Name of Business Member’s Amogh Kaspale Omkar Shinde Somesh Dhuri Dhaniraj Yadav Kedar Garud Harshala Avhad Prajakta Thul Archana Shinge Naresh Yeligeti Kalyani Thorat Digvijay Ambre Pratik Gaikwad

What Is Mental Conditioning Success in sports is not a matter of chance. It involves a conscious effort

requiring both knowledge and commitment. As studies have shown, more often than not, an athlete's mental game plays an equally important role in his or her success. Coaches may agree on this point, but typically they limit their mental conditioning efforts to inconsequential phrases, such as "stay positive, keep focused, play with heart, stay relaxed,” etc. Beyond this, little attention is devoted to the subject and that is mainly because the role of mental conditioning is seldom fully understood and/or appreciated. Competing in sports is 100% physical and 100% mental.

The philosophy of a mental conditioning program is to increase thought awareness and to teach mental skills that can be applied to competition in order to help athletes achieve their goals on or off the field.

Topic :- “Mental Conditioning

Cover areas such as:- Entrepreneur Versus Manager Risk and Rewards To be a Master and not a Servant Social: contribution creating jobs Work when and where you want Scope for innovation and creativity

Entrepreneur Versus Manager The Entrepreneur and the Manager - Are they different?"The very qualities necessary to set up a new business, are the qualities which will adversely affect the smooth running of that business, sometimes, fatally".Let's summarize the significant differences between the entrepreneur and the manager: Behavioral Differences:- The typical entrepreneur wants to "be in control" of his life (which is often the reason

why he started the business), of his business and especially of his employees. The professional manager, on the other hand, enters a company which needs to

delegate authority, since it has reached the stage in its development where the entrepreneur can no longer "do it all himself"

Management Style:- The entrepreneurial management style is very demanding, leaving very little room

for error, and none at all for actual failures, since in most cases the business is a "one man show", even if there are other employees.

The professional manager, however, must be tolerant of failure (and see it as a basis for learning) and develop an administrative team, since a basic assumption is that responsibility in the organization must pass from the "all-knowing" entrepreneur to people who still have to learn about the business.

The Moving Force:- Entrepreneurial management is characterized by concepts such as "

entrepreneurship", "creativity", "innovation", and so on, indicators of the desire to create "something from nothing".

Professional management is characterized by concepts such as "order", "organization", "procedures", and so on, indicating the desire to organize and maintain what exists.

Growth:- Entrepreneurial management is noted for its ability to react quickly and

effectively to new business opportunities. This ability is the foundation for rapid growth of the company in its entrepreneurial stage.

Professional management is noted for medium and long term strategic planning, which leads to controlled growth of the company during the process of establishment.

Decision-Making:- The entrepreneur usually makes decisions, even those of critical

importance for his business, on the basis of his own personal intuition and "gut feelings".

The professional manager makes decisions after collecting detailed information and reaching operative conclusions, while relying on experts both from within and outside the organization

Definition of Aims:- The entrepreneur describes his organization in terms of "vision", "dream"

and "mission" and manages to give his employees the feeling that they are working for a higher aim than just marketing a product and/or service.

The professional manager describes the company aims in terms of market segments, yield per worker and profitability.

Attitude toward Risk:- The myths describe entrepreneurs as "wild risk-takers", although many

studies have shown that in fact the typical entrepreneur is very good at assessing risks.

On the other hand, the professional manager, who sees his task as strengthening and maintaining the company, is naturally afraid of risks and tries to maintain the status quo.

Company Culture:- The typical entrepreneur does not usually try to define a "culture" for the

organization he sets up, since in most cases he himself is the organization. The literature defines this situation as "the entrepreneurial organizational culture", characterized by large doses of charisma and "manipulativeness".

The professional manager does try to establish a well-defined company culture, based on company values on one hand and commercial aims on the other

Risk and Rewards

WHAT IS RISK Risk taking can have beneficial outcomes as well as harmful outcomes.

We should be prepared to identify the types of benefits and harms which may occur, as well as their likelihood

The chance of loss or damage The probability that something goes wrong leading to a loss When a hoped for outcome does not happen

What is Reward?

There are two types of Rewards:-1. Financiala) Profitsb) Dividendsc) Capital Growth2. Non-financial d) Satisfactione) Controlf) Contribution

Often in business there is a positive relationship between risk and reward. In simple terms, the greater the risk you take the more potential there is for high profits. However, there is also the possibility of making spectacular losses. The graph illustrates this relationship.

The risk averse person does not take many risks and is unlikely to make a large profit or loss. The risk taker is likely to make a much larger profit but may also make a larger loss.

Example:-Peter took on an enormous risk when he left his secure job to set up his own business. He took another risk in using his own capital in his new venture. However, Peter lowered the risk by conducting market research. He talked to potential customers to see if they were willing to subscribe to his service and how much they were willing to pay. Peter was used to managing risk. For nearly 20 years he had been operating as a foreign exchange trader

He was used to making instant decisions involving risk and often found common sense the best method. To take too big a risk was foolish.

Peter believes the secret of balancing risk and reward to achieve business growth lies in a number of key factors:

Take risks but spread them. CMC offers many types of financial trading opportunities in addition to foreign exchange.

Make sure to have a regular income coming in. Work hard. Keep control of the business. Have as wide a customer base as possible. Keep introducing and pushing through new ideas. Think laterally new and non-conventional ideas. Peter also considers the opportunity cost in making high

risk decisions. The real cost of making any decision is the value of what must be given up to fulfil that decision (the next best alternative). For example, when Peter chose to set up CMC Markets, he gave up the opportunity of promotion and secure income. He believed that by setting up in business he would gain rewards that would more than compensate for the alternative sacrificed.

TO BE A MASTER & NOT A SERVANT Relationship where one (the master) has complete authority over the other (the

servant) in directing the manner, place, and time of his or her services.  It doesn’t affect up on the work you do It totally depends upon how you take that work. Example: o A sweepero A worker in a millo A chaiWala

Social: contributionBusinesses have a key role of Job and Wealth creation in a society. CSR is generally understood to be the way an organization achieves a balance between economic, environmental, social imperatives while addressing the expectations of shareholders and stakeholders. Companies set aside a percentage of their profits for socially-meaning full initiative under CSR banner Responsibilities towards different sections Communities: Taking steps to prevent environmental pollution Rehabilitating the population displaced by the operation of the

business Assisting in the overall development of the locality Taking steps to conserve scarce resources and develop

alternatives Improve the efficiency of the business operation

Consumers: The consumer is the king and is the foundation of any business

venture. Important responsibilities of the business to the customers are:

Improve efficiency so as to increase productivity and reduce prices, improve quality and smoothen the distribution system so as to make the products easily available.

To do research and development so as to improve quality To supply goods at reasonable prices, even in case of a sellers

market To provide after sales service To ensure that the product supplied has no adverse effect. To provide sufficient information about the product To avoid misleading customers by improper advertising etc. Shareholders: The primary business of a business is to stay in business. To safeguard the capital of the shareholders and to provide reasonable dividends and returns to its shareholders.

Employees : The success of the organization depends largely on the morale of the employees. Employee morale depends on employer-employee relationship. The responsibility of the organization to the workers includes: Payment of fair wages Provision of best possible working conditions Establishment of fair work standards Provision of labor welfare activities Arrangement of proper training of workers. Reasonable chances of promotion Proper recognition, appreciation etc. Installation of an effective grievance handling system

Challenges’ to CSR Initiatives in India:There are number of challenges a company would face while implementing its CSR activities. Some of the Challenges are as follows:- Lack of community participation Narrow perception of CSR initiatives Transparency issues Need to build local capabilities Lack of consensus on implementing CSR issues

creating jobs Steer more students into technical schoolsAlthough education is more important than ever, there are still a lot of jobs that require some technical training but not a college degree, such as dental hygienists, paralegals, welders, electricians, and a variety of medical technicians. Steering more students into vocational or technical schools at a younger age could generate more workers with skills that employers say they need. Enhance the payoff of a college degreeToo many students earn degrees in arts, literature and social sciences, while there's a shortage of math, science and engineering grads. And consulting firm McKinsey predicts that by 2020, there will be a shortage of 1.5 million college graduates. Parents and educators could do a much better job of guiding kids into fields where the jobs are, which would raise the payback for getting a college degree and encourage more to attend. Colleges could help by offering more three-year programs and other ways to cut costs.

Welcome more immigrantsForeigners who want to come to America get an undeserved bad rap. Immigrants create businesses at a higher rate than home-grown Americans and make an important contribution to the economy. To address concerns about low-wage illegals, new policies could allow well-educated foreigners to stay in the country after earning a degree, or offer citizenship in exchange for a commitment to start a business or buy a house. Create a national jobs databaseConsulting firm McKinsey and others have highlighted a growing mismatch between the skills workers have and the skills that companies need, which is one reason many people end up out of work so long. An accurate and up-to-date national jobs database could detail the kinds of jobs that are available by county or city. The government could do it, but private entrepreneurs could, too.

Create "lean" regulatory agenciesIn many places, business owners must deal with redundant layers of red tape that cost time and money and generate nothing of value. Beginning with local government, regulatory agencies could operate more like "lean" companies, with streamlined procedures, firm deadlines for completing their work and a mandate to weed out needless rules. Thinning out regulatory agencies could also help trim government rolls, which is happening anyway. Copy Germany Employment has held up strongly in Germany--despite a recession that was worse than ours--thanks to policies meant to keep people employed. One program subsidizes "mini jobs" amounting to 10 to 15 hours per week for students or older workers. Another rewards companies that hire the long-term jobless. Germany is also more aggressive about finding work for the unemployed instead of merely mailing out unemployment checks.

Draw more touristsTourism is big business--and the United States has been losing market share. Even though international travel is booming, the number of overseas visitors to the United States is about the same as it was in 2000. The government could boost tourism here by streamlining the visa process for foreigners and aggressively promoting travel to America.

WORK WHEN & WHERE YOU WANTWork When…..

Why do I want to Start on this journey?  Do I have a strong support system or network?  Am I certain that my current or alternate jobs can't fulfill these

desires? What kind of time frame would make you comfortable? 

Where you want?

Find a comfortable place where you will be undisturbed so that you can focus your attention on yourself.

It takes a relaxed body and mind to achieve maximum benefit. Choose the positive outcome that you desire.  Get your senses involved through the power of your imagination. Here is the place to make all the corrections needed. Remember YOU are

the director, the programmer, the producer, the writer, the actor and the editor. You have complete control of the outcome.

Scope for innovation and creativityQ. WHAT IS Creativity ? Creativity is a mental process involving the generation of new

ideas or concepts, or new associations of the creative mind between existing ideas or concepts. An alternative conception of creativity is that it is simply the act of making something new.

Need of Creativity Creativity can be used when confronted with a decision making

problem .People differ in their inherent creativity. To over come from routine. things the same old way.”

Creativity, Exercises on Creativity, Source of New Idea, Ideas into Opportunities. Creative problem solving: Heuristics, Brainstorming, Synectics, Value Analysis Innovation and Entrepreneurship: Profits and Innovation, Globalization, Modules of Innovation, Sources and Transfer of Innovation, Why Innovate, What Innovation, How to Innovate, Who Innovates

TYPES OF CREATIVITY Primary creativity : deals with spontaneous creations. Secondary creativity : is more deliberate and skilled as in the

application of ideas and insight to inventions. Technical creativity : aims at finding out improvement in a

process so as to improve efficiency. Inventive creativity : aims at making or devising new

combination of ingredients Innovative creativity : it involves for reaching application of

more basic ideas such as management application of principles of psychology to develop a much more effective system for motivating staff. Emergentive creativity : it consist of new revolutionary principles for an art or science such as psycho- analytical concepts of Freud.

CREATIVE PROCESS Preparation : successful creations are preceded by investigation

and information gathering. It can be achieved by gathering information from journals, attending meeting seminars etc.

Incubation : creative person allows their sub consciousness mind to dwell over tremendous amount of ideas and information accumulated during the preparation phase.

Insight : this is the moment when the person is able to locate solution to their problems. Generally in most of the cases ideas comes to person in incremental way. The person improves on solution slowly and steadily.

Evaluation : this phase is regarded as the most emotional trying part, when one feels uncertain and insecure and thinks about reaction of other people.

Elaboration : this is the most difficult step of creativity endeavour and requires great self discipline, dedication and perseverance.

Keys to successful innovation CultureOrganisations need a culture that promotes creativity, allowing people to think out of the box and dare to explore uncharted territory to find new and better ways of doing things. The culture needs to allow for mistakes, and instead of punishing the mistakes, it needs to encourage meaningful learning from mistakes while the pursuit for the innovation isn’t abandoned without achievement. Business capacityBefore embarking on innovation, it is important for a business to understand its capacity to carry innovation to its desired conclusion, across different aspects of the business: technical, intellectual, technological, monetary, and structural. Any business embarking on innovation that runs short in any of these areas may find itself faced with unpleasant wastage and quite possibly a brain-drain, when those involved in the innovation seek more conducive organisations to exercise their creativity to the point of seeing things come to fruition.

DirectionA team needs to be given scope to dream, imagine, conjure up and come up with meaningful innovation. Rough frameworks and parameters need to be set according to business imperatives. The organisation’s vision and strategic direction need to be at the core of anything on the design or research and development table. ManagementEven with the grandest idea, things fall apart when there is no plan, or where the execution is flawed. Since innovation is about making ideas walk and work for the company, it is essential that in addition to a well-conceived idea, a proper guiding plan be in place and that proper leadership and roles be set and clarified throughout the design, testing, production and market phases. The organizing and allocation of resources; provision of a conducive test environment; and the drawing of limits with proper monitoring and controls, are essential. Accounting or reporting to appropriate levels is also important to ensure alignment between expectations and outcomes.

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