MGU2113_CHAPTER 2

Which of the following is need is related with McClelland Need Theory?

• need for achievement, need for people, need for affiliation

• need for affiliation, need for people, need for assessment

• need for assessment, need for power, need for affiliation

• need for affiliation, need for power, need for achievement

____________ has been identified as the critical motive that influence for most of venture creation and entrepreneurship.

• Need for power

• Need for assessment

• Need for achievement

• Need for affiliation

____________ is an example of people who has high need for power.

• Entrepreneur

• Manager

• Social worker

• Public relation officer

Which of the following is excluded from Common characteristics of Achievement Oriented Entrepreneurs?

• Persistence

• Drive to achieve

• Integrity and reliability

• Internal locus of control

Entrepreneur who has _________________ belief that success or failure is determined by their own effort.

• Internal locus of control

• Seeking feedback

• Integrity and reliability

• Drive to achieve

An entrepreneur who has __________________ take failure as a learning experience.

• Drive to achieve

• Tolerance for failure

• Seeking feedback

• Integrity and reliability

__________ can be define as repeated efforts to overcome an obstacle that get in the way reaching goals.

• Assertiveness

• Persistence

• Information seeking

• Commitment to work contract

Which of the following is NOT RELATED with systematic planning?

• Plans by breaking a a large task down into sub tasks

• Takes a logical and systematic approach to activities

• Evaluate alternative

• Develop plans by excluding obstacles

A successful entrepreneur has a _______________ when he or she expresses confidence in own ability to complete a task or meet a challenge.

• Persuasion

• Self-confidence

• Problem solving

• Systematic Planning

___________ entrepreneurs confront problems and issues with other directly

• Self-confidence

• Assertiveness

• Persuasion

• Use of influence strategies