Phases & Evaluation of Entrepreneurship Development Programmes

Presented By:Rohit KumarMBA 3rd semRoll No: 39

Phases of Entrepreneurship Development Programmes

An entrepreneurship development programme consists of the following three phases:

1. Pre-training Phase.2. Training Phase.3. Post-training Phase.

Pre-training Phase The activities and preparations required to launch the

training programme come under this phase:1. Selection of entrepreneurs.2. Arrangement of infrastructure.3. Tie-up of Guest Faculty for the training purpose.4. Arrangement for inauguration of the programme. 5. Selection of necessary tools, techniques to select the

suitable entrepreneurs.6. Formation of selection Committee for selecting trainees.7. Arrangement for publicity media and campaigning for

the programme.8. Development of application form.9. Finalisation of training syllabus.10. Pre-potential survey of opportunities available in the

given environmental conditions.

Training PhaseThe purpose of training is to develop ‘need for achievement’ i.e.

motivation among the trainees. Accordingly, a trainer should see the following changes in the behavior of the trainees:

1. Is he/she attitudinally tuned very much towards his/her proposed project idea?

2. Is the trainee motivated to plunge into entrepreneurial career and bear risks involved in it?

3. Is there any perceptible change in his entrepreneurial attitude, outlook, skill, role, etc.?

4. How should he/she behave like an entrepreneur?5. What kind of entrepreneurial traits the trainee lacks the most?6. Whether the trainee possesses the knowledge of technology,

resources and other knowledge related to entrepreneurship?7. Does the trainee possess the required skill in selecting the

viable project, mobilizing the required resources at the right time?

Post-training Phase (follow-up) The ultimate objective of the

Entrepreneurship Development Programme is to prepare the participants to start their enterprises. This phase, therefore, involves assessment to judge how far the objectives of the programme have been achieved.

The purpose behind the EDP follow-up is to:1. Review the pre-training work.2. Review the process of training

programme.3. Review past training approach.

Evaluation of Entrepreneurship Development Programmes

Developing entrepreneurship has become a movement in India in recent years. EDPs have been considered as an effective instrument for developing in the countryside. There is a need to have a retrospective look into how many participants have actually started their own enterprises after completing the training. This calls for evaluation of EDPs.

Example:One of the earliest attempts in this

direction was made by a team of researchers and experts appointed by the Gujarat Corporation to evaluate the effectiveness of EDPs. The most recent and nationwide evaluation study on EDPs is one carried out by the Entrepreneurship Development Institute of India, Ahmadabad. Here the findings of the study are as follows:

Table: Performance of the sample EDPs at a glance

SI. No. Description

Number Percentage of total

A. Sample of the study1. EDPs covered (Sample size)2. EDP trainees covered in sample

EDPs3. Sample trainees interviewed4. Sample trainees not available and

non-traceableA. Macro performance of EDPs1. Number of units set-up by the EDP

trainees2. Trainees actively under process3. Potential start –ups (1+2) 4. Trainees blocked under process5. Trainees who gave-up6. Non-traceable trainees7. Trainees not available for interview

at the time of field surveya. Start-ups among non-availableb. Non-start-ups among non-available1. Actual start-up rate( 1+7a)2. Expected final start-up rate(2+8)

1451,295

865430

277

78355129381146284

59225336414

25.0030.00

66.8033.20

21.39

6.0227.41 9.9629.4211.2721.93 4.5617.3725.9531.97

EDPs suffer on many counts. The problems and lacunae are on the part of all those who are involved in the process, be it the trainers and the trainees, the ED organization, the supporting organization and the state governments. The important problems of EDPs face are listed as follows:

1. Trainer- motivations are not found upto the mark in motivating the trainees to start their own enterprises.

2. ED organizations lack in commitment and sincerity in conducting the EDPs. In some cases, EDPs are used as a means to generate surplus (income) for the ED organizations.

3. Non-conducive environment and constraints make the trainer-motivators role ineffective.

4. The antithetic attitude of the supporting agencies like banks and financial institution serves as stumbling block in the success of EDPs.

5. Selection of wrong training also leads to low success rate of EDPs.

Thus, it is clear that the problems are not with the strategy but with its implementation.

One way of evaluating the EDPs is to assess their effectiveness in developing need for achievement among the entrepreneurs. This is also called the qualitative evaluation of EDPs. The behavioral scientist used the following criteria to assess the effectiveness of EDPs in motivating the entrepreneurs.

1. Activity level of the respondents.2. New enterprise established.3. Total investment made.4. Investment in fixed assets made.5. Number of people employed.6. Number of jobs created.7. Increase in profit.8. Increase in sales.9. Quality of product/service improved.10. Quicker repayment of loans. 

In other behavioral experiments, the impact of EDPs is measured with the help of indices relating to the entrepreneurial behavior. The entrepreneurial behavior is measured on the following four dimensions:

1. Planning Orientation.2. Achievement Orientation.3. Expansion Orientation.4. Management Orientation.

Thank You !