Leadership model: Achievement-motivated
managers are firmly focused on the Task, often to the detriment of the

Individual and the Team. Affiliation-motivation people are Team and

Individual centred. (Note that John Adair's Action-Centred leadership
model is John Adair.)
Katherine Benziger'sThinking Styles model: Achievement-motivation is a
double-frontal brain mode style; affiliation-motivation is right basal (rear);
authority-motivation is arguably left basal (rear).
DISC (Inscape, Thomas International, etc) system: Achievement-motivated
people are 'D' profiles - results-driven, decisive, dominant, etc. Affiliationmotivated people are I (proactive) and S (reactive) profiles. Authoritymotivated people are S and C profiles.
Hersey/Blanchard's
Situational
Leadership model:
Achievementmotivated people tend to favour the styles of the first and second modes
('telling' and 'selling'); affiliation-motivated people tend to favour the third
mode ('participating'); and the authority-motivated people tend to favour
the style of mode four ('delegating'). Please note that Situational
Leadership is protected intellectual property: Situational Leadership is
a trademark of the Centre for Leadership Studies. Situational Leadership
II is a trademark of The Ken Blanchard Companies. Use of material
relating to Situational Leadership and/or Situational Leadership II
requires licence and agreement from the respective companies.
McGregor XY Theory: Achievement-motivated people tend towards XTheory style, due to their high task focus; there are plenty of exceptions
however, and training definitely helps the n-ach manager to see the value
of employing Theory Y style. n-pow managers are definitely Theory X. naffil are typically Theory Y and if not can relatively easily be trained to be
so.
Herzberg motivators and hygiene factors: n-ach people are more
responsive to the Herzberg motivators (especially achievement obviously)
than n-affil and n-pow people.

SWOT analysis of Solar Products

Introduction
Solar power is a source of renewable energy that uses radiation which is emitted by the Sun. It is a
renewable energy source which has been used in many different technologies for centuries. It also
finds an extensive use in remote locations such as hilly areas, space and rustic regions where it is
difficult to access other power supplies [1]. The spectrum of solar radiation is equal to that of a black
body having temperature of about 5800 K. [2] Approx. half of the radiation is visible short-wave part of
the electromagnetic spectrum. Remaining half is infrared part. Pyranometer or pyrheliometer is used
to measure solar radiation. [3] A solar radiation reaches at a rate of 1366 watts per square meter (W/
[m.sup.2] at the Earth's upper atmosphere. While traveling through the atmosphere, about 6% of the
incoming solar insolation is reflected and 16% is absorbed which results in peak irradiance at the
equator of 1,020 W/[m.sup.2]. Insolation reduces by 20% through reflection and 3% through
absorption due to Average atmospheric conditions i.e. clouds, dust and pollutants. [4]
For the design and study of solar energy conversion devices, solar radiation is the most important
parameter. The choice of a proper location is very essential step in solar system design procedure.
[5]
If the location isn't properly chosen, then the properly planned solar system doesn't work satisfactory.
It is utmost important that the modules should be exposed to sunlight without shadowing at least from
9 am to 3 pm; therefore, the properties and values of solar insolation should be studied carefully. [6]
The modules should be fixed with proper tilt angle to allow the system operating efficiently. [7] A
recent concern is global dimming, due to pollution, less sunlight reaches the Earth's surface, and it is
most responsible for global climate change. In this study, statistical methods were used to analyze the
solar radiation data for the city of Bhopal in the central region of India.

SWOT Analysis of Solar Radiation Utilization Strength

* Among the various renewable energies, electricity generation from solar energy has the
highest power density i.e.170 W/[m.sup.2]. [8]
* During use solar energy doesn't create any pollution.
* The system can operate with negligible maintenance after initial setup.
* Tropical oceans absorb 560 trillion Gigajoules (GJ) of solar energy each year, equivalent to
1,600 times the world's annual energy use. [9]
* Electricity generation from solar energy is economically feasible where grid connection or
fuel transport is difficult, costly or impossible.
* When grid-connected, electricity generation from solar energy can give substitute to the
highest cost electricity during peak demand times in most climatic regions, it can reduce grid
loading, and can also eliminate the need for local battery power and fulfill high local
demand;
* To minimize transmission and distribution losses approximately 7.2%. Gridconnected solar
power can be used locally. [10]
* Once the initial capital cost of installing a solar power plant has been invested, maintenance
costs are low compared to existing electricity generation technologies.
Weakness
* Solar electricity is currently more expensive than electricity generated by other
technologies.
* Solar energy and electricity are not available at night and it can be unavailable due to
weather conditions and hence, a storage or complementary power system is required for most
applications especially in non sunny days.
* Solar resource has limited power density: Average daily insolation is 3-7 kW*h/[m.sup.2].
[11]
* Solar panel consumes lot of space over the roof
* Recycling of the production end waste is still under development stage.
Opportunity

* The 89 petawatts of sunlight energy reaches the earth's surface which is very large
compared to the 15 terawatts of average energy utilized by human beings. [12]
* There is adequate amount of solar-derived energy on Earth. The quantity of solar energy
received by the Earth every minute is greater than the quantity of energy the world uses in
fossil fuels each year.
* Pollution control techniques are enough to manage the emissions and wastes. End-of-use
recycling technologies are also being developed for a better cause.
* Such application is favored by net metering. Use of net metering can be highly favorable to
small photovoltaic systems.
* Companies are offering more reasonably priced options, as they wants to make solar home
energy affordable and available to wide range of the public.
* Local and state governments are supporting to help offset high costs with subsidies, tax
breaks, and tax credits.
Threats
* Adverse space weather is one of the principal threats to modern solar electricity generation
technologies.
* Solar cells produce DC power which must be converted to AC power by using a grid tie
inverter when used in distribution grids. This may incurs an energy loss of 4-12%. [11]
* High-speed solar wind streams often leads to damage disturbances within the earth's
magnetosphere, in the atmosphere
* High-energy particles can damage satellite solar power panels, confuse optical trackers, and
harmful charges is deposited into sensitive electronic components.

swotanalysisofSolarCellPhoneBatteryCharger

Strengths :

*One can now buy relatively inexpensive and

lightweight portable solar panels which will recharge your GPS, cell phone, iPod, MP3 player,
other electronic device.

Solar powered cell phone chargers can be a better alternative to electrical cell phone
chargers. You have to plug in your cell phone to a home outlet and then you have to wait a long
time for your cell phone to be charged.

Relatively small size allows mobile use (ideal for camping and other recreation)

System requires no electrical start-up power

Solar concentrator can be used with any heat source

Higher efficiency than photovoltaic (PV) systems of the same scale

Ability to recharge AA batteries anytime and anywhere there is sunlight

Low maintenance, emission-free, and environmentally-friendly power source .

Weekness :
-

Solar portable battery charger can not charge a device while its internal battery is being filled
up. So you will have to charge the battery pack first before you can power up your gadgets and
devices. This could cause some minor inconvenience especially during emergencies.
It's not possible to recharge batteries at night using a solar battery charger. Sometimesthe
weather is cloudy or inclement
Direct sunlight must be required for charging

Opportunities :
- In pakistan Solar energy is sustainable, renewable, and free, so why not use it to power not only
your homeand appliances, but your portable devices as well .

- pakistan is under developing country so in our country a lot of electricity problm so solar
battery charger is very useful .

Threat :
SOLAR BATTERY CHARGER IS NEW IN MARKET AND AS SUCH NO Competitor IN MARKET
BUT INDIRECT Competitor LIKE CHINA , INDIA ALWAYS A BIG competitor OF PAKISTAN
-PRODUCT AND I HOPE OUR PRODUCT IS UNIQUE AND POWERFUL IN USE .NEW
PRODUCT IN MARKET IS ALSO VERY THREAT FULL BECAUSE IF PRODUCT IS FAIL ALL
MONEY WILL LOSE ..