Mise-en-scene comes from the French term of creating a reality of a film very
well. It translates to ‘what is placed in the frame’. Everything that we see on
screen has been deliberately put there to make the meaning - the furniture wesee in a room or the costume that a character is wearing, or something moresubtle such as the make-up that an actor wears.Things included in Mise-en-scene:
Settings and props
Costume, hair and make-up
Facial expression and body language
Lighting and colour
Position of characters and objects within a frame
This is where the action of the film is taking place. They can help usunderstand when and where the film is set. Seeing the same character indifferent settings can also change our understanding of both the plot and alsothe character. Setting can also suggest the genre, or type, of film - romance,comedy, thriller etc.
Props can be can be used to convey a general sense of the period that thefilm was set in. for example the props can highlight what decade the filming isin.
Costume, hair and make
can be key ingredients in signalling to theaudience what time period the film is set in, the status of the characters, aswell as other character information.Make-up can be used in different ways to create meaning. It may be used to
make the characters look ‘natural’ under the studio lighting. Or it may be used
as part of the iconography of the genre.
Facial expression and body language
is based on the relationship betweenthe actor and the director. The director decides what type of emotion theywish the actor to portray and asks the actor to walk or behave in a particular way.
Lighting and Colour -
Lighting can also be used to draw our attention to a
particular character’s actions, a significant object, or a particular part of a
location or frame. Colours can be used to signify certain feelings or emotions.
Positions of characters and objects within a frame
help us understandwhen something significant is happening.
Intrapreneurial strategy-making (ISM) is a generative process through which risky, innovative ideas are created in a dynamic manner and then implemented by employees. Dess et al. (1997) describe strategy-making as ‘‘a process that involves the range of activities that firms engage in to formulate and enact their strategic mission and goals’. Firms use a variety of approaches during the process of strategy-making.
The intrapreneurial mode of strategy-making implies independent behavior by innovative employees who are encouraged and sponsored by top management to experiment and take risks with, for example, product/service ideas. ISM can be described as a mode of strategy-making in which innovative employees come up with new ideas for products, services or processes which are entrepreneurial in nature, and which therefore emerge from within the firm.
Some firms prefer rational, more formal approaches, while others prefer the informality of participation between employees during their strategy-making process. Firms also often use different processes in different situations; for example, different processes in different business units or at different stages of their life cycle. The rational, formal strategy-making processes which were so popular with researchers and managers 40 years ago therefore seem less important nowadays and have been replaced by the recognition that firms will approach strategy-making in ways that best suit their unique circumstances. Several approaches to strategy-making have been described in the literature. These include the rational, adaptive, entrepreneurial, participative, symbolic, simplistic, transactive, command and political modes.
Most studies that investigate strategy-making behavior in small firms, agree that these firms do not engage in rational or formal strategy-making. Firm size has been found to influence strategy-making and firm performance. The general consensus is that larger firms are more likely to use rational processes while smaller firms are more likely to use adaptive or entrepreneurial processes or no strategy-making at all. Although ISM is hypothesized to exist in small firms and to contribute to performance in these firms, it is hypothesized that it will contribute more to performance in larger small firms with more resources.
Source: Martie-Louise Verreynne and Denny Meyer, MODELING THE ROLE OF INTRAPRENEURIAL STRATEGY-MAKING IN SMALL FIRM PERFORMANCE (https://espace.library.uq.edu.au/view/UQ:134154/ISMfinal.pdf)
Today’s managers, faced with rapidly changing and fast-paced competitive environments, arechallenged to manage a wide variety of discontinuities and disruptions. To cope with such challenges, existing largerfirms are increasingly turning to corporate entrepreneurship as a means of growth and strategicrenewal. The decision to adopt intrapreneurship must be considered astrategic choice.
As the entrepreneurial behaviour of individuals will take place in the existing firm, the entrepreneurialorientation will be termed intrapreneurial orientation.
The five key dimensions underlying theintrapreneurial orientation are:
- autonomy - independent action and self-direction
- innovativeness - new ideas, experimentation and creativity
- risk-taking - venturing into uncertainty and committing assets
- pro-activeness - acting in anticipation of future problems or needs
- competitive aggressiveness - strongly challenging competition to achieve entry or improve position.
Today’s managers, faced with rapidly changing and fast-paced competitive environments, are challenged to manage a wide variety of discontinuities and disruptions. To cope with such challenges, existing larger firms are increasingly turning to corporate entrepreneurship as a means of growth and strategic renewal. The decision to adopt intrapreneurship must be considered a strategic choice.
As no scale could be found to appraise the current intrapreneurial orientation of employees, the following composition for an intrapreneurial orientation scale was developed, based on the entrepreneurial orientation scales:
1. A culture of innovation
2. Ability to identify new opportunities
3. A high rate of new ideas introduction
4. An initiative, pro-active posture
5. A propensity to take risk
6. A competitive posture
7. When faced with risk, an aggressive, bold posture is adopted
8. A tendency to engage in strategic planning activities
9. An ability to persevere in making a vision a reality
Source: Hanelize Jacobs & Stephen Kruger, ESTABLISHING AN INTRAPRENEURIAL ORIENTATION AS STRATEGY:
A FRAMEWORK FOR IMPLEMENTATION
‘Cultivating’ entrepreneurs within!
According to the Organization for Economic Cooperation and Development, only about 7% of the U.S. population can accurately be defined as an entrepreneur amongst the employed. Does that mean that only those who are on their own can embody the skills of entrepreneurialism? Not at all.
In fact, a growing trend in many corporate cultures is to foster their own internal entrepreneurial, or intrapreneur, programs with their current employees. An intrapreneur program is something you can adapt for your organization and it can be a great thing for both your employees and your business.
Here are five key strategies for cultivating intrapreneurs on your own team.
1. Actively Promote Conversations
Entrepreneurialism thrives on ideas and innovation born out of conversations. If you want to start encouraging intrapreneurs within your ranks, give them the dedicated space and structure to have the right kind of conversations.
Uninterrupted time to tackle problems in small, highly functioning teams can be a great chance to creatively problem solve without the pressure of worrying about corporate hierarchy or oversight, which tends to stifle innovative exchanges.
How big of a hindrance to progress can corporate hierarchy really be for employees? The top three reasons people listed for leaving their jobs were split between:
Disliking their boss
A lack of empowerment
Feeling frustration over internal politics
If someone finds internal politics challenging enough that they’re willing to quit their job, imagine how powerfully those structures might be impeding innovation within your current ranks?
This isn’t to say all staff members on your team are capable or have the desire for intrapreneurial tasks, but it can foster a feeling of empowerment for those who express interest and identify themselves as being up to the challenge. It can encourage conversations and innovation within your team outside of the traditional organizational structure.
In hierarchal meetings, subordinates with great ideas may not chime in if they feel it will risk a backlash or if there’s a perception it’s outside of their position’s jurisdiction. Open up the conversations on a non-hierarchal track so ideas at all levels can come to light as a part of your dedicated intrapreneur track.
2. Act on Ideas
Ideas are great, but ideas without action aren’t going to get you very far. The next step in a strategy that promotes intrapreneurship is to dedicate an appropriate amount of resources in the form of time, budget and skill from your team to properly start to act on the best innovations.
Many large companies like ATT, LinkedIn and Google have their own internal incubator programs to foster innovation and give their employees the structure and power to act on those ideas. A surprising innovation incubator example you may want to emulate comes from Whirlpool.
Huffington Post reports that Whirlpool claims most of their ideas come from structured ideation sessions and that they open up the idea process to all employees who want to contribute. “Employees follow a specific ideation process that goes as follows: idea generation, basic business case formation, competition for the development of the idea, testing and experimentation, and finally, large-scale commercialization,” says the article.
This is a great way to provide structure and guidance while allowing employees to bring innovation forward and into actualization. Consider what structure you could lay out to formalize an intrapreneur incubator program at your organization if there isn’t a structure in place already. You’ll need to formalize the plan to bring it to executives for approval, as well as explain it to employees, so get a good framework prepared in advance.
3. Allow for Failure and Risks
Entrepreneurship is all about risks and learning from failures. You absolutely must have a corporate culture and policy that allows for failures and you must be willing to allow your employees to take certain kinds of risks if you want your intrapreneurship program to be successful.
Maintain a degree of accountability, and understand that every successful venture requires risk and will encounter some degree of failure. Employees need to be empowered to take those risks.
4. Give Real Ownership
With a great program comes great responsibility. By giving your employees the option of participating in an intrapreneurship program and allowing them to make decisions, you’re also giving them accountability and real ownership over their ideas.
They should be accountable for basic business structure, logic and sound decision making that goes into their ideas to really have ownership. Like the structure of the Whirlpool program, ask those with great ideas for innovations to come up with a formal business case formation for their idea.
Challenge them to pitch and present in competition for the development of their idea and consider milestones and checkpoints for progress. Just as an entrepreneur would need to formally pitch and organize their thoughts for funding or financial backing, you can encourage ownership and big-picture thinking by requiring a formal process for your intrapreneurship program.
This can result in greater job satisfaction for your employees, personal as well as professional growth for them, and potentially innovative solutions for your company.
5. Reward Innovation
In the previously cited Forbes article, another top reason employees claimed was the catalyst for their quitting was a lack of recognition or reward for a job well done. To truly make a program of innovation work, consider how to reward your intrapreneurs when their hard work results in something great for the business.
Innovation Excellence supports this theory explaining that today’s most innovative companies like Dreamworks and Google build rewards into their intrapreneurship programs to foster the continuation of great ideas. These can range from financial incentives and company options or shares to less tangible rewards like the opportunity to name products or services they’ve been responsible for creating.
The range of rewards will vary depending on the contribution and your business’s bottom line, but consider a variety of tiers for rewards to show your intrapreneurs that they are appreciated
As the entrepreneurial behaviour of individuals will take place in the existing firm, the entrepreneurial orientation will be termed intrapreneurial orientation.