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When I was around 14 I decided I was going to become a vegetarian.
If you have kids I'm sure you're familiar with the "vegetarian" epiphany. Every 14 year old is pretty sure they've come up with the idea that eating meat is archaic and all living things deserve to be revered not roasted.
I spewed my thoughts in the idealistic, pompous and patronizing way that only a 14 year old girl in brand new Topsiders can muster up.
So off I went to the local health food store. I came back home with the ingredients for vegetarian chili. From what I remember it was some sort of spongey meat substitute that came in a cardboard box. It had the uncanny ability to both resemble and taste like silly putty, without actually being silly putty.
I cooked it. I ate it. I quietly hated it. I did not become a vegetarian.
Things have improved greatly on the vegetarian cooking front since then. And even though I'm not even close to being a vegetarian I try to make sure we eat at least one meal a week that doesn't include any meat.
Sometimes that involves the dreaded tofu. I happen to like tofu because it takes on the taste of whatever you marinate it in. It took me a couple of years to figure out a marinade I really liked for it.
And this is it.
Red Wine Vinegar
Unseasoned Rice Vinegar
Toasted Sesame Oil
Tamari Soy Sauce
Allow your tofu to drain a little bit and then pat dry.
I like to cut off the outside "skin" of the tofu to make it easier for the tofu to absorb the marinade.
Cut your tofu into bite sized pieces. I always use extra-firm tofu.
Set tofu in marinade for 1-2 hours, making sure tofu is covered with Saran Wrap to keep it from drying out.
Tofu Marinade
- 3 tbsp Tamari Soy Sauce
- 3 tbsp Sesame Oil (toasted sesame oil)
- 2 tbsp Red Wine Vinegar
- 2 tbsp Rice Vinegar Unseasoned
- Mix all the ingredients together well.
- Chop tofu into bite sized pieces and marinate for at least 1 hour.
If the marinade doesn't completely cover up the tofu I stir it every so often over the time it is marinating.
I usually add this tofu to some brown rice and top it with bean sprouts and peanut sauce. More on that particular recipe at a later date.
If you don't like the texture of tofu, don't try this recipe. If you don't like the basic taste of tofu, don't try this recipe. If you don't like the look of tofu, don't try this recipe. You either like tofu or you don't.
I'm not going to look down on you, chastise you or preach to you if you don't want to eat tofu.
Because I'm not 14 anymore.

subset: commoncrawl


text:
The match pitting Chapungu and Dynamos has been abandoned in the 55th minute after the goal post collapsed at Ascot Stadium in Gweru.
Dynamos were cruising 4-nil when the match was abandoned.
Welding the goal post was unsuccessful until the referee called off the match as it was getting darker and cold in the stadium.
Emmanuel Mandiranga's brace and another goal from Denver Mukamba gave DeMbare a 3-nil half time lead before Cameroonian, Joel Christian Ntouba Epoupa gave them a 4-nil lead five minutes after the break.
Then drama came in the 55th minute when the Chapungu goalkeeper collided with the post and fell, together with the post, while trying to save Mandiranga's overhead lob.
Luckily the goalkeeper looked fine after the collision but the match could not continue.
Match commissioner Israel Mugwagwa said a decision on the match now lies with the PSL.
"The match has been abandoned because the council could not fix the goalpost. Even if they had fixed it, a councillor who was here said they would need a council engineer to certify it safe for the players and he is not around," said Mugwagwa.
"We had wanted the match to be played under floodlights but then again the lighting here does not meet minimum standards and the decision [on the fate of the match] now lies with the Premier Soccer League," he added.
The rules say if a match is abandoned under such circumstances, it will be replayed within 48hrs, and must re-start at exactly the time it was called off, with same players and the same score-line.
Here are the results of other matches played today:
Highlanders 3-0 Hwange
Bulawayo City 2 – 1 Yadah FC
Harare City 2-0 Triangle United
Shabanie Mine 0- 0 Black Rhinos
Ngezi Platinum 2-2 Bantu Rovers


text:
Create My Resume
Avon Banks III's Information
- Location: CHARLOTTE, NC 28269
- Title:
- Experience: Three to Six Years
- Willing to Relocate: No
- Willing to Travel: No travel
- Career Level: Intermediate
- Work Status: U.S. Citizen
- Member Since: 2009-12-11 01:35:59
- Minimum Salary: $25000
- Maximum Salary: $350000
- Status:
- Avon's LinkedIn
- Part Time
Work Types:
Avon Banks III
- email@example.com
- Phone: 704-274-5022
- Cell: n/a
- 6304 Zeigler Ln
- Charlotte , NC 28269
- I know that companies of today don't just want employees that work with minimal efforts, but that are smart, hardworking, honest, and truly seek to push the business forward in the path of success.Through my different experiences being in employment as well as extra-curricular activities, I know that I have acquired these attributes and can become a great asset to your team.
Professional Experience
Charlotte, NC
Film Crew
North Lake AMC Theaters 14
Usher, concession, box office, ticket drop, Booth-ops
- I am a 3 year employee of AMC theaters. I provide excellent customer service going beyond a greeting and a smile. For instance, In concession if I notice that the guest may have order to many items I either call over another employee to assist her in carrying it to the theater or do so myself. I also use my problem-solving skill to perform my responsibilities in an efficient manner. For example, In booth-operations we are responsible for the projector machinery,film care, and show times. If something were to go wrong with the machine or the film I analyze the situation and produce an effective solution in a timely matter as to avoid problems with the show times.
Charlotte, NC
4/1/2008 – 6/1/2008
floor sale
American Eagle Outfitters (Northlake mall)
Cashier, Fitting room, floor sales
- While I worked for American Eagle, I believe that with good customer service skills I contributed to the company sells.For example using my customer service skills I provided a formal greeting for the guest as well as regularly helped guest with picking out clothing and making a connection with them to enhance their shopping experience.
01/1/2008 – 01/1/2012
University Of North Carolina at Pembroke
North Mecklenburg High


text:
Using autonomy for successful delivery
Fleetonomy, I-BDM and Bays Consulting have successfully completed the UK MOD "Last Mile" challenge to develop an Uber-style drone delivery service – including live trials of an autonomous drone flying in Helsinki.
Dan and Sophie, directors of i-BDM and Bays Consulting said: "Not many projects worth standing in sub-zero temperatures in January whilst it's snowing and the wind chill bites. This was one of few that was. After all the hard work, seeing the drone fly around the final corner and hover for delivery was brilliant. It's been great to be part of a truly integrated team delivering novel and innovative solutions that can support the use of autonomous drones across industries and applications."
The challenge of achieving live demonstrations in six months was only possible by following a rigorous engineering, analysis and project management plan – or to put it another way, by drawing upon the niche skill set of all companies within the consortium. Looking ahead, Markus Kantonen, director of Fleetonomy is excited about the future potential of autonomy and is already building on the success of this project by extending into the field of ground-based autonomous vehicles, saying "by combining the capabilities of the full range of autonomous vehicles we will truly be able to deliver a cost-efficient peer to peer logistics delivery system in the near future to any interested marketplace"


text:
Boss Day Wishes and Messages: Being a Boss is not always easy. One needs to give his absolute best at… More
Yom Kippur Wishes, Messages and Quotes (2019)
Yom Kippur Wishes: Yom Kippur is the day when we are closest to God. It is the day for atonement,… More
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Business Thank You Notes and Messages : It is a great way to show your gratitude towards your business relationships… More
Rosh Hashanah Wishes – Jewish New Year Messages 2019
Rosh Hashanah Wishes and Messages: Everything about the New Year works as a new magical chapter of a fairy tale…. More
Happy Birthday Wishes for Teacher
Birthday Wishes for Teacher: After our parents, it is our teachers who have the biggest contribution to building our life… More
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Anniversary Wishes for Brother : Wedding anniversary of a brother is one special event that needs a grand celebration. If… More
Best Motivational Messages and Quotes
Motivational Messages: Are you looking for motivational messages? Searching for those words of encouragement? We have arranged here motivational messages… More
Eid Ul Adha Wishes & Messages – Eid Ul Adha Mubarak (2019)
Eid Ul Adha Wishes: Eid al-Adha is one of the two biggest religious festivals for Muslims all over the world… More
30 Goodbye Messages for Husband
Goodbye Messages for Husband : No one can assume the feelings of a wife when she says goodbye and gives… More


text:
Partners presentation - SAGEM defense securite
Company profile
General Description
Sagem DS (Safran Group) is a company manufacturing and distributing: Military and Civil Navigation, Avionics, Optronics , Sighting, observation and Biometric products, systems and services Within Sagem DS Avionics Division, the R&T and Business development directorate is in charge of new technological development.
R&D Experience
Sagem Défense Securité is deeply involved in an important field of military applications: Observation mission (UAV & military aircraft), Missiles, Sights, Cameras & Goggles, Surveillance Systems, Sensor management, Vision Based Localisation&Navigation, Signal&Image processing, 3D or Multi-spectral Image management, Automatic Target(s) Detection-Recognition-Identification-Tracking, Low/Intermediate/High Level Data fusion
As described in SDS R&D experience here above, the heart of competencies and a big part of Sagem DS military business is centred on sensors and sensors data fusion technologies and the derived application and products with a particular focus on the Target detection, recognition, identification and tracking chain. In this context it is of primary importance for Sagem DS to prepare and anticipate the technological evolutions in these areas of activities. These anticipating activities will allow maintaining products and systems with state of the art performances and functionality. It will also contribute to maintain at Sagem DS a high level of knowledge and skills allowing to consolidate at national level an industrial and technology base for defence. These skills will also allow to support MOD, with high level expertise and service for developing future advanced military systems and for supporting the systems actually in operation (felin, missiles, sighting systems…).
Furthermore, Most of the digital components are US based and their access is not guaranteed for non US company.


text:
Book of the Bloodless is available Pre-Order – Offical publication will be 30th November 2019. Orders placed before this date will be shipped on the 25th of November 2019.
Award-Winning Finalist in the Short Story category of the 2019 International Book Awards
Book of the bloodless: Volume 1: Alternative Afterlives is a collection of Chris's short stories, many of which have won competitions. Chris's work is known for being imaginative, filled with vivid characters and twists of fantasy. Death is the common theme, explored in a dry, humorous style.
'Sharp, subversive and always surprising, Chris's stories are like hiking without a GPS – you think you know where you're going but you end up somewhere else' – Dr Lynda Nash, creative writing tutor
'Extraordinary good. Darkly laconic humour, that made me smile, often when I felt as is I shouldn't' – Sue Moorcroft, Writers Forum.
'Immaculately crafted stories that hold the attention through every unexpected twist. Keep the reader surprised, amused and engaged' -Dr John Yeoman, PhD Creative Writing, founder of Writers' Village.
'There is excellent use of humour, and the writing is colourful and bold' – Anthony Howcroft, founder and Executive Chairman of InkTears.


text:
Terms And Conditions:-
1. Non Liability prospectus/Admission form and all other Admission Correspondence will be sent by post/courier Forth Dimension College of Architecture is not responsible for postal/courler delays or loss in transit.
2. Non refund of fees. All Fees once paid are not refundable for any whatsoever. Only Security Deposit will be refunded after making necessary adjustments as required.
3.1 (a) Cancellation of admission. FDCA reserve the right to cancel the admission of admitted Candidates. The fees is not deposited by the stipulated date.
(b) The candidate does not join the particular programme by the stipulated date even though the fees has been deposited.
(c) The candidate fails to furnish the proof of stipulated minimum qualification.
3.2 Provision of non-refund of fees under clause 2 will also apply cases under clauses 3.1(a)&3.1(b)
4. Right to allocation modification to change the fees structure.
5.Jurisdiction: all disputes are subjects to saharanpur Jurisdiction only.
6. Attendance: All Students have to fulfill the attendance criteria 80% fixed by the institute.
7. FDCA reserves the right to ask the student to withdraw from or the programme If any discrepancy is found in the information furnished in their admission from or the students or the performance does, not meet the instituted valued and academic standard as set forth by the institutes management from tieme to time and academic from or the student would be forfeited.
8. The Student has to abide by rules genral discipline, dress code and norms or conduct of the FDCA during the programme.
9. Dress Code: The student has to follow proper dress code of FDCA to maintain discipline.
10.Candidates are required to read the prospectus throughly.
11. After Joining the course each student has to follow conduct rules as framed by forth dimension college of architecture.
12. Forth Dimension College of Architecture will have right to use student's name & photographs for advertisement purpose.
13. No student after the admisssion will be allowed to undertake any illegal activity such as strike/agitation & ragging etc. Which may provide to be determental to the prestige of FDCA.
14. The rules can be altered or modified at the discretion of the director as required from time to time.
15. FDCA reserved the right to refuse admission to any applicant without assigning any reason.
16. Agreement Clause: All Successful candidates shall be bount to the above mentioned terms and conditions of FDCA and U.P. Technical University Lucknow(U.P)


text:
Disengagement: Stop Actions and Activities that are Known to Disengage
Listen to the Destination: Success Podcast.
Over the last few weeks we have highlighted a sure way to enhance the percentage of engaged employees in your organization: Stop actions and activities that disengage employees to elevate your employee engagement!
To summarize:
1. Eliminate the blackhole employee engagement surveys.
Engagement Action:
This year conduct the engagement survey as normal, but then:
Provide the results within 30 days and communicate to all employees.
Turn the results into action within 60 days through the use of employee-led teams with the support of HR and functional managers, not led by HR or the managers.
Starting at 90 days, provide continual engagement team(s) status and progress updates to the entire organization, with the intent to connect everyone to the progress every 30 days.
2. Evolve the Annual Performance Review Process
Engagement Action:
Shift performance management and performance reviews into performance enablement and performance connections:
• Evolve the semi-annual/annual performance reviews into 20-minute, monthly performance connections led by the employee and supported by the manager.
• Each monthly, gain clarity and ensure alignment to goals and expectations. Make adjustments and plan for the next 30 days. No surprises at the end of the year.
3. Close the great divide that disengages – Culture vs. Performance Environment
Engagement Action:
Get real. Identify does your performance environment reflect the stated culture or is the culture more aspirational:
• Form 5-8 person cross-functional employee teams with the goal to gain true and honest feedback about the current state of the performance environment people are working under and whether it reflects the stated corporate culture statements or marketing materials.
• Create employee engagement teams with the charter to take the focus groups' feedback and begin to align the current performance environment with the aspirational culture.
• Determine resources and enabling actions and activities that will ensure ongoing alignment.
Sometime moving forward means stopping what we are doing today. If you want better employee engagement, you better engagement your employees.
For more information on how to more actively engage in your organization join our DESTINATION: SUCCESS page, or contact us!
Cornerstone Learning is a performance and leadership consulting organization that has worked with clients all over the world. Our focus is working with individuals and organizations to create performance solutions that deliver top-tier results by inspiring, enabling, and developing employee-led, leader supported, and organization enabled performance. We are able to successfully deliver this through multiple products and services such as employee surveys, online training, performance assessments, and performance coaching. The goal at Cornerstone Learning is to assist our clients in enabling success by developing a dynamic and customized pathway to deliver role model organizational and personal performance.


text:
MORGAN MEREDITHMonday, July 15, 2019 4:21:38 AM
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Redchurch Cafe + Gallery
Victoria Hall
68 King Street East, Hamilton
Our guest poets include:
Justin Lauzon
Justin is a writer, poet, photographer, and the founder of Lexical.ca. His work has been published in untethered Magazine and The Rusty Toque. Justin lives in Toronto and works with Word On The Street, Slant Reading Series, and the Hear Here Salon. His first book of poetry, this is why we're made in the dark, is published by Quattro Books.
Hana Shafi
Hana is a writer and artist who illustrates under the name Frizz Kid. Both her visual art and writing frequently explore themes such as feminism, body politics, racism, and pop culture with an affinity to horror. A graduate of Ryerson University's Journalism Program, she has published articles in publications such as The Walrus, Hazlitt, This Magazine, Torontoist, Huffington Post, and has been featured on Buzzfeed India, Buzzfeed Canada, CBC, Flare Magazine, Mashable, and Shameless. Known on Instagram for her weekly affirmation series, she is also the recipient of the Women Who Inspire Award, from the Canadian Council for Muslim Women. Born in Dubai, Shafi's family immigrated to Mississauga, Ontario in 1996, and she currently lives and works in Toronto. It Begins With The Body is her first book.
Paul Vermeersch
Paul is a poet, professor, artist, and editor. He is the author of several poetry collections, including the Trillium–award nominated The Reinvention of the Human Hand (M&S, 2010) and Don't Let It End Like This Tell Them I Said Something (ECW, 2014). His new book of poetry is Self-Defence for the Brave and Happy (ECW, 2018). He holds an MFA in creative writing from the University of Guelph for which he received the Governor General's Gold Medal. His poems have been translated into Polish, German, Spanish and French and have appeared in international anthologies. He edits Buckrider Books, an imprint of Wolsak & Wynn Publishers Ltd. He lives in Toronto.
Eugenia Zuroski
Eugenia is a teacher, researcher, editor, and writer. She works in the department of English and Cultural Studies at McMaster University and lives in Hamilton, Ontario. Her first chapbook of poetry, Hovering, Seen (2019) is published by Anstruther Press.


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26 U.S. Code § 777 - Regulations
prev | next
§ 777.
The Secretary shall prescribe such regulations as may be appropriate to carry out the purposes of this part.
(Added Pub. L. 105–34, title XII, § 1221(a), Aug. 5, 1997, 111 Stat. 1008.)
Repeal of Section
Pub. L. 114–74, title XI, § 1101(b)(1), (g), Nov. 2, 2015, 129 Stat. 625, 638, provided that, applicable to returns filed for partnership taxable years beginning after Dec. 31, 2017, with certain exceptions, this section is repealed.
Effective Date of Repeal
Repeal applicable to returns filed for partnershiptaxable years beginning after Dec. 31, 2017, with certain exceptions, see section 1101(g) of Pub. L. 114–74, set out as an Effective Date of 2015 Amendment note under section 6221 of this title.
LII has no control over and does not endorse any external Internet site that contains links to or references LII.


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Back on the market!! This contemporary home on 7900 sq' corner lot has been updated to a modern open concept but with the movement of beautiful barn doors, offers privacy and additional space for guests. Flooring is a balance of tile, hardwood and carpeting. First floor flows from living room to dining to kitchen and office/guest quarters; three sided fireplace between liv/din areas. Exit to private deck and relaxing summer dinners. Three finished levels with three full baths (one on each floor). Spacious recreation room and 2 bedrooms on lower level plus laundry with front load washer and dryer. In addition, there is a one car garage with attached storage shed, offstreet parking. Truly move in ready. A must see!
Built-Ins, Carpet, CeilngFan(s), Formal/Separate Dining Room, Pantry, Skylight(s), Upgraded Countertops, Walk-in Closet(s), Shades/Blinds, Wood Floors
Garage - Front Entry, Additional Storage Area
Built-In Range, Dishwasher, Disposal, Dryer - Electric, Microwave, Oven/Range-Electric, Refrigerator, Washer
Sidewalks, Street Lights, Other, Balcony, Deck(s), Porch(es)
Double Pane, Screens, Skylights
|Price Reduced (from $489,000)
|$10,000 (2.04%)
The listing content relating to real estate for sale on this web site is courtesy of MRIS. Listing information comes from various brokers who participate in the MRIS IDX.Properties listed with brokerage firms other than Long & Foster | Christie's are marked with the MRIS Logo and detailed information about them includes the name of the listing brokers.The properties displayed may not be all the properties available. All information provided is deemed reliable but is not guaranteed and should be independently verified.All listing information copyright MRIS 2019.
Listing information last updated on September 17th, 2019 at 12:03pm CDT.


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Biography and History of Ancient Greek Poet Aspasia of Miletus
About the ancient Greek female poet Aspasia of Miletus, her biography and history.
She Wrote It--He Got the Credit
Of Aspasia's physical attractions little is known, except that her hair was golden, that her voice was silvery, and that her foot was agreeably small. It is thought that she posed for her friend Phidias when he created his Athene of the Parthenon. Socrates admired her eloquence. And it is said that she wrote several of Pericles' orations, notably the memorable funeral address he made at the outset of the Great Peloponnesian War.
She was born in Miletus, managed a brothel in Megara, and arrived in Athens in 450 B.C. to conduct a school for elocution and philosophy, intended principally for young ladies. It is possible that she continued to run a brothel as a sideline. At any rate, Socrates, Anaxagoras, and Euripides joined the ladies attending her classes. When Pericles, the high-domed dictator of Athens, also attended and was enchanted, Aspasia's future was made, and she forthwith withdrew from the profession of teaching to resume her role of courtesan.
It is thought that Pericles was 40 years old, and Aspasia 25, when they met. He was at the height of his popularity. He had partially democratized Greece, and ennobled its culture. He was married, keeping a courtesan from Corinth, and he had 2 adolescent sons. Now he discarded both his wife and his Corinthian to devote his full energies to his new mistress, who was already pregnant by him. Having arranged another marriage for his former wife, Pericles brought Aspasia into his house. Since she was not an Athenian citizen, he could not marry her. But he willed his fortune to their son, Pericles II, and soon neglected his followers and the council hall for her caresses.
Pericles' enemies, and even some of his supporters, resented Aspasia, and especially the part she played in political affairs. They conspired to destroy her. Led by one Hermippus, a playwright, they accused Aspasia of impiety toward their gods, and of acting as a procuress who supplied young freeborn Athenian ladies to satisfy Pericles' lust. The trial was held in 432 B.C., before a jury of 1,500 men, and Aspasia, as a foreigner, was not allowed to speak in her own defense. When Pericles realized that the evidence was going against his beloved, and that the penalty would be death, he appeared to defend her in person. Though known for his phlegmatic, judicial, aloof manner, Pericles opened his heart to the jurors. His voice quavered with emotion. He broke down and wept. And the jurors, irrationally moved, voted for acquittal.
But Aspasia's detractors were not done. Aristophanes, who detested her, held her responsible for instigating the costly Peloponnesian War. He insisted that she was still in the brothel business, that 2 high-spirited officers from Megara had kidnapped 2 of her most valued prostitutes; and that, as a result, she had urged Pericles to attack Megara. While it is more likely that Pericles had started the conflict to secure his control of the Aegean Sea, popular feeling against Aspasia mounted.
When Pericles pulled his citizenry behind the walls of Athens, hoping that his navy might be sufficient to bring about victory, misfortune struck in the form of a plague. One out of every 4 Athenian soldiers died, and Pericles lost his 2 legitimate sons. When the war ended, Pericles was accused of having bought the peace through misappropriation of funds from the public treasury. He was convicted and fined over 1/4 of a million dollars. Nine years later he was back in power. One of his 1st acts was to force the legislature to legitimize his son, Pericles II, by then an Athenian general. Shortly after, Pericles was dead in his 60s. As for Aspasia, a month later she was consoling herself with a wealthy sheepdealer named Lysicles.
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Research Article: 2019 Vol: 22 Issue: 1
Thobeka Ncanywa, University of Limpopo
South Africa is a multiracial, multicultural and segregated country characterized by high levels of unemployment, poverty, crime and inequality especially among youth and graduates. Attempting to solve these ills, the paper explored theories of entrepreneurship; thereafter provided realities, challenges and the development agenda of entrepreneurship in South African Higher Education. It has been shown drawing from reviewed literature that an entrepreneur displays a character of creativity and innovation, risk taking, initiator, strategists, decision taking, opportunist and team member in the business. Furthermore, the education system (especially in Higher Education) needs to provide entrepreneurial education that can drive to economic development. This is witnessed by the initiative driven by Department of Higher Education through Entrepreneurship Development in Higher Education. The programme is currently making entrepreneurship awareness to all public Universities and TVET Colleges; and collaborates with private businesses and government institutions like Department of Small business and development.
Graduate Unemployment, Entrepreneurship Education, Economic Development.
South Africa is a multiracial, multicultural and segregated [rural and urban provinces] country that adopted democracy in 1994. Its multiracial constitution indicated about 76% Black, 9% White, 9% Colored, 3% Asian in the 2011 census (SAnews, 2012; StatsSA, 2018). People living in rural communities were reported at 35% in 2016 where there are high levels of unemployment, poverty, crime and inequality that transpired from the apartheid and colonial regime pre-1994. The Gini coefficient as the measure of income inequality, ranging from 0 to 1, with 0 representing a perfectly equal society and 1 representing a perfectly unequal society, rated South Africa as most unequal at 0.65 by 2015 (World Bank, 2018). Unemployment rate in South Africa averaged 26% from 2000 until 2018, with remarkable around 38% among young people aged 15-34 (Sehume, 2018; StatsSA, 2018). Of the youth, graduate unemployment rate in 2018 was around 34% for those aged 15–24 and 10% among those aged 25–34 years, while the rate among adults was around 5% (StatsSA, 2018). Graduate unemployment had been a national concern more especially to the government and institutions of Higher Education (Gavin, 2014; Mail & Guardian, 2018; Sehume, 2018).
The South African government provided to poor citizens, among others, free primary health care; free basic education; old age and child support grants; housing; and free basic services (Oosthuizen, 2015; Fine, 2018). Objectives and strategies contained in the National Development Plan (NDP) vision 2030 document strongly adhered to elimination of poverty and reduction of inequality (NDP, 2011). As much as the country implemented a number of programmes such as Reconstruction Development Plan (RDP) and Growth, Employment and Redistribution (GEAR) to fight these challenges, crucial issues of economic democracy and wealth creation for the previously disadvantaged citizens were ignored (Ngcamu, 2002; Gradin, 2018). Although these interventions had resulted in notable poverty reduction since 1994, the country continued to face the challenge of high poverty, inequality and unemployment (Davis & Thurlow, 2010; Sehume, 2018). The persistence of these challenges calls for a search of what could unlock the economic potential for poverty and inequality reduction in South Africa.
Today more than ever, we are witnessing a strong need for the country to transform from being job seekers to be job creators, an entrepreneurship concept (Shane, 2009). Furthermore, the measure of success of a developing state was seen on strategies that were employed to increase employment, incomes, and productivity (Mangaliso, 2001; Oosthuizen, 2015). According to Chepurenko (2015) entrepreneurial creativity could help to speed up the country's economic growth and create wellbeing of nations. In order to foster continuous and sustainable economic growth, there was a need to promote innovative projects that were characterized by competent and knowledgeable entrepreneurs working in a dynamic business environment (Malerba, 2010). Entrepreneurs have the ability of human action to every economic agent with a potential to recognize a market opportunity, acts on it to improve their position. The innovative entrepreneurs could create new, competitive markets and businesses which lead to job creation (Malerba, 2010, Holcombe, 1998; Audretsch & Keilbach, 2008).
The purpose of this paper is to present a case of a concise review of student entrepreneurship exploration in Higher Education as a mechanism to create sustainable employment, and expose entrepreneurship skills to students. Specifically, the paper intends to identify and analyze relevant literature by defining and providing theories of entrepreneurship; thereafter provide realities, challenges and the development agenda of student entrepreneurship in South African Higher Education.
Researchers and practitioners have no exact definition of entrepreneurship, or rather currently there is not a single accepted definition of an entrepreneur that has been uniformly accepted in the literature (Carlock, 1994; Grant & Perren, 2002). Although there is no uniform standardized definition, at some extent the definition should be given for the benefit of addressing the issues at hand. For instance, Mises (1949) defined entrepreneurship as action process whereby an entrepreneur identifies an opportunity and take action for profit maximization. In the process there is beneficiation of an entrepreneurial spirit, human capital and venture capital to create successful business ventures. This definition was supported by Praag (1999) in Richard Cantilllon's theory, who saw entrepreneurship as an economic factor for exchange activities in the economy. In the exchange action, entrepreneurs earned huge profits in the process of the ability to bear risk associated with business ventures. An entrepreneurial venture was one that constantly seeks growth, innovation and had strategic objectives (Hebert & Link, 1988). The venture should promote profitability, growth, innovation and change.
In contrast to seeing entrepreneurs as risk bearers, Say (1767-1832) saw entrepreneurs as input factors in the production process especially in managerial positions to make decisions on most favorable economic opportunities. Say (1855) recognized that the entrepreneur acts as a leader and a manager in coordinating production and distribution in the business. Wealth was part of the process and was created by production. In addition, Marshall (1964) viewed an entrepreneur as an innovative person who grabs opportunities in order to run a business in a cost-effective manner. Therefore, an entrepreneur is defined as a person who can fulfil a number of different functions ranging from acquisition of financial capital, allocation of resources, decision maker and innovation. In the Schumpeter definition, entrepreneurship identified new economic ideas and converted them into opportunities (Bruyat & Julien, 2000). The identified opportunities need resources and a practical action plan to be changed to profitable rewards (Sahlman & Stevenson, 1991).
Kirby (2002) defined entrepreneurship as an agency of change with characteristics such risk-taking ability, need for achievement, locus of control, desire for autonomy, deviancy, creativity and opportunism, intuition. In addition, Timmons (1989) explained that "Entrepreneurship is the ability to create and build something from practically nothing. It is initiating, doing, achieving, and building an enterprise or organization". Lessem (1986) viewed entrepreneurship as a difficult concept to define but easier to identify as entrepreneurs portray some set of attributes and behaviors.
The perspective of this paper is to adopt the one that explained entrepreneurship as a tool to address the ills caused by the previous apartheid era to the black South Africans (Mangaliso, 2001). It was not surprising to find academics, government, private sector and NGOs engaged into activities that promote black entrepreneurship (Chibba & Luiz, 2011; Oosthuizen, 2015). These stakeholders' looked for strategies that would encourage black people participation in the formal economy without making other races worse off. This culture entailed access to entrepreneurial information, capital, skills and other activities that could build successful business ventures.
In a nutshell, an entrepreneur should portray the discussed characteristics and should be able to start a business and see it to be successful irrespective of how many times he fails. An entrepreneur should be a person who do not give up easily and empower himself with knowledge of developing legacy to his business for generations to come. Therefore, the business should not end in the idea or vision stage, should not remain small and medium, but should be developed into levels of creating wealth. In the process of developing the business, if the business is succeeding, unemployment and inequality could be reduced as jobs are created (Holcombe, 1998; Davis & Thurlow, 2010).
Entrepreneurship theory was developed based on the consensus surrounding its acceptable definition. This is with regard to the acceptance of the fact that entrepreneurs could be trained so that they are empowered to establish successful businesses (Cuevas, 1994). Theory could be further endorsed by advances in sophisticated research methods and statistical techniques, a move towards the usage of bigger samples, the division and attention to entrepreneurship and intrapreneurship form part of the theory development. Although there were several theories on entrepreneurship, there were very few mathematical models, which formally analyse entrepreneurial behaviour within a closed economic system. It was often argued that entrepreneurship portrays an impulsive behaviour that cannot be projected using deterministic statistical models (Mamede & Davidson, 2004).
Cantillon's Theory
Cantillon's (1680-1734) was the first to think about an entrepreneurship role in the production process, where the entrepreneur is a risk bearer that equilibrates supply and demand in the economy (Praag, 1999). The Cantillon's theory classified the economic agents into three groups: landowners, entrepreneurs and hirelings (Bull & Willard, 1993). The process framed maximizing venture profits in the process of optimizing residual claimant (Hebert & Link, 1988; Hoselitz, 1951).
The Cantillon's theory was based on how export markets should strengthen economies of countries and create jobs to those communities at lower costs. Entrepreneurship innovative feature was essential for international competitiveness in trading markets (Ripsas, 1988). This strategy linked entrepreneurship to sustainable economic growth and job creation which is the focal point of this paper to view how entrepreneurship can unlock the economic potential.
Marshall's Approach
The Marshallian approach viewed entrepreneurship as an equilibrium creation process in a perfect competitive market (Bula, 2012; Karayiannis, 2009). These markets had some small innovations used to compete with some small competitors so as not to disturb the equilibrium. Taking note of the fact that a perfect competitive market yields no profits, the Marshallian zero profit equilibrium would lead producers to innovate or develop new production methods and techniques to compete.
In Marshall's analysis an entrepreneur had full knowledge of the business (Grebel et al., 2001). An entrepreneur could predict changes of production and what consumer prefers. There was ability for an entrepreneur to see new opportunities for supplying new goods or services (Davidson & Wilkins, 2001). Most importantly, in the Marshallian view an entrepreneur was a risk-taker. However, the Marshallian approach was challenged that it did not explicitly explain what attracts an entrepreneur in a business that gives zero profits (Bula, 2012).
Schultz Approach
The Schultz approach differed from the Marshallian approach in that entrepreneurship was closely connected to situations of disequilibria and how to deal with those situations (Kilby, 1971). The entrepreneur is defined as a person who had the ability to bring the markets into equilibrium. This could be done through reallocation of resources efficiently by utilization of differing degrees of entrepreneurial ability. In the Schultz approach entrepreneurs had the ability to see opportunities and reallocate resources in disequilibrium. This could be achieved through either by experimenting or by investing in human capital (Bula, 2012).
The Schultz approach argued that entrepreneurship could be found in all spheres of life. For example, entrepreneurship skills can be useful ranging from people managing their homes, students, low skilled laboures to business owners (Bula, 2012). Therefore, entrepreneurship skills could be provided to anyone ready to receive them. This implied that entrepreneurship could be analysed under the supply and demand framework (Hebert & Link, 1988).
Kirzner's Approach
The Kirzner approach is a Neo-Austrian approach to entrepreneurship that focused on bringing the economy to equilibrium by allowing entrepreneurs to compete among each other (Bula, 2012). The approach was against the fact that there is perfect information and knowledge about the business. In fact, it was the different information that entrepreneurs use to get profits and be creative about the business (Kirzner, 1989). If competitors could not discover new things, they would stay in the state of disequilibrium while the knowledgeable ones exploited new business opportunities and moved the economy toward equilibrium.
The Kirzner's analysis of entrepreneurship postulated that an entrepreneurial venture is a risky process. However, the risk could be mitigated through an entrepreneurship process that includes many people who possess different skills (Knight, 1921). It is when great minds come together in an entrepreneurial process that risk can be tolerated and acquire some profits, though profits are not large.
Schumpeter Approach
In Schumpeter's theory, an entrepreneur used innovative skills to create new opportunities for investment, growth and employment (Baumol, 1993; Clemence, 2009). The Schumpeterian models supported that the reward and inducement to innovations and risk taking in entrepreneurial activities is profit. In this approach, it took innovation to shift an economy out of the static equilibrium. The Schumpeter entrepreneur displayed innovation through any the following steps (Clemence, 2009; Hagedoorn, 1996).
• Launch of a new product or a new species of already known product.
• Application of new methods of production or sales of a product (not yet proven in the industry).
• Opening of a new market (the market for which a branch of the industry was not yet represented).• Acquiring of new sources of supply of raw material or semi-finished goods.
• New industry structure such as the creation or destruction of a monopoly position.
Furthermore, a Schumpeter entrepreneur had a social responsibility (Bull & Willard, 1993). This implied that as much as an entrepreneur gain profit, the society is being improved in the process and there could be economic development.
Knight's Approach
The Knight approach acknowledged that an entrepreneur is distinguished by the innovative role, however the approach focused on risk, uncertainty and profit. An entrepreneur among the characteristics possessed, should have strategies on how to manage risk associated with business ventures and how to deal with uncertainties associated with business (de Meza and Southey, 1996). There were relevant solutions to risk such as shifting risk to insurance companies and diversification of business portfolios to name a few.
As much as there were strategies to mitigate risk, it was not easy for an entrepreneur to have a calculated solution to make profit. One of the reasons was that profit is a unique phenomenon which cannot be insured. Its uniqueness could be attributed to many factors like prices, consumer preferences and technological changes. The Knight's entrepreneur should be in a possession to address these unique situations, at the same time manage the uncertainties that exist in the business environment while focusing on making profit. According to Bula (2012), an entrepreneur can make a positive profit if three tasks are carried out; an entrepreneur
• Initiates useful changes or innovations.
• Adapts to changes in the economic environment.
• Assumes the consequences of uncertainty related to the company.
The Knightian theory of entrepreneurship could be viewed as modification of the theory by Cantillon (Hebert & Link, 1988). The Cantillon failed to distinguish between risk and uncertainty, and allowed that the economy is in equilibrium-a function which is not entrusted. The equilibrium set-up could not explain how an entrepreneur makes positive profit.
Biological Theory of Entrepreneurship
The biological theory of entrepreneurship looked at issues of gender differences between men and women (Eagly, 1995). There were some behavior patterns that had been seen to influence the entrepreneurial process and affected the society (Udry, 2001). Psychologists had recognized that there exist levels of differences between men and women in risk-taking behaviors. Risk-taking activities had long been a central concept in the entrepreneurship literature, especially relative to managerial activities in businesses. Management needed to develop a framework of designing several aspects of the firm in entrepreneurial ways and addressed the degree of entrepreneurship in a company's management practices (Brown & Eisenhardt, 1998; Eisenhardt & Martin, 2000). It had been alluded that Stevenson's entrepreneurial management descriptor include entrepreneurship characteristics such as strategic orientation, commitment to opportunity, and commitment to resources, control of resources, management structure and reward philosophy (Baumol, 1993).
The biological approach viewed entrepreneurship as a process that entails risk taking in the gender difference context. It had been found from previous research that men are better risk-bearers than women (Busenitz & Barney, 1997; Cooper et al., 1988; Powell and Ansic, 1997). Men tend to run into failure or other negative moments more often than women and can successfully bear with that. Women were generally risk-averse and scared to enter new territories, hence most of their businesses failed within five years of their start-ups (Barsky et al., 1997). Furthermore, it had been suggested that women are skeptical to make loans to big banks or be engaged with external investors to issue shares because of risk-averse nature. Women were less likely to be engaged in high risk business adventures and less likely to embark on extensive business risks. Sunden & Surette (1998) attested that men are found in all types of businesses while women were seen dominating in small businesses for survival.
Sociological Theories of Entrepreneurship
This approach suggested that entrepreneurship is a social venture that either address needs of the society or teams from the society come together to pursue a business. According to Ruef (2001), there were three essential principles on how teams are formed: Homophily choice, purposive choice, and opportunity structure choice. Homophily choice is when entrepreneur teams are formed by people with similar characteristics such as gender or ethnicity. Purposive choice is based on choosing teams on the basis of some valuable skills such as education or experience. Then, opportunity structure choice is a platform for the first two principles to function. For instance, teams need to know each other for them to develop a successful business. Some authors believed that teams lead to successful business enterprises (Kamm et al., 1990). Entrepreneurial teams were in a mutual relationship where they come together to establish a business based on shared interest. These individuals worked together starting as early as from pitching the business idea. It had been found from Bird (1989) that teams bear some psychological benefits derived from working together compared to the burden of making decisions by Solo entrepreneurs. Solos faced consequences alone while entrepreneurial teams spread the responsibility across individuals. Teams were crucial in entrepreneurship because individuals bring different skills, unique biological traits and different views to make successful businesses. Having to take responsibility and contribute to teams can make team members more confident in their decisions. Francis and Sandberg (2000) noted that friendships "may hold teams together and stimulate heroic efforts during difficult times." This could be true if teams are chosen with integrity so as to provide a source of support to its members.
As mentioned in the introduction, South Africa needs to address the growing challenge of graduate unemployment. In that action, initiatives from government policy makers, institutions of learning and businesses have to be explored to bring possible solution to this escalating problem. The diverse nature of South African provinces with multicultural and racial issues had not made the problem easy. For instance, in South Africa a large population of people were placed in rural provinces or migrated from rural provinces to urban ones, especially to townships (Fine, 2018; Gradin, 2018). The rural province set-up is dominated by people who lack a culture of entrepreneurship. These people do not know how to access capital, have no entrepreneurial skills of innovation and creativity, no access to information, and lack role model (Leibbrandt et al., 2007; SAnews, 2012). As it indicated that entrepreneurs need to attend business events in order to enhance entrepreneurship skills, in rural communities there are very few events that exist which most people don't know how to access them. This reality might have spilled over to students in different diverse institutions of higher learning. A higher percentage of students in all public institutions come from these rural communities and face unclear curriculum issues with respect to entrepreneurship exposure (Gavin, 2014).
In order to address the challenges of South African graduate high unemployment rate, the Department of Higher Education and Training (DHET) through Universities South Africa (Usaf) is engaged to the new collaborations of government, private sector and academia in order to stimulate growth through the entrepreneurship route (Usaf, 2018). Student entrepreneurs should deliver sustainable enterprises that have a positive impact on the lives and communities of its citizens. DHET developed a programme called Entrepreneurship Development in Higher Education (EDHE). It began by awareness campaigns to alert students to consider entrepreneurship as a career in order to participate in the economy. EDHE project intends to provide strategic focus, create enabling environments, collaboration, partnering and unlocking what is existing to institutions of higher learning (Usaf, 2018).
EDHE programme aimed to raise student awareness of entrepreneurship career, an alternative to scarce formal employment and means to partake in the economy (Usaf, 2018). EDHE is extending its recognition by collaborating with private businesses, communities, Technical and Vocational Education and Training (TVET) colleges and government structures in particular Department of Small Business and Development (DSBD). Collaborations had been witnessed by participation of Higher Education institutions together with small, micro and medium enterprises in DSBD annual colloquiums (the dti).
The EDHE project was piloted in 2017 in a conference that formulated representatives from 19 public universities (Usaf, 2018). The conference was followed by national Student Entrepreneurship Week (SEW) hosted by the public universities, where institutions designed entrepreneurship activities that suit their student ecosystem. In 2018, in addition to the conference and SEW, EDHE launched a one-day roadshow to 13 universities. The roadshow provided an edutainment programme with competitions and inspirational talks by well-known role models.
The new era should focus to transform traditional education institution into entrepreneurial education institutions whereby students acquire the skills from early stages until tertiary levels (Audretsch & Keilbach, 2008). The premise is that once it is known what is needed, and why, it should be possible to determine how it can be produced. The South African traditional education system deadened the requisition of attributes and skills to produce entrepreneurs (Mbiza, 2018).
Institutions of learning, organisations and firms (from small to large firms) can adopt strategic entrepreneurship to unlock potential economic activities. According to Kuratko (2015), strategic entrepreneurship can take one of five forms-strategic renewal (adoption of a new strategy), sustained regeneration (introduction of a new product into an existing category), domain redefinition (reconfiguration of existing product or market categories), organizational rejuvenation (internally focused innovation for strategy improvement), and business model reconstruction (redesign of existing business model). As one of the objectives of EDHE project is to provide strategic focus to institutions of Higher Education, the project need a buy-in to all stakeholders. For instance, there should be commitment from University management to shape the curriculum towards entrepreneurship orientation and create student entrepreneurship ecosystem; staff capabilities to provide the skills and students interested to be entrepreneurs. Furthermore, outside the institutions there should be support from businesses to mentor student entrepreneurs and government policy makers to promote student entrepreneurs.
The paper aimed to explore how entrepreneurship in South African Higher Education (SAHE) can be used as a development tool to stamp out youth and graduate unemployment. Firstly, the exploration began by defining entrepreneurship, followed by providing entrepreneurship theories to enlighten the issue. Lastly, realities, challenges and development plans in the SAHE context have been conceptualized.
It has been illustrated that entrepreneurship is a phenomenon where there is an entrepreneur who displays a character of creativity and innovation, risk taker, initiator, strategists, decision taking, opportunist and active participant among others in the business. The afore-mentioned theories also endorse these characteristics. These theories ranges from Cantillon with innovation; Marshall with innovation in perfect competitive markets; Schultz bringing markets to equilibrium with grabbing opportunities; Kirzner with competition, opportunities and risk taking; Schumpeter with innovation, risk taking and make profit; Knight differentiating between risk and uncertainty; biological theory of entrepreneurship to see men as risk takers than women; and entrepreneurship as a social venture made of teams.
In this note, it can be seen that South Africa need graduates that can possess entrepreneurship traits. This could be achieved through the education system by providing entrepreneurial education that can drive to economic development. It is recommended that Universities need to contribute to the development of entrepreneurs by providing entrepreneurship skills (communication skills especially persuasion, creativity skills, critical thinking and assessment skills, leadership skills, negotiation skills, problem-solving skills, social networking skills, time-management skills) in the learning process. This could be achieved by engaging in a number of activities such as:
• Transform South African Universities to be entrepreneurial Universities, by including entrepreneurship studies in the curriculum across faculties. Considerable changes are required in both the content and process of learning offered by Universities is to enable their students develop entrepreneurial skills.
• Create centres of entrepreneurship and innovation; and incubators within the Universities. Centres could even extend the service by providing short courses to communities like TVET colleges and unemployed people in general targeting rural and township communities.
• Allow Universities to have online flexible entrepreneurship programmes to be registered whenever students need to be empowered with entrepreneurship skills.
• Engage in entrepreneurship orientation and awareness programmes to provide information about entrepreneurship and encourage students to consider entrepreneurship as a career.
In conclusion, engaging and exploring entrepreneurship in Higher Education is believed to be a catalyst to create employment, as students can start their businesses while studying. This initiative could sustain businesses as students gained basic skills from their qualifications and entrepreneurship skill. Sustained businesses create employment and can attract investment, which accelerate economic growth and ultimately reduce poverty and inequality.
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This article was originally published on Good On You.
What's better than staying in bed late on a Saturday morning with a good book and a cup of tea? Doing it in fairtrade pyjamas!
ALAS was started when two friends realised they had a shared passion for sustainable fashion and the resources to pull it off. The Sydney-based sleepwear label was founded in 2011 by Kelly Elkin and Betony Dircks who have been friends since university days.
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