Business Essays - Business Motivation

Motivation in the Well known Enterpreneur Sarina Russo

This paper talks about the motivation element in busiess enterpreunship. The businessman preferred is Sarina Russo.

There are several important traits and ideals that are normal among successful internet marketers. Before you go and start your business or new business venture, it'll be very helpful to believe and indicate whether you have what it takes to be a successful entrepreneur. If not, you can start developing these personality characteristics before venturing from your own.

1. Successful Entrepreneurs are Self-Confident - to succeed in the highly competitive business world, confidence and rely upon oneself can be an indispensable trait. Self-confidence means trusting your own capabilities and features. The world of entrepreneurship is not alien to failure and disappointments. To survive in such a cut-throat world, business owners must have the ability to look within themselves and discover the drive and persistence to follow their enterprise. A business owner will need to have the gumption to handle any adversity and tackle any issues that may be experienced in the world of business.

2. Successful Business people are Risk-takers - as an entrepreneur means to be able to trust your hunches and functioning on them. Great business ideas sometimes start as a hunch which enterprising individuals applied. There is always the risk of loss in virtually any endeavour, and business people have the ideal confidence to have calculated risks to achieve their objective. However, an entrepreneur's risk-taking will not depend on good fortune, but on absolute effort and hard work (Baumol, 2007, 3).

3. Successful Enterprisers know the worthiness of money and are careful about their funds - to achieve any business; a business owner must understand the worthiness of money and the cost of things. Typically, successful internet marketers discovered how to earn and value money at a young age. Most of them began by getting loose change as young adults mowing lawns, doing groceries, baby-sitting for neighbours, etc.

4. Successful entrepreneurs possess the so-called head for business - many internet marketers are gifted with intuition: they really know what product or service will 'click' next. However, this capability does not involve clairvoyance or extra sensory powers of some sort, but rather, willing observation and knowledge of what is going on around him. A good entrepreneur is always on the look out for new ideas and new ways to earn money(Baumol, 2007, 8).

5. Successful Entrepreneurs are competitive - the business world is a very competitive environment. An entrepreneur must be competitive enough to pursue his goal despite having many competitors and competitors. An entrepreneur must know how to remain ahead of his opponents, either by presenting new ideas and checking out new projects, all in the nature of extending his business.

6. Successful Enterprisers are honourable and have a good work ethic - although it is an undeniable fact that the business world is ruthless, but the successful businessperson will strive to make every business deal honourable. The symbol of an effective entrepreneur lies in a good personal work ethic that finally brings about good business tactics, excellent reputation and good association with industry peers and business associates.

7. Successful Enterprisers know the importance of leisure time - effort and determination are extremely important values every entrepreneur will need to have. However, a good businessperson knows if it is time to have a step back again from all the rigors of business and revel in some downtime using their family. Besides, we all do need a little relaxation to refresh your body and brain before plunging back to the challenging (and difficult) world of business.

These are just seven of the most crucial characteristics of a business owner. Certainly, the characteristics every businessperson must have are definitely not limited to the methods described. Having these characteristics is not a guarantee an entrepreneur will be successful. But with these characteristics, an entrepreneur has just the right elements for success. All one needs to do is to find the right mix of these ideals, excellent timing, perhaps a bit of luck and, of course, faith in oneself. So, have you got what it takes to be a successful entrepreneur? Review these characteristics and beliefs mentioned and represent should you choose have these(Baumol, 2007, 23-34).

What is an businessman? Many business reference options define a business owner as one who takes measured risks and introduces a fresh or existing product into a new or existing market. Quite simply, a business owner is a founder, a head and an innovator.

An entrepreneur begins a venture. He or she takes an idea and forms it into something that the entire world can see as a pressure locally. Many people feel that getting a high-paying professional level job means coming to the top of the world. However, have you ever think that even high paid professionals have you to definitely response to?

So what do is necessary to be remembered as an entrepreneur? First of all, you 'must' have an idea. Entrepreneurship includes taking that idea and changing it into something that individuals would be prepared to pay for or become signed up for (e. g. Wikipedia, the online encyclopedia founded by Jim Wales). However the question is how is that done.

Review of the Literature

Motivation is a couple of operations that determine specific choices. These procedures are affects from family members and friends that we obtain throughout our life. When talking to business owners it is clear they are self determined and determined to achieve success. How performed they reach this aspect and perhaps you never have? It's the consequence of the discussion of your internalised needs and the exterior influences you receive.

Past experience sways our thinking. Most people who intend to be entrepreneurs are suffering from a physiological or emotional need. The individual then develops a set of behaviours to meet this need. The behaviour then results in action toward the goal. At some point in their life, they are subjected to positive self-confidence types of people. They appreciate and can complete effort through work. But, they look past the standard work model. This is exactly what we provide inside our Tupperware Sales Business.

Maslow's Hierarchy of Needs decides that individuals seek safety and security. This carries to job issues. Many people seek positions as employees that provides long-term opportunity with reduced change. What happens when you wish to step out of the plan? Anxiety excessively! Why? You understand that you'll require to re-train your own thinking process. You are obviously out of your individual comfort zone. You get that you'll desire a different type of effort to perform successful performance. You understand that there is no-one to fall back upon. It comes down to the way you operate coping with all areas of your own business.

Sarina Russo uses the Maslow Theory to convert our Managers into Leaders. What's the difference? A administrator understands your goals while a innovator can influence the behavior of others to achieve the goals. First, we develop market leaders from managers once they develop competence. Which means that they have enough experience and training to be profitable and efficient. This is actually the required groundwork to management. Next we set up their integrity by stressing truthfulness, being reputable, and good identity. Customers or fellow sales representatives need to believe in them if they are to do business or follow them. Finally, we mentor them to be inspiring. How will you do that? By instructing our leaders to be decisive with decisions and always provide route to subordinates and customers. Sarina Russo is powered not by the need to earn a living, but by the need to make their dreams a reality. More often than not, money is a by-product of an entrepreneur's motivation as opposed to the motivation itself. Business owners are participants, not observers; players, not followers. Also to be an entrepreneur is to be an optimist, to believe that with the right timeframe and money, you can do anything.

Practical Section

In order for just about any business to succeed, it is essential for its head to own, and then eventually demonstrate, several important qualities. These include the ambition and drive of a business owner, the ability to lead, organise and inspire, as well as the ability to recognise valuable dedication worthy of prize. Sarina Russo, a high-profile Brisbane businesswoman, and her rewarding career, encapsulate these attributes and serve to outline the huge benefits an entrepreneur's determination can produce.

Entrepreneur Extraordinaire

Sarina Russo can justifiably be described as an entrepreneur. A business owner is thought as someone who is ready to pursue opportunities in situations others view as problems or dangers. When put on business, an entrepreneur starts new projects that introduce new products or new services to the market. Entrepreneurs are a valuable advantage, as they allow for the global economy to build up, innovate and thrive. For these reasons, Sarina Russo's importance and contribution to contemporary society have proven to be of great value.

The most accepted characteristic of a business owner, to introduce a new product or service, was undoubtedly viewed by Sarina when she set up her first business, ANY OFFICE Business Academy, in 1979. Sarina has explained that soon before she founded her own business, she was a 'dormant' entrepreneur. The Office Business Academy has now advanced in to the Russo Institute of Technology, and twenty-four years after building her first business, the Sarina Russo Group, with Sarina as the Managing Director and CEO, signifies five businesses in total. Also, there are six other typical personal characteristics commonly within internet marketers that Sarina appears to display. Sarina has high inner control, and a high vitality. From the beginning, Sarina believed that she only controlled her destiny, and did the trick hard and persistently in order to succeed. Sarina has a higher need for success, as exhibited by her unwavering drive and passion, as well as a tolerance for uncertainty, shown by her willingness to take chances and set up new ventures. Sampson states that there is nothing like a challenge to drive a genuine entrepreneur. Sarina's accomplishments require a high self-confidence, another characteristic, and a desire for self-reliance, in order to work at their own speed and be their own manager. Finally, Sarina is plainly action oriented, as throughout her career she has operated efficiently, effectively and positively.

In addition to personal characteristics, enterprisers can be affected by their record and experiences. Specifically, childhood encounters and the family environment play a large role. It really is stated that enterprisers are lifted in individuals that encourage responsibility, initiative and independence (Schramm, 2006, 587)

For Sarina Russo, the many stages and challenges she experienced throughout her early on years were significant efforts towards her entrepreneurial development. In the year 1956, when Sarina was at the early age of 13, she possessed already begun helping her parents using their business interests and tax returns. Furthermore, while she was in secondary institution, Sarina encountered additional complications when she failed her 12 months 10 School Certificate, and then her 12 months 12 HSC. However, this didn't discourage Sarina from her desire to review, therefore she were able to gain entry into university using an alternative solution method. Moreover, at an early age, Sarina got experienced various changes, as well as facing several obligations that dished up to encourage her as the years went on.

In the past due 1970's she started out to face problems in the work force, where as a secretary she was terminated on several events due from what was considered her unacceptable clothing choices. Other reasons included being back five minutes past due from a lunch break, and for displaying a 'pushy attitude'. At this stage, Sarina experienced become unsure as to what career path she wished to take, as well as how to go about reaching it. She required a component time job as a typing teacher where she was once again fired, however at the students overpowering request, the company reinstated her. It was during this time that her competent talents in training and coaching became evident, and were accepted by her employers. This developed her self-confidence and prompted her to broaden and strengthen her skills, in order to make a difference in regards to possibly instructing and supporting others. Sarina got realised that was the path she wanted her life to consider. In 1979, Sarina put her ideas and motivation into practice by pulling on her personal savings of $2600 and locating an appropriate office space, where she launched ANY OFFICE Business Academy. Evidently, having experienced the countless stages of learning from your errors allowed Sarina to grasp a greater understanding of what she wanted to achieve in the foreseeable future, thus bringing to life the businessman within. (Brouwer, 2002, 4)

Organisational Structure

All five of Sarina's businesses fall under and are been able by Sarina Russo Group. The decentralised aspect of the entire organisations formal structure allows for a cross-functional system, in which the several divisions can constantly communicate with each other, as well as it can be further expansion, ideally resulting in continual organisational improvement(Schumpeter, 2004, 36).

Leading the Way

In order for Sarina to obtain achieved her astonishing degree of success, an unwavering vision and ownership of power could have been fundamental. Eyesight is defined as a future that certain desires to create or achieve in order to improve upon the present situation.

Power is categorized as an individual's ability to stimulate others to execute tasks with their specifications. It's important, however, for people that have power to exert it in a way that influences and controls the company beneficially. Power should not merely involve offering an order or an education, but should be utilized to support, inspire and achieve (Broom 2001, p. 11). As CEO and Managing Director, Sarina absolutely holds a great deal of power, and it is seen by many as the leader. She is the driving power and ideas behind many of the business functions and ideas. So, for a business proprietor such as Sarina, to be able to maximise success, attaining an even of vitality and establishing control is vital. Sarina has efficiently obtained and used both in a fashion that advantaged and is constantly on the advantage her organisation (Hebert, 2006, 58).

As the CEO and Managing Director of Sarina Russo Group and its succeeding businesses, Sarina's personal attributes play a large role in the energy that she displays and offers. Broom (2001, p. 11) state governments that without effective electricity, a manager cannot successfully build or lead an organisation. Sarina's achievements format her intelligence, functions, individuality, knowledge, responsibility, and determination. As well, a big part of Sarina's ability lies in her ambition, as well as influential and inspirational image. Inspiration can lead employees to work in a more diligent and in charge manner, by instilling a need to please their company (Harman 2003, p. 51). Effectual electricity can result in empowerment of not merely self, but to those employees working within that organisation. That's, a in charge and effective innovator will not only direct, but also display their dedication to the organisation by taking a dynamic role in projects or programs, as Sarina did, and by stimulating employees to enthusiastically contribute towards business functions (Marken 2002, p. 16).

It is likely that when at first establishing The Office Business Academy in 1978, Sarina's vision was to utilise her skills in a way that allows her to help others. The disappointment and hardships Sarina acquired confronted throughout her profession up until that period probably impelled Sarina to want to produce a difference. As well, Sarina probably envisioned broadening the Academy, in terms of success, size, contribution and importance. Today, Sarina's dream has developed into corporate and business empire.

Sarina has successfully made use of both her eyesight and ability in a valuable and constructive manner, and so built an optimistic and successful environment in which her business can operate. (Kirzner, 2003, 26)


In motivating the shows of these who help achieve organisational goals, an integral element engaged is the promise of rewards, specifically extrinsic and intrinsic rewards. Extrinsic rewards are usually looked upon as valued final results in a workplace that are given by an employee's superior. Examples include such things as a pay climb, promotion, getaway leave, accolades and verbal compliment. Thus, the desire stimuli of extrinsic rewards can only occur via an individual's superior within that organisation.

For illustration, Sarina's extrinsic rewards include her cost savings of $2600 which she used to in the beginning fund her first business, as well as the twelve-level workplace she purchased in 1993 for $2. 05 million, which at present remains the headquarters of The Office Business Academy. Sarina no longer needs to pay $300, 000 per yr in rent, but is in fact her own landlord. Sarina also purchased two more properties, the first in 1999 for $1. 25 million, and the second in 2001 for $4. 3 million. As well, Sarina's extremely successful Job Network makes fees from the federal government for the valuable service it provides to the unemployed. Together with the success of Sarina's business, she does not deny herself the icons of success, like the Porsche, the penthouse CBD apartment looking over the Brisbane river and her favourite clothing label, Giorgio Armani, that she retail stores for in New York (Knight, 2006, 98).

McClelland continues on to demonstrate that the necessity for power is normally classified as one of two varieties, that is, personal electricity and social electric power. The need for personal vitality is commonly viewed as manipulative and includes taking benefit of others for the pure sake of personal pleasure. In contrast, the need for social electricity can be regarded as essential when it comes to controlling effectively, as it will involve operating in a socially responsible manner, and working towards reaching organisational goals and goals. While Sarina serves as the CEO and Managing Director of her businesses, she does not act in a manner that is exploitative or selfish. Throughout her life and job, Sarina spent some time working hard and unveiled opportunities to become able to help others, as well as making sure the communal responsibility of her organisation, by working ethically and through numerous kinds of charity and community work. Sarina has a good attitude and a beneficial set of leadership skills, and can be an inspiration to numerous. It is for these reasons that of the two forms of electricity need, the necessity for social ability would be most appropriate to Sarina.


The requirement of entrepreneurship for development was first formally acknowledged by Alfred Marshall in 1890. In his famous treatise Concepts of Economics, Marshall asserts that we now have four factors of creation: land, labour, capital, and company. Organisation is the coordinating factor, which brings the other factors mutually, and Marshall thought that entrepreneurship is the travelling element behind organisation. By creatively organising, entrepreneurs create new commodities or enhance the plan of producing a vintage commodity To carry out this, Marshall assumed that entrepreneurs must have a thorough understanding about their establishments, plus they must be natural leaders. Additionally, Marshall's entrepreneurs must have the capability to foresee changes in supply and demand and be willing to act on such dangerous forecasts in the absence of complete information.

Like Mill, Marshall suggests that the abilities associated with entrepreneurship are uncommon and limited in supply. He cases that the capabilities of the businessman are so great therefore numerous that hardly any people can show them all in an exceedingly high level. Marshall, however, means that individuals can be trained to obtain the abilities that are necessary to be a business owner. Alas, the opportunities for business owners are often tied to the monetary environment which surrounds them. Additionally, although entrepreneurs reveal some common expertise, all entrepreneurs will vary, and their successes be based upon the financial situations in which they attempt their efforts.

Since enough time of Marshall, the concept of entrepreneurship has sustained to endure theoretical evolution. For example, whereas Marshall believed entrepreneurship was this is the driving force behind company, many economists today, but definitely not all, assume that entrepreneurship is by itself the fourth factor of creation that coordinates the other three. Alas, although some economists agree that entrepreneurship is necessary for economic progress, they continue to debate on the real role that business owners play in creating economic growth. One school of thought on entrepreneurship shows that the role of the business owner is that of a risk-bearer when confronted with uncertainty and imperfect information. Knight claims that an business owner will be eager to bear the chance of a new opportunity if he thinks that there surely is a significant opportunity for profit. Although some current ideas on entrepreneurship concur that there is an inherent element of risk, the risk-bearer theory together cannot clarify why some individuals become entrepreneurs while others do not. For example, following from Knight, Mises claims any person who bears the chance of deficits or any type of doubt could be named an businessperson under this narrow-definition of the entrepreneur as the risk-bearer. Thus, in order to create a development model of entrepreneurship it's important to check out a few of the other characteristics that help explain why some individuals are internet marketers; risk may be considered a factor, but it isn't the only person.

Another modern approach boasts that the role of the business owner is that of an innovator; however, the definition of innovation continues to be broadly debatable. Kirzner shows that the procedure of innovation is really that of spontaneous undeliberate learning. Thus, the required feature of the entrepreneur is alertness, and no intrinsic skills-other than that of spotting opportunities-are necessary. Other economists in the innovation school side more with Mill and Marshall than with Kirzner; they claim that internet marketers have special skills that permit them to take part in the process of innovation. Along this brand, Leibenstein promises that the dominant, necessary feature of internet marketers is that they are gap-fillers: they have the ability to perceive where in fact the market fails also to develop new goods or techniques that the market demands but which are not currently being supplied. Thus, Leibenstein posits that enterprisers possess the special potential to connect different marketplaces and make up for market failures and deficiencies. On top of that, drawing from the first ideas of Say and Cantillon, Leibenstein suggests that entrepreneurs have the ability to combine various inputs into new innovations in order to meet unfulfilled market demand.

Although many economists allow the idea that enterprisers are innovators, it can be difficult to use this theory of entrepreneurship to less developed countries (LDCs). Often in LDCs, entrepreneurs are not truly innovators in the original sense of the word. For example, business people in LDCs seldom produce completely new products; somewhat, they imitate the merchandise and production processes that have come to exist elsewhere on the planet (typically in developed countries). This process, which occurs in developed countries as well, is called creative imitation The term appears at first paradoxical; however, it is quite descriptive of the process of innovation that actually occurs in LDCs. Creative imitation takes place when the imitators better understand how an invention can be applied, used, or sold in their particular market area of interest (specifically their own countries) than do the people who actually created or found out the original development. Thus, the advancement process in LDCs is often that of imitating and adapting, instead of the traditional notion of new product or process finding and development.

As the above mentioned discussion demonstrates, throughout the advancement of entrepreneurship theory, different scholars have posited different characteristics that they believe that are common among most business owners. By combining the aforementioned disparate theories, a generalised set of entrepreneurship qualities can be developed. In general, business people are risk-bearers, coordinators and organisers, gap-fillers, market leaders, and innovators or creative imitators. Although this list of characteristics is by no means fully comprehensive, it can benefit explain why many people become entrepreneurs while some do not. Thus, by stimulating these features and abilities, governments can theoretically change their country's supply of domestic entrepreneurship.

The subject of motivation in the entrepreneurship books has advanced along a course similar to that of the organisational mindset field. From an organisational psychology perspective, ideas of motivation have advanced from static, content-oriented ideas to dynamic, process-oriented theories. Content theories seek out the precise things within individuals that initiate, direct, sustain, and stop behavior. Process theories make clear how behaviour is initiated, directed, sustained, and stopped.


Baumol, W. J. , Litan, R. E. , Schramm, C. J. (2007). Good capitalism, bad capitalism, and the economics of development and success. Yale University or college Press.

Binks, M. and Vale, P. (2000). Entrepreneurship and Economic Change. Maidenhead: McGraw-Hill.

Brouwer, M. T. (2002). 'Weber, Schumpeter and Knight on entrepreneurship and economical development'. Journal of Evolutionary Economics, vol. 12(1-2), p. 83.

Casson, M. (2005). 'Entrepreneurship and the theory of the firm'. Journal of Economic Behaviour & Organisation, 58 (2), 327-348

Hebert, R. F. and Link, A. N. (2006). The Business owner: Mainstream Views and Radical Critiques. New York: Praeger, 2nd release.

Kirzner, I. (2003). Competition and Entrepreneurship.

Knight, F. H. (2006). Risk doubt and profit. Kelley, 2nd model.

Schumpeter, J. A. (2004). The Theory of Economic Development: An Inquiry into Revenue, Capital, Credit, Interest, and the business enterprise Cycle

Schramm, Carl (2006). The Entrepreneurial Imperative. Harper Collins

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