Year: 2020

Development of Women Entrepreneurs

Right efforts on all areas are required in the development of women entrepreneurs and their greater participation in the entrepreneurial activities.  Following efforts can be taken into account for effective development of women entrepreneurs.

1. Consider women as specific target group for all developmental programmes.
2. Better educational facilities and schemes should be extended to women folk from government part.
3. Adequate training programmes on management skills to be provided to women community.
4. Encourage women’s participation in decision-making.
5. Vocational training to be extended to women community that enables them to understand the production process and production management.
6. Skill development to be done in women’s polytechnics and industrial training institutes. Skills are put to work in training-cum-production workshops.
7. Training on professional competence and leadership skill to be extended to women entrepreneurs.
8. Training and counselling on a large scale of existing women entrepreneurs to remove psychological causes like lack of self-confidence and fear of success.
9. Counselling through the aid of committed NGOs, psychologists, managerial experts and technical personnel should be provided to existing and emerging women entrepreneurs.

• Continuous monitoring and improvement of training programmes.
• Activities in which women are trained should focus on their marketability and profitability.
• Making provision of marketing and sales assistance from government part.
• To encourage more passive women entrepreneurs the Women training programmes should be organized that taught to recognize her own psychological needs and express them.
• State finance corporations and financing institutions should permit by statute to extend purely trade related finance to women entrepreneurs.
• Women’s development corporations have to gain access to open-ended financing.
• The financial institutions should provide more working capital assistance both for small scale venture and large scale ventures.
• Making provision of micro credit system and enterprise credit system to the women entrepreneurs at local level.
• Repeated gender sensitization programmes should be held to train financiers to treat women with dignity and respect as persons in their own right.
• Infrastructure, in the form of industrial plots and sheds, to set up industries is to be provided by state run agencies.
• Industrial estates could also provide marketing outlets for the display and sale of products made by women.
• A Women Entrepreneur’s Guidance Cell set up to handle the various problems of women entrepreneurs all over the state.
• District Industries Centers and Single Window Agencies should make use of assisting women in their trade and business guidance.
• Programmes for encouraging entrepreneurship among women are to be extended at local level.
• Training in entrepreneurial attitudes should start at the high school level through well-designed courses, which build confidence through behavioural games.
• More governmental schemes to motivate women entrepreneurs to engage in small scale and large-scale business ventures.
• Involvement of Non Governmental Organizations in women entrepreneurial training programmes and counselling.

Problems of Women Entrepreneurs in India/Challenges faced by Women Entrepreneurs

Women in India have faced many problems to get ahead their life in business. Women entrepreneurs face a series of problems right from the beginning till the enterprise functions. The problems of Indian women pertains to her responsibility towards family, society and work.

The traditions, customs, socio cultural values, ethics, motherhood, physically weak, feeling of insecurity etc. are some peculiar problems that the Indian women are coming across while they jump into entrepreneurship.

Women in rural areas have to suffer still further. They face tough resistance from men. They are considered as helpers. The attitude of society towards her and constraints in which she has to live and work are not very conducive.

Besides the above basic problems the other problems faced by women entrepreneurs are as follows:

1. Family ties

Women in India are very emotionally attached to their families. They are supposed to attend to all the domestic work, to look after the children and other members of the family. They are over burden with family responsibilities like extra attention to husband, children and in laws, which take away a lots of their time and energy. In such situation, it will be very difficult to concentrate and run the enterprise successfully.

2. Male dominated society

Even though our constitution speaks of equality between sexes, male chauvinism is still the order of the day. Women are not treated equal to men. Their entry to business requires the approval of the head of the family. Entrepreneurship has traditionally been seen as a male preserve. All these put a break in the growth of women entrepreneurs.

3. Lack of education

Women in India are lagging far behind in the field of education. Most of the women (around sixty per cent of total women) are illiterate. Those who are educated are provided either less or inadequate education than their male counterpart partly due to early marriage, partly due to son’s higher education and partly due to poverty. Due to lack of proper education, women entrepreneurs remain in dark about the development of new technology, new methods of production, marketing and other governmental support which will encourage them to flourish.

4. Social barriers

The traditions and customs prevailed in Indian societies towards women sometimes stand as an obstacle before them to grow and prosper. Castes and religions dominate with one another and hinders women entrepreneurs too. In rural areas, they face more social barriers. They are always seen with suspicious eyes.

5. Shortage of raw materials

Neither the scarcity of raw materials nor availability of proper and adequate raw materials sounds the death-knell of the enterprises run by women entrepreneurs. Women entrepreneurs really face a tough task in getting the required raw material and other necessary inputs for the enterprises when the prices are very high.

6. Problem of finance

Women entrepreneurs have  to struggle a lot in raising and meeting the financial needs of the business. Bankers, creditors and financial institutes are not coming forward to provide financial assistance to women borrowers on the ground of their less credit worthiness and more chances of business failure. They also face financial problem due to blockage of funds in raw materials, work-in-progress finished goods and non-receipt of payment from customers in time.

7. Tough competition

Usually women entrepreneurs employ low technology in the process of production. In a market where the competition is too high, they have to fight hard to survive in the market against the organized sector and their male counterpart who have vast experience and capacity to adopt advanced technology in managing enterprises

8. High cost of production

Several factors including inefficient management contribute to the high cost of production, which stands as a stumbling block before women entrepreneurs. Women entrepreneurs face technology obsolescence due to non-adoption or slow adoption to changing technology, which is a major factor of high cost of production.

9. Low risk-bearing capacity

Women in India are by nature weak, shy and mild. They cannot bear the amount risk which is essential for running an enterprise. Lack of education, training and financial support from outsides also reduce their ability to bear the risk involved in an enterprises.

10. Limited mobility

Women mobility in India is highly limited and has become a problem due to traditional values and inability to drive vehicles. Moving alone and asking for a room to stay out in the night for business purposes are still looked upon with suspicious eyes. Sometimes, younger women feel uncomfortable in dealing with men who show extra interest in them than work related aspects.

11. Lack of entrepreneurial aptitude

Lack of entrepreneurial aptitude is a matter of concern for women entrepreneurs. They have no entrepreneurial bent of mind. Even after attending various training programmes on entrepreneur ship women entrepreneurs fail to tide over the risks and troubles that may come up in an organizational working.

12. Limited managerial ability

Management has become a specializedjob which only efficient managers perform. Women entrepreneurs are not efficient in managerial functions like planning, organizing, controlling, coordinating, staffing, directing, motivating etc. of an enterprise. Therefore, less and limited managerial ability of women has become a problem for them to run the enterprise successfully.

13. Legal formalities

Fulfilling the legal formalities required for running an enterprise becomes an upheaval task on the part of an women entrepreneur because of the prevalence of corrupt practices in government offices and procedural delays for various licenses, electricity, water and shed allotments. In such situations women entrepreneurs find it hard to concentrate on the smooth working of the enterprise.

14. Exploitation by middle men

Since women cannot run around for marketing, distribution and money collection, they have to depend on middlemen for the above activities. Middlemen tend to exploit them in the guise of helping. They add their own profit margin, which result in less sales and lesser profit.

15. Lack of self-confidence

Women entrepreneurs because of their inherent nature, lack of self-confidence, which is essentially a motivating factor in running an enterprise successfully. They have to strive hard to strike a balance between managing a family and managing an enterprise. Sometimes she has to sacrifice her entrepreneurial urge in order to strike a balance between the two.

The degree to which social entrepreneurs pursue social impact as opposed to profitability vary, but in all cases financial sustainability is fundamental. One approach is to create business models revolving around low-cost products and services to resolve social problems. The objective is to create a social benefit that is not limited by personal gain. Social Entrepreneurship is the process of bringing about social change on a major and more effective scale than a traditional Non-Governmental Organisation (NGO). They differ from NGOs in that they aim to make broad-based, long-term changes, instead of small-scale and time-limited changes. Furthermore, a NGO raises funds through events, activities and sometimes products. However, raising money takes time and energy, which could be spent in direct working and marketing processes. Above all, Social Entrepreneurs consider the affected people as part of the solution and not as passive beneficiaries.

The key role of India in Social Entrepreneurship

Some wellknown Indians became aware of the potential of Social Entrepreneurship quite early. Two of them were the Social Entrepreneurs Dr. Govindappa Venkataswamy and Thulasiraj D Ravilla who established the Aravind Eye Hospital in 1976. Since then, they have treated more than 2.4 million patients, often free of charge. Many others have also contributed to the comparatively high levels of Social Entrepreneurship which have been reached in India.

As the Swiss Klaus Schwab, founder of the World Economic Forum and of the Schwab Foundation, pointed out in an interview with the Hindustan Times: “India has some of the most advanced and innovative social entrepreneurs. We believe and already see that many of the models developed in India, for instance rainwater harvesting for schools pioneered by Barefoot College, are exported around the world.” Thus, India is a key country in developing social entrepreneurs. Several institutions help people to become involved with Social Entrepreneurship, such as UnLtd India and the National Social Entrepreneurship Forum (NSEF).

Furthermore, the Schwab Foundation and its Indian counterpart, the Jubilant Bhartia Foundation, give the Social Entrepreneurship Award to prominent visionary Indian social entrepreneurs. In 2009, the winners of the Social Entrepreneur of the Year Award included Brij Kothari of “Planet Read and Bookbox” who found to combat illiteracy, Padmanabha Rao and Rama Rao of “River” which focused on the primary education of children and Rajendra Joshi of “Saath” who created inclusive societies by empowering India’s urban and rural poor. The next winner will be announced in a ceremony coinciding with the India Economic Summit in November 2010.

Another important organisation that is linked to India is Ashoka, which is the global association of the world’s leading social entrepreneurs. Since 1981, they have elected over 2.000 leading social entrepreneurs as Ashoka Fellows, providing them with living stipends, professional support and access to a global network of peers in more than 60 countries. India is home to Ashoka’s first Fellow and for the past 25 years, India has served as a testing ground for most of Ashoka’s international Fellowship building programs and other key initiatives. Since 2003, Ashoka and the American India Foundation (AIF) have partnered to co-invest in social entrepreneurs in India. This partnership has enabled Ashoka to increase the number of Fellows elected in India to 250.

AIF is a leading international development organisation charged with the mission of accelerating social and economic change in India. Since 2001, it has raised over 30 million US-Dollars and awarded grants to education, livelihood, and public health projects in India with an emphasis on elementary education, women’s empowerment and HIV/AIDS.

Increase in Microfinancing

In particular, the field of microfinance is a growing one. The Bhartiya Samruddhi Investments and Consulting Services (BASIX) founded by Vijay Mahajan was the first microfinance project to lend to the poor. Vikram Akula is another founder of a successful Indian microfinance project. His organisation “SKS Microfinance” offers microloans and insurance to poor women in impoverished areas of India. SKS is currently one of the largest and fastest growing microfinance organisations in the world. Furthermore, the Bangladeshian Grameen Bank shall be mentioned as an outrider in the field of microfinance. As Anna Agarwal of the Massachusetts Institute of Technology pointed out, banking and finance are the biggest beneficiaries of technology-enabled social start-ups.

There are three reasons why microfinancing is so important for the poor: Firstly, they don’t possess money to open a bank account. Secondly, they don’t have collateral or a credit record to secure a loan and thirdly, they are often unable to complete the necessary paperwork because of their poor standard of literacy. This is why they rarely have access to the formal financial sector and microfinancing is an important service in assisting to cope with these issues.

In India, self-help groups form the basic constituent unit of microfinance. These groups usually consist of 5 to 20 poor women who pool their savings, sometimes as low as 10 or 20 cents per month, per member, into a fund from which they can borrow when necessary. The group is linked to a bank, where they maintain a group account. After at least 6 months of ´inter-loan` repayments the group is eligible for the loan. The bank lends to the group as a unit, without collateral, relying on self-monitoring and peer pressure within the group for repayment of these loans. Starting with lower multiples (1:1 to 2:1) the maximum loan amount often is a 4:1 multiple of the total funds in the group account. Many other innovative social entrepreneurs could be named.

The Way Forward

One example of highly motivated young Indians wishing to promote Social Entrepreneurship is Rikin Gandhi. After working for the US space program as an aeronautical engineer he decided to help Indian farmers with his project “Digital Green”. The project is sponsored by the Bill and Melinda Gates Foundation and interacts with different NGOs. It produces and distributes community-centric, locally relevant videos about best agricultural practices. In the future, “Digital Green” plans to develop a technology platform where farmers can share data and videos.

There are some challenges that Social Entrepreneurs must address in India. They often face situations that are unpredictable, constantly changing and hard to control. In 2008 for instance the terror attacks in Mumbai forced Social Entrepreneurs to re-think their general strategies. Furthermore, although there are many opportunities in the Indian welfare sector, most social entrepreneurs still focus on traditional areas such as education and healthcare.

Strength and weakness, both are the different sides of the same coin. Hence, all involved group members of SHG must realize that they all work with their own individual strengths and weaknesses. No one should be blamed for ones weakness i.e. all SHG members are equally responsible for success and failure of their entrepreneur. Self-help group can take a lead in any of the income generating activities by which group members can get employment and enhance their family socio-economic status. The group provides a platform to women for income generation with co-operative and mutual helping attitude.

The definition of SHG as approved by National Bank For Agriculture and Rural Development [NABARD] the apex banking body in India, is “An SHG is a small, economically homogeneous and affinity group of rural poor voluntarily formed to save and mutually agree to contribute common fund to be lent to its members as per group decision for their socio-economic development”.

As the name indicates, self-help group is an informal group of about 15-20 people from a homogeneous class, who come together for addressing their common problems. Group itself becomes a base to convey necessities and sort out social economical problems of their group members.

Main aim of SHG is to make group members self sufficient and self reliant [independent] by self-employment and empowerment through group dynamics.

Principle of SHG:

“Unity is strength”

Self-help group is a best way to get strengthen. Ex:- A single wooden piece can be easily broken, but a bundle of 15-20wooden pieces can’t be broken easily. As like this a group of people can easily sort out any of the problem, because group decisions carry more weightage than individual decision.  

Characteristics of an ideal SHG:

According to MARADA[2000] well functioning SHG should have following structural features:-

• An ideal SHG comprises 15-20 members.
• All the members should belong to the same socio-economic strata of society.
• Rotational leadership should be encouraged for the distribution of power and to provide leadership opportunities to all the members.
• Member should regularly attend meetings, save money and participate in all activities VOLUNTARILY.
• The procedure of decision-making in SHG should democratic in nature.
• The group frames rules and regulations, which are required in its effective functioning.
• Transparency in account keeping and accounts should be maintained and updated regularly.
• An SHG should be socially viable institution.

Role of Self Help Groups in empowering women:

 The self-help groups empower women and train them to take active part in the socio-economic progress of the nation and make them sensitized, self-made and self disciplined. The SHGs have inculcated great confidence in the minds of rural women to succeed in their day-to-day life. SHGs enhance the quality of status of women as participants, decision makers and beneficiaries in the democratic, economic, social and cultural spheres of life. The SHGs bring out the capacity of women in molding the community in right perspective and explore the initiative of women in taking the entrepreneurial ventures. SHGs also organize women to cope with immediate purposes depending on the situation and need.

Participation of women in SHGs makes a significant impact on the empowerment in social aspect also. Participation helps women come out in open and discuss their problems. It also helps to bring about aw2areness among rural women about savings, education, health, environment, cleanliness, family welfare, social forestry, etc. Researches also reveal that increased participation of women in decision making at all level will help to adjust the goals pursued through development.

Empowerment should be extremely induced so that women can exercise a level of autonomy. There should also be ‘self empowerment’ so that women can look at their own lives. The process of ‘learning by doing and earning’ would certainly empower rural women. More and more rural women need to be involved in self-employment. Self-employment in agriculture, village and small industries and retail trade and services should be expanded. Self-employment is also conducive to the development of individual initiative and entrepreneurial talent and offers greater personal freedom. The added advantage is that the institution of family remains undisturbed. The emergence of self-help groups in this context is a welcome development. The groups would provide a permanent forum for articulating their needs and contributing their perspectives to development.

Self-help group should be developed as an institution for financial intermediation as well as people’s network rather than a vehicle for credit disbursal only.

Self Help Group is able to overcome most of the practical problems encountered in the implementation of the various income generating programmes for the economic empowerment of women. SHGs have also been organized during last decade under various programmes of the government, e.g.- District Poverty Eradication Programme, Aapni yojna, Development of Women and Children in Rural Areas, Krishi Vigyan Kendra, etc.

The number of SHGs existing at present in the country is estimated to be about 2,60,000. Out of these; about 90 percent are women group. The cumulative number of SHGs linked to the bank till March 2002 is 4,61,478 and to the tune of 10,263 million rupees has been advanced to the SHG for income generating activities [NABARD,2002]. As per the report of NABARD, SHG bank linkage programme has benefited 4 million families, covering an estimated 20 million very poor people during 2001-2002.

The SHGs are a viable alternative to achieve the objectives of rural development and to get community participation in all rural development programes. The possible outcomes of women’s entrepreneur through SHGs at household level are self employment, sustainable livelihoods, enhanced social dignity and better status of women. SHG would lead to benefits not only to the individual women and women’s groups but also for the family and community as a whole through collective action for development. Empowerment is not just for meeting their economic needs but also for more holistic social development.

The success of a small scale enterprise depends on the following  major factors:

[A] Inherent viability of the project, i.e.-technical, organizational, financial, commercial    viability.

[B] The way a project is planned, i.e.-decisions regarding various project parameters such as where to locate, what technology to be used, what should be the capacity of the machineries etc.

[C] The meticulousness with which a project is implemented.

[D] The way of project managed.

Everything revolves around the enterprise. Therefore, the factors responsible for their emergence and growth must be analyses and supported.

It is rightly remarked that entrepreneurs are not necessarily born, they can also be developed through education, training and experience. Though entrepreneurial talent exists in every society but socio-economic environment hinders the emergence of entrepreneurial talent. Entrepreneurship requires an environment in which entrepreneur can learn and discharge his assigned responsibility in an efficient manner and change his attitude.

Entrepreneurial development seeks to provide constructive direction for those who choose a career path different from traditional roles. The process of entrepreneurial development focuses on training, education, reorientation and creation of conductive and healthy environment for the growth of enterprise.

Entrepreneurial development is an act of encouraging people for entrepreneurial career and making them capable of exploiting business opportunities. It is not simply a training task. It is the act of motivating and developing skills of potential entrepreneur and helping them in developing their own ventures.

Entrepreneurial development is thus an organised and systematic development. It is regarded as a tool of industrialization and a solution to unemployment problem. The objective of entrepreneurial development is to motivate a person for entrepreneurial career and to make him capable of perceiving and exploiting successfully opportunities for enterprises.

The trained entrepreneur can guide others on how to start their own enterprise and approach various institutions for finance. In fact, trained entrepreneurs become catalysts of developing industry and economic progress. According to Prof. Pareek and Karenina, “Operationally, entrepreneurship development would mean development Of entrepreneurs and promtion of increased flow of individuals to entrepreneurial ranks.

” Entrepreneurial Development Programme (EDP) may be defined as “a programme designed to help an individual in strengthening his entrepreneurial motive and in acquiring skill andcapabilities necessary for playing his entrepreneurial role effectively.”

Nature or characteristics of entrepreneurial development programme

Following are the main characteristics of entrepreneurial development programme: it is an organised and systematic process of enhancing the motivation, knowledge änd skills of the potential entrepreneurs. It is based on the belief that individuals can be developed, their outlook can be changed and their ideas can be converted into action through training. It develops first-generation entrepreneurs who on their own cannot become successful entrepreneurs. It is an endeavour in human resource development. it emphasis on operational rather than academic training. It is regarded as a tool of industrialisation and a solution to unemployment problem. It is catalyst for developing industry and economic programmes.  It is not totally based on training. The whole process  extends much beyond ‘training’. Much of it is personal counselling and support.

Objectives of entrepreneurial development

Following are the main objectives of entrepreneurial development programmes:

(1) Promotion of Cottage and Small-Scale Industries: The main objective of EDP is to provide, in the rural areas, special programmes designed to stimulate new ventures and encourage expansion of existing activities of small and medium scale industries.

(2) Generation of Employment Opportunities: EDP aims to encourage self-employment among potential entrepreneurs. It generates employment and self-employment opportunities in the processing of indigenous raw materials for local consumption and for exports.

(3) Promotion of First-Generation Businessmen: One of the main objectives of EDP is to encourage first generation entrepreneurs who do not have any business background.

(4) TO Create Awareness about Availability of the Resources: It, aims to front, on wrongs about the available resources„ such raw material, technology etc. in the prospective entrepreneurs.

(5) To import Training: The main objective of EDP is to in donut and train potential entrepreneurs. It imparts training in mentoring understanding and skills. It also provides post training assistance and monitoring facilities.

(6) To Develop a Broad Vision: One of the objectives of EDP is to develop and broad vision to see the business as a whole and to integrate his functions with it.

(7) To Remove Doubts of Entrepreneurs and to give solution in to their Problems: New entrepreneurs have to face many problems in the establishment and operation of business. To remove doubts of entrepreneurs and to give solution to their problem is one of the main aims of EDP. It helps the entrepreneurs to set or reset the objectives of their business and work individually and along with his group for their realisation.

(8) To create a successful entrepreneur: One of the main aims of EDP is to create the successful entrepreneurs. It provides constructive direction for those who choose a career path different from traditional roles.

(9) Creation of Conductive and healthy environment for the growth of entrepreneurs: The process of entrepreneurial development focuses on training, education, reorientation and creation of conductive and healthy environment for the growth of enterprises.

Role/importance of entrepreneurial development programmes

EDPs have great role and relevance in increasing the supply of new entrepreneurs to accelerate the process of industrialization. It is widely accepted that persons interested to become entrepreneur will be greatly helped if appropriate training and development programmes are made available to them.  Need/importance of EDPs can be judged on the basis of following points.

(1) Eliminating Poverty and Unemployment: Most of the under developed countries are confronted with the chronic problem of unemployment. EDPs can help these unemployed people in getting self-employment and at the same time generating employment opportunities for others. Various programs initiated by the government like NREP (National Rural Employment Programme, IRDP (Integrated Rural Development Programme etc. are aimed at tackling unemployment problem. 

(2) Balanced Regional Development: Successful EDPs help in accelerating the pace of industrialisation resulting in the reduction of concentration of economic power. Small scale units can be set up in remote areas with little financial resources and it helps in achieving balanced regional development. EDPs aimed at promoting small scale units are more useful for balanced regional development than medium and large-scale units.

(3) Economic Growth: The relevance of EDPs can be clearly understood by their role in the economic development of developing countries like India. Such programmes create many entrepreneurs who are able to establish small and micro enterprises which require less investment in funds. It increases new investment and bring innovations. All these activities in turn stimulate the economic growth.

(4) Optimum use of Locally Available Resources: The EDPs can help in harnessing locally available resources by training and educating the entrepreneurs. Since abundant resources are available locally, proper use of these resources will help in creating a healthy base for sound economic growth and rapid industrialisation. EDPB also help in minimising excessive scraps, defective output and wastage in the production process.

(5) Promote Innovations: Entrepreneurial Development Programmes initiate the people for innovations and creativity. EDPs have become a vital strategy for harnessing the vast untapped human skills, to channelise them into accelerating industrialisation.

(6) Defuses Social Tension: Every youth feels frustrated if he does not get employment after completing his education. The surplus young energies can be diverted to self-employment careers to help the country. This may defuse social tension and unrest among youth.

(7) Development of Entrepreneurship Qualities: Thus, the EDPs are needed to induce achievement motivation and develop entrepreneurial characteristics or competencies among young persons through training with a view to making them successful future entrepreneurs.

(8) Preventing Industrial Slums: More industrial units are located in highly congested areas and it leads to creation of industrial slums. EDPs help in removal of these slums as entrepreneurs are provided with various schemes, incentives, subsidies and infrastructural facilities to set up their own enterprises in all the places. It will help in controlling industrial slums and also reduces pollution, traffic congestion and overcrowding in developed areas.

(9) Fulfilment of Dreams: EDP is necessary to motivate the potential entrepreneurs to convert their dreams into action.

(10) Successful Launching of New Units: EDP develops motivation, competence and skills necessary for successful launching, management and growth of the enterprise.

(11) Development of Rural and Backward Areas: If new enterprises are set up in backward and rural areas of a developing country like India, they are sure to mitigate poverty in, such areas and also to remove lopsided economic development that is, concentration of business enterprises in urban areas only.

Problems of entrepreneurship development programmes (EDPs) are:

• No Policy at the National Level

Though Government of India is fully aware about the importance of entrepreneurial development, yet we do not have a national policy on entrepreneurship. It is expected that the government will formulate and enforce a policy aimed at promoting balanced regional development of various areas through promotion of entrepreneurship.

• Problems at the Pre training Phase

Various problems faced in this phase are: identification of business opportunities, finding & locating target group, selection of trainee & trainers etc.

• Over Estimation of Trainees

Under EDPs it is assumed that the trainees have aptitude for self employment and training will motivate and enable the trainees in the successful setting up and managing of their enterprises. These agencies thus overestimate the aptitude and capabilities of the educated youth. Thus on one hand the EDPs do not impart sufficient training and on the other financial institutions are not prepared to finance these risky enterprises set up by the not so competent entrepreneurs.

• Duration of EDPs

An attempt is made during the conduct of EDPs to prepare prospective entrepreneurs thoroughly for the various problems they will be encountering during the setting up and running of their enterprises. Duration of most of these EDPs varies between 4 to 6 weeks, which is too short a period to install basic managerial skills in the entrepreneurs. Thus, the very objective to develop and strengthen entrepreneurial qualities and motivation is defeated.

• Non-Availability of Infrastructural Facilities

No prior planning is done for the conduct of EDPs. EDPs conducted in rural and backward areas lack infrastructural facilities like proper class room suitable guest speakers, boarding and lodging etc.

• Improper Methodology

The course contents are not standardized and most of the agencies engaged in EDPs are themselves not fully clear about what they are supposed to do for the attainment of pre-determined goals. This puts a question mark on the utility of these programmes.

• Mode of Selection

There is no uniform procedure adopted by various agencies for the identification of prospective entrepreneurs. Organizations conducting EDPs prefer those persons who have some project ideas of their own and thus this opportunity is not provided to all the interested candidates.

• Non-Availability of Competent Faculty

Firstly, there is problem of non-availability of competent teachers and even when they are available, they are not prepared to take classes in small towns and backward areas. This naturally creates problems for the agencies conducting EDP.

• Poor Response of Financial Institutions

Entrepreneurs are not able to offer collateral security for the grant of loans. Banks are not prepared to play with the public money and hence they impose various conditions for the grant of loans. Those entrepreneurs who fail to comply with the conditions are not able to get loan and hence their dream of setting up their own enterprises is shattered. Helpful attitude of lending institutions will go a long way in stimulating entrepreneurial climate.

A non-governmental organization (NGO) is an organization that is neither a part of a government nor a conventional for-profit business. Usually set up by ordinary citizens, NGOs may be funded by governments, foundations, businesses, or private persons. The existence of NGOs is proving to be a necessity rather than a luxury in societies throughout the modern world. the inability of the government alone to create just and sustainable societies is persuasively demonstrated throughout history. Prompted by the inadequacies of the state, citizens across the globe have developed organizations of civil society NGOs to help address a wide variety of social needs.

NGOs have three primary roles in advancing modern societies. First, NGOs can facilitate communication upward from people to the government and downward from the government to the people. Communication upward involves informing government about what local people are thinking, doing and feeling while communication downward involves informing local people about what the government is planning and doing. Secondly, NGOs provide opportunity for the self-organization of society. NGOs enable citizens to work together voluntarily to promote social values and civic goals, which are important to them. They promote local initiative and problem solving. Through their work in a broad array of fields environment, health, poverty alleviation, culture & the arts, education, etc. NGOs reflect the diversity of society itself. They also help the society by empowering citizens and promoting change at the “grass roots”. Thirdly, in some cases, NGOs become spokespersons for the poor and attempt to influence government policies and programs on their behalf. This may be done through a variety of means ranging from campaigning and pilot projects to participation in public forums and the formulation of government policy and plans. Thus, NGOs play roles from advocates for the poor to implementers of government programs; from agitators and critics to partners and advisors; from sponsors of pilot projects to mediators.

NGOs have a clearer link to a guiding purpose, the greater good. They actually take up the responsibility of fulfilling moral and social needs that ought to be taken by the government. After all, there’s more happiness in giving than receiving; NGOS truly embody this thought.

Along with social enterprises, microfinance institutions and donors, corporations play a large role in raising money and resources for NGOs. Many international corporations can today rival entire nations when it comes to raising resources and influence in both India and international territories.

 In the last four years, Corporate Social Responsibility (CSR) in India has acquired new impetus with the Companies Act 2013. The Act defines that companies with a net worth of Rupees 500 crores or more, or a turnover of Rupees 1,000 crores or more, or earning a net profit of Rupees 5 crores or more must spend a minimum amount on corporate social responsibility.

CSR: support charities to fulfil legal obligation while generating goodwill

For many of India’s most loved brands, ‘giving back’ is not about fulfilling this legal obligation of having to donate to charity, but generating goodwill in their respective communities. These are times when CSR and NGOs go hand-in-hand. Companies, therefore, must spend in areas like literacy, women empowerment, environment, water, sanitation, child rights etc. Most companies around the world allocate 100% of their resources before they consider the need of CSR. The same holds true for India, and even after allocating CSR funding, and engaging employees with a mission of social good, companies struggle with their project’s sustainability.

NGO intervention in corporate social responsibility

Many companies simply do not have the bandwidth (employees, consultants and supervision) to undertake consistent CSR implementation. These companies not only need to spend on CSR, but also on CSR training for their employees, or adding manpower dedicated to CSR capability. NGO’s in India pitch a streamlined, customised solution to these corporations. For NGOs, corporates are not only a source of consistent funding but also access to strategic resources. An IT giant, for example, can provide technology, processes, and support for educational initiatives.

A look at India’s NGO sector

India possibly is home to the world’s largest number of active not-for-profit NGOs. At last count, India had 31 lakh NGO – one NGO for about 400 Indians. With the boom in CSR funding, this number can cross 40 lakh – considering that there are thousands of public and private sector companies worth Rs.15,000 to 18,000 crores annually. This number doesn’t even include India’s actual number of NGOs, as many aren’t formally registered under the Societies Registration Act 1860, or any other Acts pertaining to non-profit organisations.

 How does a company identify the right NGO for CSR intervention?

With this veritable ocean of NGOs, it isn’t easy to pick the right one for a company to engage in CSR intervention. Companies not only must allocate funds, but also work with the NGO on CSR interventions. This requires the need for effective monitoring and evaluation mechanisms in place. Many large corporates, like Godrej, Reliance, Wipro, Infosys, Tata, and the Birlas have their established their own Foundations and Trusts to achieve this.

 It is critical for a company to rate an NGO on parameters while shortlisting one for CSR implementation.

• Years in operation

It is important for a corporate to work with an NGO that has demonstrated years of experience and reliability. During this time, it must have mobilised resources, infrastructure and people for a social cause.

• Geography

Companies should preferably look for an NGO near the project area. This not only ensures easier logistics, but also an intimate understanding of the local needs, geography, language, culture etc. The NGO preferably must situate offices or centres with connectivity and other resources in these locations, to efficiently execute projects.

•  Reputation

Transparency, accountability and measurable change in a social welfare context are how an NGO’s reputation can be measured. This gives an NGO credibility, making it trustworthy of using corporate assets and funding for CSR goals.

• Certification (e.g. filing for donation tax return)

Certification allows corporates to assess if an NGO complies with legal norms, as legal issues can compromise CSR implementation. Certification includes Income Tax exemption, FCRA, service tax, and also proper internal documentation in case an audit is requested.

• Relevant experience

An NGO must have shown work in projects relevant to the corporate’s CSR goals. Coca-Cola India, for example, devotes a substantial amount of CSR efforts to water sustainability, conservation, and sanitation. These projects must be corroborated with completion certificates from clients.

• Leadership

The NGO’s leadership must be well-known promoters, with no legal proceedings or controversies to their name.

•  Credentials

An NGOs credentials can also be ascertained via certificates, awards, news coverage, and membership of NGO and corporate bodies like CII, Chamber of Commerce etc.

An Intrapreneurship is the system wherein the principles of entrepreneurship are practiced within the boundaries of the firm. An intrapreneur is a person who takes on the responsibility to innovate new ideas, products and processes or any new invention within the organization.

Intrapreneurship is the act of behaving like an entrepreneur while working within a large organization. Intrapreneurship is known as the practice of a corporate management style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques, that are more traditionally thought of as being the province of entrepreneurship.

An intrapreneur is the individual who thinks out of the box and possesses the leadership skills and does not fear from risk. Thus, an intrapreneur possesses the same traits as that of an entrepreneur.

The concept of an Intrapreneurship can be well understood in contrast to the entrepreneurship.

1. Intrapreneurship is restorative in nature, i.e. an organization encourages the employees to practice the entrepreneurial principles to counter stagnation within the firm or transform the slow growth of the company into a high-growth. Whereas the entrepreneurship is developmental in nature, i.e. an individual creates something that has never existed before, such as a new product, process or a new venture itself.
2. In intrapreneurship, the major challenge that individual faces are from the company’s culture Sometimes, the corporate relationships and the mindsets of employees acts as a hurdle in the path of an intrapreneur. Whereas, in the case of entrepreneurship, the market is the only enemy. An entrepreneur has to scrutinize the market conditions thoroughly to cross the hurdles coming in his way.
3. An intrapreneur has an access to firm’s resources such as funds, manufacturing setups, marketing facilities, and other supporting activities to give shape to his dreams. Whereas an entrepreneur has to arrange his own resources such as own funds or the borrowed funds, manufacturing facilities, marketing facilities, etc.
4. An intrapreneur does not have the ownership of a new venture and is not even independent to take decisions, whereas an entrepreneur is the whole sole owner of the new venture established by him. Also, he is independent to take any decisions with respect to his setup.

Thus, an Intrapreneurship is a practice of creating the entrepreneurial environment within the organization, thereby enabling the employees to apply their entrepreneurial skills in the job roles; they are assigned to.

Benefits and Risks of Intrapreneurship

Many entrepreneurs start out while working for someone else. Being an intrapreneur gives you the benefit of your company’s resources and connections, secure in the knowledge that you’ll still be able to pay the rent while you practice your craft.

Knowing that you’re making a meaningful contribution to your team or organization, while pursuing your own vision at work, can also profoundly improve your job satisfaction, build your credibility, and work wonders for your self-confidence

However, not many companies have formal intrapreneurship programs, and the leaders within your company (managers, executives and the CEO) may not see it as part of their role to support people who tread their own path.

Development of Intrapreneurship

1. Develop the Right Personal Skills

Intrapreneurs share many of the strengths and skills more commonly associated with entrepreneurs. They’re self-confident, creative and tenacious innovators, who excel at problem solving and aren’t afraid of putting their ideas on the line.

Intrapreneurs are willing to take calculated risks, but they understand the difference between good risks and bad ones. Learn how to take calculated, intelligent risks by using Risk Analysis to steer clear of ideas that could prove disastrous.

Intrapreneurs are brave, as success is rarely guaranteed. Instead of allowing your fears to keep you from pursuing your ideas, be comfortable in the knowledge that failure can be a stepping stone to something even better, enriching you with practical experience along the way. Overcome your fear of failure, and, when things don’t go perfectly, pick yourself up, review the situation, and move on.

2. Develop an Idea

Intrapreneurs are always looking for ways to make things better. To them, problems are really just opportunities in disguise.

One of the best ways to get noticed in your organization is to come up with a creative solution to an existing problem. Start by looking at the issues and bottlenecks that affect productivity and cause headaches for other people especially your boss. If you can solve her problems, she’s far more likely to give you the go-ahead on your other ideas.

You can also look at the problems your customers or clients are experiencing. Use problem-solving tools like Root Cause Analysis and The 5 Whys to get to the bottom of them, then use creative-thinking tools like Random Input, The Reframing Matrix or The Simplex Process to come up with innovative solutions.

And discuss your ideas and suggestions with other people who know about different parts of the problem you want to solve. They can help you refine your ideas and develop an even better solution.

3. Pitch Your Idea

Once you have an idea that excites you, it’s time to pitch it to your boss or leadership team. This can be a challenging step, because it means putting yourself, and your idea, on the line.

Prepare by learning how to think on your feet and brush up on your impromptu speaking skills. Staying cool under pressure will help you to think clearly, while you pitch your idea.

Next, use our Bite-Sized Training workbook (Club members only) to think about how to sell your idea, and craft an elevator pitch that explains your idea in two minutes or less. Strengthen your message and make it more persuasive with Monroe’s Motivated Sequence, then use our Presentation Planning Checklist to make sure that you haven’t forgotten anything.

4. Be Persistent

If at first you don’t succeed, try, try again.

Don’t be discouraged if your pitch is unsuccessful. Some of the most successful ideas of all time were rejected the first time around. Correction fluid, folding bicycles, the hovercraft, and even Barbie™ dolls were sidelined in the beginning.

Take careful note of any reservations that your manager or leadership team raise during your pitch. If you still believe that your idea will work, do more research to support your hunch. Make your solution more attractive by refining it in light of what has been said, and stay focused on creating value for other people.

5. Conduct a Pilot Test

The next step is to start putting your ideas into action. It’s unlikely that, at this early stage, your manager will give you the green light to roll out your idea across the whole company. First, he will need to see more evidence that the idea is going to work.

One way to do this is by conducting a Business Experiment to test your ideas on a small scale, before taking big risks or committing significant resources to a larger project. You could also use Deming’s Plan-Do-Check-Act cycle to set up a pilot project, or create a Minimum Viable Product to prove your assumptions and explore your customers’ wants and needs.

6. Wider Implementation

If your pilot study is a success and you and your manager are happy to proceed further, it’s all systems go!

Good Project Management, Risk Management, and Change Management skills will help to keep things running smoothly.

Ancillarisation

An ancillary unit is defined as an Industrial undertaking having investment in fixed assets, in plant & machinery whether held on ownership or on hire purchase not exceeding Rs. 100 crore & engaged in:

• Manufacturer of parts & components, sub-assemblies, tooling or intermediates
• Rendering of service or proposing to supply or render not less than 50 % of his production or service to one or more other industrial undertaking for production.

Major difference between SSI & ancillary is that unit setup which can be recognised as a full fledge large company can be a part of ancillary but under SSI such unit can get transformed into medium or large-scale sectors.

Major benefits of Ancillarisation drive to a country is that:

• Growth of employment
• Growth of GDP
• Growth of entrepreneurship

Advantages of Ancillarisation

• Minimise investments of setting up of large units as the required as the required production can be sourced a lower at rate with same quality through subcontracting from an ancillary unit
• Ancillary unit’s JIT concept helps the large companies to bring down the inventory level and saves a lot of money.
• Sourcing is economical from ancillary units that are normally located near the companies
• Ancillary units work with the parent companies in the process & product development

Disadvantages of Ancillarisation

• Delay in payments puts ancillary companies in big trouble. If the parent co. is big then the ancillary co. finds it difficult to take any legal action
• When parent companies revise the specification, ancillary units are sometimes not given the expected support for adopting the higher technology, not given sufficient time to bring changes in the technology to match that of parent co.
• Multiplication of suppliers makes the ancillary units operate below BEP(Breakeven point) as a result these units incur losses because of capacity utilisation.

BPO

Business Process Outsourcing, popularly known as BPO, is the business strategy where one company hires another company to perform a certain task for them, i.e. they outsource a certain job.

Say for example a manufacturing company will outsource their supply chain management to another company who specializes in supply chain management. So it essentially entails outsourcing one or more non-core business activities or processes to an external service provider. So there are two parties involved, the client company (the outsourced) and the external service provider or the vendor (the outsourcer)

One point to note that only non-core activities are usually outsourced. The companies do not part with their core competencies, they maintain all their focus on these like manufacturing, marketing etc.

However non-core services like after sales service, customer relations, supply chain management, real-time accounting etc. can be outsourced to BPOs.

Advantages of a BPO

1. Flexibility

Outsourcing non-core activities to a BPO allows a company to be far more flexible. Firstly, the company does not have to invest in additionally fixed assets and can convert them to variable costs. It also increases flexibility in resource management of the client company and helps in adapting to changes in the environment much faster.

2. Cost Effective

Outsourcing some of the business processes and activities can be very cost effective for the client company. They save on investing in fixed assets and fixed costs. And they can redirect these funds for their core activities.

Also outsourcing to developing countries proves to be very cost saving for these companies. For example, if any large MNC was to outsource their IT services to India, they would save an average of 30% of the company’s expenses. This is quite a significant difference.

3. Speed

One of the biggest advantages of BPOs is that they increase the speed of the business processes outsourced to them. They have a very good response time and the clients can focus on the core activities. This fragmentation of activities speeds up the whole process and is very important in cases like customer service.

4. Skilled Manpower

When you outsource one of your business activities to a BPO, you are insured of exemplary services provided by skilled manpower. So if you outsource your supply chain management, rest assured your supply chain will be handled by skilled supply chain managers who are experts in their field. Same goes for IT services or accounting etc.

Franchise

Business opportunities are less structured than franchises, so the definition of what constitutes a business opportunity isn’t easy to pin down. In essence, a business opportunity is any package of goods or services that enables the purchaser to begin a business and in which the seller represents that it will provide a marketing or sales plan, that a market exists for the product or service, and that the venture will be profitable.

Here are other key factors:

• A business opportunity doesn’t generally feature the seller’s trademark; buyers operate under his or her own name.
• Business opportunities tend to be less expensive than franchises and generally don’t charge ongoing royalty fees.
• Business opportunities allow buyers to proceed with no restrictions as to geographic market and operations.
• Most business opportunity ventures have no continuing supportive relationship between the seller and the buyer; after the initial package is sold, buyers are on their own.

The Pros

The greatest strength of franchising is its ability to bring independent retailers together using a single trademark and business concept. The benefits of this affiliation are many: brand awareness, uniformity in meeting customer expectations, the power of pooled advertising and the efficiencies of group purchasing.

For the individual owner, there are several advantages to franchising. The ever-present risk of business failure is reduced when the business program has already proved to be successful in the marketplace; the use of an established trademark saves the business owner the cost of creating and advertising a name that customers will recognize; and the advantages of group advertising and purchasing make operations more profitable. In addition, ongoing training creates an instant operational expertise that would otherwise need to be acquired through trial and error. Also, with franchising, expansion seems to come more naturally. Operating a successful franchise may quickly lead to building a second and then a third business, and so on. Fortunes have been built this way.

The Benefits

• Reduction of risk
• Turnkey operation
• Standardized products and systems
• Standardized financial and accounting systems
• Collective buying power
• Supervision and consulting readily available
• National and local advertising programs
• Point-of-sale advertising
• Uniform packaging
• Ongoing research and development
• Financial assistance
• Site selection guidance
• Operations manual provided
• Sales and marketing assistance

M&A

The terms “merger” and “acquisition” are often confused and used interchangeably by business and financial executives. On the face of it, the difference may not really matter since the net result is often the same: Two companies (or more) that had separate ownership are now operating under the same roof, usually to obtain some strategic or financial objective. However, the strategic, financial, tax and even cultural impact of the deal may be very different, depending on how the transaction is structured. Merger refers to two companies joining (usually through the exchange of shares) to become one. Acquisition occurs when one company, the buyer, purchases the assets or shares of another company, the seller, paying in cash, stock or other assets of value to the seller.

In a stock-purchase transaction, the seller’s shares are not necessarily combined with those of the buyer’s existing company. They may be kept separate as a new subsidiary or operating division. In an asset-purchase transaction, the assets to be conveyed by the seller to the buyer become additional assets of the buyer’s company, with the hope and expectation that the value of the assets purchased will, over time, exceed the price paid, enhancing shareholder value as a result of the transaction’s strategic or financial benefits.

Reasons for Merger-mania

There is no single explanation for the current resurgence of merger and acquisition activity, and the full impact on the economy is complex and remains to be seen, but certain themes and trends have emerged. The key reasons deals are getting done are:

• Mergers and acquisitions are clearly more strategically motivated now than were their counterparts of the 1980s and early 1990s. Jobs are often being added, not lost, as a result of these deals. Companies are being built up, not busted up.
• The financing behind deals is sounder and more secure than ever before. Buyers are using their stock as currency and sellers are gladly accepting this form of payment, in lieu of or in addition to cash, which forces both parties to work together on a post-closing basis to truly enhance shareholder value.
• Industry trends. These include rapidly-changing technology (computer industry), (fierce competition (telecommunications and banking), (changing consumer preferences (food and beverage industry), pressure to control costs (healthcare) and reduction in demand, (aerospace and defense contracts).
• Need to transform corporate identity. For example, the airline ValuJet began looking for a merger partner to provide a new image that could offset the negative publicity caused by a major crash and revelations about its spotty safety records.
• Spread risks and costs. Developing new technology (as in the communications and aerospace industries, researching new medical discoveries (medical device and pharmaceutical industries) or gaining access to new sources of energy (oil and gas exploration and drilling) account for a number of recent acquisition and merger deals.
• Develop an international presence and expand market share. This market-penetration strategy is often more cost-effective than trying to build an overseas foothold from scratch.
• Remain competitive or offset seasonal or cyclical market trends. The retail, hospitality, food and beverage, entertainment and financial services industries carried out mergers and acquisitions in response to the consumer’s demand for “one-stop shopping.”
• The IPO boom of the late 1990s in the technology and Internet sectors contributed to the merger and acquisition frenzy. Proceeds from IPOs created large pools of cash earmarked for acquisitions, and sellers became more willing to take the buyer’s stock as currency in the transaction.

Women Entrepreneurs may be defined as the women or a group of women who initiate, organize and operate a business enterprise.

Government of India has defined women entrepreneurs as an enterprise owned and controlled by a women having a minimum financial interest of 1% of the capital and giving at least 51% of employment generated in the enterprise to women.

Entrepreneurship is necessary to initiate the process of economic development of both developed and developing countries as it is the back bone of economy of any country.

Entrepreneur is a catalytic agent of change. It is also instrumental in sustaining the process of economic development. Every country tries to achieve economic development for prosperity and better life standard of its people. Development has economic, social and political dimensions and is incomplete without the development of women who constitute about 50 per cent of total population. So, contribution of women is essential in economic activities for healthy nation building.

Women Entrepreneurs

In this golden age of globalization, digitalization and start-up booms, India is clearly seeing a revolution vis-à-vis women entrepreneurs. Today’s women entrepreneurs do not come only from the established business families or from the higher-income sections of the population, they come from all walks of life and from all parts of the country.

From running sports media firms to construction companies and security and detective agencies, women are dabbling into fields that have traditionally been bastions of male domination.

The role of women in our society has changed drastically in the past few decades and for the better. Women are now occupying the corporate positions previously regarded as masculine and are outpacing their male counterparts in some areas. The gender stereotypes which were more prevalent in the society decades ago are breaking slowly.

Women bring a different set of perspectives to problem solving that can enhance the quality of the solution. Women bring a unique set of issues and experiences that can help in decision making enhancing the quality of the decision.

Women entrepreneur has been recognized during the last decade as an important untapped source of economic growth. Women entrepreneurs create new jobs for themselves and others and by being different solutions to management. In today Indian scenario when India is turning out to be an economic power house the recent financial crisis which has affected countries has had its impact on the minds of women as they have understood the need to earn more.

In Indian scenario, women have to face many problems in carrying out any economic activities or undertaking any entrepreneurial task. Women have to face various socioeconomic and other problems as entrepreneurs as they are not treated equally to men due to social and cultural traditions.

Now in recent India, it is observed that there has been an increasing trend in number of women-owned enterprises as the result of drastic change in the present world. Women are participating in large number in the present world of business.

Woman Entrepreneurs in India: Importance

It is an extension of kitchen activities. In certain businesses, women entrepreneurs are doing exceedingly well and even they have exceeded their male counterparts. Women are successful not only in law, science, medical, aeronautics and space exploration and even in police and military services, but now they are showing their might even in business and industry. They have proved that they are no less them men in the efficiency, hard-work, or intelligence, provided they are given proper scope.

Women entrepreneurs tend to be highly motivated & self-directed, they also exhibit a high internal locus of control & achievement. Researchers contend that women business owners possess certain specific characteristics that promote their creativity and generate new ideas and ways of doing things.

Why India needs more Women Entrepreneurs

Women entrepreneurs have the unique tendency to build and maintain long-term relationships. They have more effective communicational, organizational and networking skills than their male counterparts.

Moreover their fiscally conservative approach reduces the risk of failure of their organizations. Women entrepreneurs account for improved economic growth and stability within a country. Women entrepreneurs inspire other women to start businesses. This leads to more job creation for women which ultimately helps in reducing the gender gap in the workforce. When women become successful in a field, the next generation of women is more likely to emulate their success.

According to studies, it has been observed that Women are very good entrepreneurs as they can maintain work balance in life. These factors may vary from place to place and business to business but women entrepreneurship is necessary for the growth of any economy whether it is large or small.

It is observable that women entrepreneurs have proved to be a strong driving force in today‘s corporate world. They are competent to balance their duties of both motherhood and entrepreneurship but they comprise of almost half of all businesses owned today. Woman can pick up a job any day, but if she becomes an entrepreneur she can provide a livelihood to 10 more women at least..!!

Highly educated, technically sound and professionally qualified women must be encouraged for managing their own business, rather than being employed in any outlets. The uncultivated talents of young women can be identified, trained and exploited for various types of industries to increase the productivity in the industrial sector as well as the nation. Now a days even after facing so many obstacles The Indian women is now becoming an educated and economically independent.