RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

24 RESPONSIBLE ENTREPRENEURSHIP
a) 97.6% admitted that their fear of failure has led them to conservative business moves,
with slow and careful steps. They have intense thinking and doubts, things that prevent them
from high-risk ventures
b) 75% of them live simply and conservatively. They make sure they keep a low profile
in their life-style and they ask their family to do the same
c) 97% of them set realistic and long-term goals, planning meticulously to safeguard the
future of the company. These businesspeople admitted that this results in their maintaining
companies with average financial returns
d) 76% said that while at the beginning of their careers they took risks and invested more,
as soon as they secured the prosperity of their families, they became conservative and did
not seek to expand their businesses with new risks.
As for C-Type businesspeople, the study has shown that they are motivated by the need
for financial success, for authority over others, for recognition and glory. From the structured
interviews and business background analysis, the following emerged:
a) 97% of C-Type businesspeople tend to set difficult long-term goals and to invest in
ventures that seem difficult or even impossible
b) 93% of them invests in glamorous public relations
c) 98% do not measure the effectiveness of a company on the basis of the budget but on
the basis of the company’s image
d) 96.8% of them seek the new and the cutting-edge and risks to achieve it
e) 98.2% want to be at the top
In those businesses that applied the Model, 86% of businesspeople reported that knowing
the Types of their employees and managing them according to their Type (including the
motivation that each Type needs according to the Model) resulted in significant increase in
productivity, up to 50% in some cases; cooperation among employees improved; productivity
time was reduced. All this resulted in increase of orders.
Regarding the virtual exercise of the students in Sample 4, data has shown that no team
made up of people of the same Type achieved complete results. A-Types found quick but incorrect
solutions, and in their remaining time made jokes or played games amongst themselves
or simply got bored waiting for others to finish. B-Types checked meticulously every parameter,
overanalyzed data in democratic circular discussions; they did not complete the exercise
in the given time, even when they got an extension. C-Types never arrived at a commonly
approved result. Every member had his/her own opinion and fought to impose it on the team.
All meetings resulted in tense discussions and antagonism.
In the teams where all Types participated, the projects were completed successfully in the
given time. A-Types were sometimes indifferent but when they did participate, they were very
active and usually took on leadership roles. B-Types generally followed the others, kept the
minutes and did the administrative work. C-Types vied for leadership. They usually proposed
difficult solutions that were not easily accepted by the other members. They did not follow
democratic processes and when they failed, they became disappointed and withdrew their cooperation.
It seems that the most effective team was the one that was comprised of one A-Type,
three B-Types, and two C-Types (of different dominant genes).