INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The concentration of large industrial concerns in the urban cities has long been criticized because of the rural- urban drift which has generated imbalance between the rural and the urban areas in Nigeria today Leon (1998:13). Faced with this kind of problem and given the constraints economic thinkers are now focusing attention on Small Scale Enterprises (SSEs). Small Scale Enterprises consist of endeavours in manufacturing, handicraft and small pockets of maintenance and repair.
In effect the definition of SSEs may vary from place, time . and purpose, the commonest criteria used according to Ihyembe (2000:42) include the number of employees, sales (or turnover), financial strength (mainly in terms of capital outlay and working capital) as well as the structure of the ownership. The SSEs concept evolves from the type of opportunities available in the market which is matched with the locally available skills and financing. This type of industry is one that is characteristically managed as a small business either by a
sole proprietor or a combination of small investors who have gathered their resources together.
The Nigerian economy appears to have been reaping the advantages obtainable from Small Scale Enterprises. These include stimulation of indigenous entrepreneurship, transformation of traditional industry, e.t.c. As would be shown later, the experiences in many parts of the world point to the direction that small scale enterprises can make positive impact on the economies of many nations both developed and developing.
Entrepreneurship on the other hand is the process of creating something different with value by devoting the necessary time and effort, assuming the accompanying financial, psychic and social risks and receiving the resultant rewards of monetary and personal satisfaction, Hisrich and Peters (1995:10).
Entrepreneur is the label usually given to someone who creates new business activity in the economy. During the past ten years, entrepreneurs have created several million new businesses throughout the world, Hellriegel et al (2002:144).
The process of starting a new venture is embodied in the entrepreneurial process, which involves more than just problem solving in a typical management position. An entrepreneur must find, evaluate and develop an opportunity by overcoming the forces that resist the creation of something new. The process has, four distinct phases.
• Identifying and evaluating the opportunity;
• Developing a business plan;
• Determining the resources required;
• Managing the enterprise.
1.2 STATEMENT OF PROBLEM
Most small business owners do not innovate or seek out change in a continuous or purposeful way in line with more recent definitions of entrepreneurship. Some do of course. There are inventive people labeled "boffin business men" by some researchers who seek to exploit new ideas through commercial activity. But these are the exceptions: most small businesses are founded on existing ideas and practices. The couples that open their own wine bar the redundant employee who forms a training consultancy e.t.c, are all taking risks but only by doing what has been done many times before. They do not necessarily attempt to innovate or seek out change, but base their business on hopes of increased consumption of the same products or services also on offer elsewhere.
Once established, small firms can also lack innovative entrepreneurship, Owner-managers are invariably close to the day to day problems of their business as it grows-often too close to see opportunities or the need for change. Small business management can easily become a reactive process in which new ideas are pushed out by the need to cope with more pressing realities. In these circumstances, the entrepreneur has to adapt and react, rather than direct and create. From its innovative origins, entrepreneurship has been watered down to imply adaptability and, constant maneuvering to fit the circumstances of the day. Entrepreneurs have taken on wheeler-dealer image in which creativity is used only for survival rather than progress. This is where the problem of this study lies it constitutes an enquiry into ascertaining how entrepreneurship acts as a catalyst towards the afore mentioned various manipulations obtainable in small scale; enterprises.
| Project details | Contents |
|---|---|
| Number of Pages | 71 pages |
| Chapter one | Introduction |
| Chapter two | Literature review |
| Chapter three | methodology |
| Chapter four | Data analysis |
| Chapter five | Summary,discussion & recommendations |
| Reference | Reference |
| Questionnaire | Questionnaire |
| Appendix | Appendix |
| Chapter summary | 1 to 5 chapters |
| Available document | PDF and MS-word format |
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