Assignment: 1 Women Entrepreneurship: - When we speak about the term Women Entrepreneurship we mean, an act of business ownership and

business creation that empowers women economically, increases their economic strength as well as position in society. Hence women-entrepreneurs have been making a considerable impact in all most all the segments of the economy which is more than 25% of all kinds of business. In India Entrepreneurship is very limited amongst women especially in the formal sector, which is less than 5% of all the business. Women Entrepreneurs in India: - Two main stream of thoughts have influenced the promotion of women entrepreneurship in India by the government as well as by various other agencies. The first stream is employment cantered. It has been argued that considering their weaker bargaining power in the market as well as society, women should be given higher priority in various entrepreneurial schemes. The second most stream of thought relates to the argument for autonomy of women. There are three broad stages for this- I. Conceptualization II. Analysis of internal aspects III. Analysis of external aspects Examples:Ela Bhatt India's microfinance success story owes much to Ela Bhatt's grit and social consciousness. Bhatt is the founder of the Self-Employed Women's Association (SEWA) which provides microfinance funding and entrepreneurial training to thousands of women across India. Bhatt, a noted Gandhian, started SEWA in 1972, to support the large number of women working in India's unorganized labour sector. From traditional garments and textiles to solar-powered bulbs and lighting products, SEWA women have found entrepreneurial success through a diverse line of ventures. SEWA supports more than 9, 00,000 women in their business journeys through financing, publicity, legal help and other social and justice-based issues. Ela Bhatt has been awarded the Padmashri, the Padmabhushan and the Magsaysay Award, in recognition of her contribution to women's economic and social empowerment in India. Her story is the best example there is of small things making a huge difference. SEWA began by giving out small loans to women to start their entrepreneurial journeys. Today, it has led a revolution in micro financing and even impacted India's regulations within the unorganized sector, in favour of the countless self-employed women. Most importantly, SEWA has taught women that anything is possible: it is possible to be a woman and succeed in a largely maledominated society, it is possible to grow large enterprises even if you start small, it is possible to do good while doing well for yourself, and it is possible (and very beneficial) for women to support and strengthen each other in their journey towards economic freedom and social well-being.

Kalpana Saroj Kalpana Saroj was bullied and discriminated against in school for being an "untouchable" Dalit. At the age of 12 she was forced into a violent marriage with a man 10 years older than her. However, this resilient entrepreneur didn't let either India's archaic caste system or the illegal practice of child marriage get in her way. She escaped her marriage and learnt tailoring to support herself, moving to Mumbai at the age of 16. Working nearly 18 hours a day, she expanded her business as a seamstress, building a reputation as a smart business woman. This eventually led to her being asked to take over Kamani Tubes, a metal engineering company that was in deep debt. Saroj turned the company around into a giant profit making business, worth more than $100 million. Today, her company employs people from all castes and background. Her courage of conviction and battle against deeply-ingrained social evils gives hope to aspiring entrepreneurs within India's many under-represented minorities, that in the business world, all that matters is determination. Her spirit of relentless enterprise make Kalpana Saroj one of India's most inspiring entrepreneurs, who stand as factual evidence of an India changing for the better. Chetna Gala Sinha The greatest mark of a successful social entrepreneur is the impact that she can have on other aspiring entrepreneurs. By the yardstick, Chetna Gala Sinha is a resounding success. In 1997, she founded the Mann Deshi Mahila Sahkari Bank, a microfinance bank that lends to women in drought-prone areas in Maharashtra, and inspires them on a journey towards economic self-sufficiency. The organization provides both financial and non-financial (vocational) help to improve the standard of living of women in rural India. She has also started several linked initiatives, such as the Mann Deshi Udyogini (a Rural Business School for Rural Women), and the 1000 Deshi Entrepreneurs Program (which aspires to create business role models of 1,000 promising rural women entrepreneurs by helping them achieve significant economic growth.) Ms. Sinha has won many accolades for her work as the chairperson of Mann Deshi Mahila Bank, including the recognition as a "Bridge Builder" by Harvard University and as a "World Fellow" by Yale University. Her story is a message of empowerment and dedication for all social entrepreneurs. India's rural women often bear the brunt of climatic factors and stringent government regulations, making it appear as if there is no way out of the cycle of poverty. Ms. Sinha's persistent efforts have proven that even in one of the most arid areas of India, prosperity is an achievable reality.

Kiran Majumdar Shaw One of the most famous women entrepreneurs of India, Kiran Majumdar Shaw is often heralded as the pin-up woman for the women entrepreneurs of India. This recognition is well deserved: as the founder of the hugely successful Biocon, a biotech firm in India, she has led the movement of innovation and growth within India's biotechnology sector. Biocon's strong manufacturing capabilities and its global scale have helped it become one of the world's leading biotech companies. Much of its $900 million worth can be attributed to Ms. Shaw's vision of affordable, yet innovative healthcare products. While her success in her business venture is constantly honoured by the business fraternity, her prominent role in encouraging young entrepreneurs is worthy of even greater applause. Ms. Shaw regularly doles out business advice and encouragement to young start-ups and is one of the most accessible business leaders because of her social media savvy. Ekta Kapoor You may disagree with the ideology embodied by her demure television heroines or with the boldness of her movie protagonists, but Ekta Kapoor has redefined the Indian TV world, and in small parts, led the charge towards more women-centric features in Hindi cinema as well. In a purely male-dominated world, The Dirty Picture redefined the debate about strong women and their sexuality and sparked worthwhile debate about women's liberation 2.0. As the creative head of Balaji Telefilms Ltd., she produced serials like "Kyunki Saas Bhi Kabhi Bahu Thi" which tapped into the desires (and some would argue, the real, unrevealed lives) of women consumers in India. Detractors continue to argue that her serials are regressive, and there might be some truth to that. But she has taught several aspiring TV serial and film makers how to raise social issues like women's liberation, marital infidelity and the homemaker's identity within more traditional settings. As a result, current serials like Balika Vadhu have been able to raise deeper social issues by capitalizing on the space created by Ms. Kapoor's serials, and her social as well as business contributions to the world of television and cinema will continue to impact the portrayal of women in our entertainment culture.

Assignment:2

Lateral Thinking: Lateral thinking is solving problems through an indirect and creative approach, using reasoning that is not immediately obvious and involving ideas that may not be obtainable by using only traditional step-by-step logic. The term was coined in 1967 by Edward de Bono. As taught by de Bono, lateral thinking deliberately distances itself from standard perceptions of creativity as either "vertical" logic (the classic method for problem solving: working out the solution step-by-step from the given data) or "horizontal" imagination (having a thousand ideas but being unconcerned with the detailed implementation of them).

Six Thinking Hats: Early in the 1980s Dr. de Bono invented the Six Thinking Hats method. The method is a framework for thinking and can incorporate lateral thinking. Valuable judgmental thinking has its place in the system but is not allowed to dominate as in normal thinking. Dr. de Bono organized a network of authorized trainers to introduce the Six Thinking Hats. There are six metaphorical hats and the thinker can put on or take off one of these hats to indicate the type of thinking being used. This putting on and taking off is essential. The hats must never be used to categorize individuals, even though their behaviour may seem to invite this. When done in group, everybody wear the same hat at the same time: 1. White Hat thinking This covers facts, figures, information needs and gaps. "I think we need some white hat thinking at this point..." means lets drop the arguments and proposals, and look at the data base." 2. Red Hat thinking This covers intuition, feelings and emotions. The red hat allows the thinker to put forward an intuition without any need to justify it. "Putting on my red hat, I think this is a terrible proposal." Usually feelings and intuition can only be introduced into a discussion if they are supported by logic. Usually the feeling is genuine but the logic is spurious. The red hat gives full permission to a thinker to put forward his or her feelings on the subject at the moment. 3. Black Hat thinking This is the hat of judgment and caution. It is a most valuable hat. It is not in any sense an inferior or negative hat. The rigor or negative hat. The black hat is used to point out why a

suggestion does not fit the facts, the available experience, the system in use, or the policy that is being followed. The black hat must always be logical. 4. Yellow Hat thinking This is the logical positive. Why something will work and why it will offer benefits. It can be used in looking forward to the results of some proposed action, but can also be used to find something of value in what has already happened. 5. Green Hat thinking This is the hat of creativity, alternatives, proposals, what is interesting, provocations and changes. 6. Blue Hat thinking This is the overview or process control hat. It looks not at the subject itself but at the 'thinking' about the subject. "Putting on my blue hat, I feel we should do some greener hat thinking at this point." In technical terms, the blue hat is concerned with meta-cognition.

Assignment no.5
Analytical skill

Analytical skill is the ability to visualize, articulate, and solve both complex and uncomplicated problems and concepts and make decisions that are sensual based on available information. Such skills include demonstration of the ability to apply logical thinking to gathering and analysing information, designing and testing solutions to problems, and formulating plans. In 1999, Richard J. Heuer Jr., explained that: Thinking analytically is a skill like carpentry or driving a car. It can be taught, it can be learned, and it can improve with practice. But like many other skills, such as riding a bike, it is not learned by sitting in a classroom and being told how to do it. Analysts learn by doing.[1]

Example of Analytical leader: The Analytical. This style is the stable, data driven person who often keeps the other styles rooted in reality. They are the voice of logic and reason. They define the technical requirements of our products or services and manage the financial information. Analytical people do well in careers that involved data research & development. Most engineers and accountants are analytical. They measure their success by their ability to prove that their concept or work is accurate. They want to be intellectually superior.

Strengths: logical, thorough, serious, systematic, and prudent

Under Stress: avoids conflict or confrontation by physically or emotionally leaving, sulks, may intellectualize with cold detached logic, doesnt let on insides are churning Positives: practical, factual, unflappable, knowledgeable, methodical Negatives: uncreative, data-bound, boring, plodding, critical

Analytical Behaviours: Makes decisions slowly and is slower paced in walking and gestures. Speaks quiet and slower and qualifies ideas. Appears serious, may like to work alone, appears detached from feelings. Asks the how question, and relies on expertise to get the job done . Tries to save face if a mistake is made and needs to learn to relax and take risks.

Other Clues of an Analytical: Prefer solitary leisure activities such as reading. Tends to do the most technical reading Clothing may be more conservative, proper and not very colourful Office dcor may be tasteful, conventional, neat and formal

How to Mirror an Analytical: Slow your pace, talk slower Listen more and talk less Dont rush an analytical in their decision making Dont come on too strong, relax a bit Be systematic in your approach and thought process Be organized, detailed and factual Be more task oriented and de-emphasize feelings

How to Motivate an Analytical Allow them to work on projects that you deem difficult and offers them the opportunity to demonstrate their expertise and intelligence.