Great tips, resources, best practices and strategies for entrepreneurs, start-ups, professionals and small business owners.to plan launch and grow successful businesses.

1. Welcome to:
ORGL 2900
ENTREPRENEURSHIPENTREPRENEURSHIP

2. • About YOUYOU
• About MEME
• Review The Syllabus
Charge Boldly Ahead!Charge Boldly Ahead!
Tonight’s Agenda

3. Our Textbook

4. Around the Room:Around the Room:
Why Are You TakingWhy Are You Taking
This Course?This Course?
About YOU

5. About ME
 BA in Comms (MBA Mktg)
 20 Years In Corp. America
 Started Career as Recruiter
 Downsized 8X
 Mktg/Sales Background
Launched a Biz Consultancy ‘04
Contact me at:
T: (201) 683-3399
EM: Ethan@TheChazinGroup.com

6. What I Do…
 Job Search Strategies
 Interviewing &
Networking
 Career Coaching
 Life / Work Balance
 Business Owner Coaching
 Human Capital
Development
 Professional Development
 Salary Negotiations

8. What is anWhat is an
ENTREPRENEUR?ENTREPRENEUR?

11. Chapter 1: Small Biz
OpportunitiesOpportunities & RewardsRewards

12. • SBA
• NY SBDC
• Workshop in Biz Opportunities
• SCORE
• NYC Business Solutions Centers
• Business Incubators
• Workspace
Getting Help

13. Definition of Small Biz

14. • Per SBA 25.8mm SB in US in ‘05
• SMEs 1-50 employees
• Independent: owned by an individual
• 16.3mm self-employed people in US in ‘06 (US
Census)
• Need for financing = Oxygen
Definition of Small Biz

15. 2010 Census With Respect2010 Census With Respect
to Small Businessto Small Business

17. Dynamic Capitalism Typology

18. • Growing the business from start up
• Flexibility
• Income
Rewards

19. Getting Started

20. • 95% of all jobs
Fueling the Economy

21. • 25% of today’s American workforce
categorized as independent, contract and
consulting professionals.
• 15-20% unemployment.
• The Internet has shifted power from the
content OWNERS to the MASSES
• Americans spend 2 years searching for a
1 year contract assignment.
New Opportunities

22. • PublicPublic: revitalizing Government
agencies.
• IndependentIndependent: small business.
• CorporateCorporate: customer focus & innovation.
• SocialSocial: creating charitable and civic
organizations.
4 Forms of Entrepreneurship

25. Chapter 2:
Small Biz Ethics

26. What’s “ETHICAL”What’s “ETHICAL”
Behavior?Behavior?

27. “Being in accordance
with the accepted
principles of rightright and
wrongwrong that govern
the conduct of a
profession.”
/www.thefreedictionary.com/ethical

28. Ethics refers to standards of right and
wrong that prescribe what we ought to do,
usually in terms of rights, obligations,
benefits to society, fairness, or specific
virtues. Ethics refer to the standards that
impose the reasonable obligations to
refrain from rape, stealing, murder,
assault, slander, and fraud.
www.scu.edu/ethics/practicing/decision/whatisethics.html

29. Ethical standards also include those that
enjoin virtues of honesty, compassion, and
loyalty. Ethical standards include:
standards relating to rights (right to life,
freedom from injury, the right to privacy.)
Such standards are adequate standards of
ethics, because they’re supported by
consistent/well-founded reasons.
www.scu.edu/ethics/practicing/decision/whatisethics.html

30. Ethics refers to the study and development of
one's ethical standards. Feelings, laws and
social norms can deviate from what is ethical.
So it’s necessary to constantly examine our
standards, to ensure that they’re reasonable and
well-founded. Ethical behavior requires we
continuously study our beliefs and conduct, and
striving to ensure that we, and the institutions we
work for, live up to standards that are reasonable
and solidly-based.

31. •Ethical EgoismEthical Egoism: acting for
your OWN self interest.
•UtilitarianismUtilitarianism: creating the
greatest good for the greatest
number of people.
•AltruismAltruism: advancing the
best interest of others.

32. Does compliance
reinforce inaction and
only token responses?
The Chazin GroupThe Chazin GroupFOR DISCUSSION

33. Ready to See HowReady to See How
ETHICALETHICAL You Are?You Are?
Let’s take a quiz.Let’s take a quiz.
www.ea.ne.gov/PDFs/presentations/BusEthicsQuiz.pdfwww.ea.ne.gov/PDFs/presentations/BusEthicsQuiz.pdf

34. You are an office manager and
you discover that an upper-level
manager has repeatedly used the
company credit card for personal
expenses.
What do you do?What do you do?
Example #1

35. a) I do nothing. The person is higher
than I am so it must be OK.
b) I confront the person and hope that
this won't threaten my job.
c) I confront the person and reveal
what I know to a higher-level
manager or someone in human
resources.

36. Correct Answer: CC
Talking to the person is not enough to
ensure that the behavior won't continue.
"Intervening directly is necessary but not
sufficient," says Bruce Weinstein, Ph.D.,
who writes the column "Ask the Ethics
Guy.“ Weinstein says management or HR
should monitor the person.

37. You have authority over Human
Resources and an employee comes to
you and says: "I want to tell you
something about someone, but you
can't tell anybody." He then reveals
that someone pushed another
employee in the company kitchen.
What do you do?What do you do?
Example #2

38. a) I promised not to tell, so I don't.
b) I find out if the employee was injured
and decide based on that whether to tell.
c) Even though it breaks my promise, I tell
my boss so the incident goes on record.

39. Correct answer: CC
Jenn Crenshaw, a professor at the Univ. of
Phoenix in VA says a human resources manager
should warn employees before they divulge a
secret that her position and the law might require
her to tell someone else. "Then they get to decide
whether or not they're going to tell me,"
Crenshaw says. Even if she doesn't get a chance
to forewarn the employee before sensitive
information is revealed, she makes sure anything
important, like physical assault, goes on the
record by telling a higher-up.

40. • As a start up ALL you have is your
reputational “brand” build Legitimacy
• FORMALFORMAL vs. INFORMALINFORMAL Culture
• Powerful Recruiting tool: Become a
preferred employer
• Create written standards of ethical
behavior (TSB)
• Apply to recruiting, hiring, keeping and
growing your people
• Crisis Management
Ethic’s Impact on Culture

41. • Who will be hurt/how badly?
• Who will benefit/how much?
• What do you owe others?
• What do others owe you?
The 4 Questions

42. For Discussion

43. • DistributiveDistributive View
– “WIN/LOSE”
– What’s best for my
business
• Integrative View:
– What’s best for everyone
involved
Options for Action

44. Build A Moral Compass
• Be truthful about
(WMOB) status
• Stealing ideas from job
candidates
• Lying to partners,
vendors, suppliers, etc.
• Not making payments in
a timely fashion
• Stringing people along –
false promises

45. • Misleading PR &
marketing statements
• Knowingly launching
dangerous products
• Preferential (non-
standard) pricing
• Falsifying documents
• Not returning phone
calls
Moral Compass

46. • UniversalismUniversalism: A code of right & wrong
that EVERYONE follows
• UtilitarianismUtilitarianism: the action that causes
the greatest good for the most people is
the RIGHT action
• Golden RuleGolden Rule: Treat everyone the way
I’d want to be treated
Key Terms

47. • Formulate Vision & Mission statements
• Develop company values and standards
of behavior
• Hire ethical people
• Deal with ethical people
To Ensure Ethical Behavior

48. Why It’s So Hard to be EthicalWhy It’s So Hard to be Ethical
In These Trying TimesIn These Trying Times

49. • Increased global competition.
• The critical importance placed on our quarterly
financial performance reporting.
• 24x7x365 news reporting cycle.
• Social media and the Internet.
• No job security.
• Tremendous demands made for productivity
gains.
The Chazin GroupThe Chazin GroupThese Trying Times

50. How NOT to ActHow NOT to Act

51. Hall of ShameHall of Shame

53. Unethical BehaviorUnethical Behavior
Surrounds UsSurrounds Us

54. • Extended unpaid internships.
• Plagiarism.
• Lying on your taxes, resumes.
• Falsifying professional credentials.
• Construction companies ignoring
codes, taking shortcuts.
• Mortgage robo-signings.
The Chazin GroupThe Chazin GroupUnethical Behavior

55. • Producing/marketing dangerous
products.
• Legalized gambling.
• Police misconduct.
• Accepting bribes.
• Piracy.
• Vulture Capitalists.
• False/inaccurate job postings.
The Chazin GroupThe Chazin GroupUnethical Behavior

56. • Division I College athletics as big-
time sports.
• Identity theft.
• Teacher-student sexual relationships.
• Rampant hypocrisy.
• Pedophilia.
The Chazin GroupThe Chazin GroupUnethical Behavior

57. Does The WorkplaceDoes The Workplace
Breed UnethicalBreed Unethical
Behavior?Behavior?
The Chazin GroupThe Chazin GroupFOR DISCUSSION

58. • Discrimination
• Sexism (Glass Ceiling)
• Cronyism
• Office Politics
The Chazin GroupThe Chazin GroupThe Workplace

59. Guidelines Do ExistGuidelines Do Exist

60. • Sarbanes-Oxley (2002)
• Stock Exchange Standards (2003)
• McNulty version of Principles of
Prosecution (2006)
• U.S. Sentencing Commission
The Chazin GroupThe Chazin GroupGovernment Guidelines

66. Socially ConsciousSocially Conscious
CompaniesCompanies

70. Social EntrepreneurshipSocial Entrepreneurship

73. ResourcesResources