Entrepreneurship Skills — Class 9 CBSE Employability Skills: 18 MCQs with answers

A learnable set of behaviours that can be practised

The module treats entrepreneurship as a learnable set of behaviours — spotting opportunities, planning, taking calculated risks, and organising resources — not as a flash of genius or an inborn talent.

Converts an idea into a venture that creates value

The key definition is value creation through a venture — usually by offering a product or service people are willing to pay for. Earning a fixed salary describes an employee, not an entrepreneur.

Drawing a fixed monthly salary

The four functions are idea generation, planning and organising, risk-taking, and managing and growing. A fixed monthly salary belongs to the employee role, not to the entrepreneur's functions.

Idea generation

Noticing a problem or unmet need is idea generation, the first function. Planning, risk-taking, and managing growth come after the idea exists.

True

Entrepreneurship is included in the CBSE Class 9 Employability Skills curriculum as a core skill area.

Because a new problem during growth sends the entrepreneur back to idea generation

The functions are connected and cyclical. When a new problem appears during growth, the entrepreneur often returns to idea generation, so the cycle repeats instead of ending.

A calculated risk that reduces the downside

Successful entrepreneurs take calculated risks — they weigh gain against possible loss and try to reduce the downside. Starting online or from a small stall instead of a large shop is exactly that.

Entrepreneur bears business risk; employee has limited personal risk

The comparison table in the chapter shows the entrepreneur bears business risk and makes independent decisions, while the employee earns a fixed salary and works within an assigned role with limited personal risk.

II and III only

Statement I is false — owning a shop is only one form. Entrepreneurship also includes services, digital ventures, and social enterprises, so statements II and III are both correct examples.

Both A and R are true, but R does not explain A.

Both statements are true: the misconception about large capital is real, and starting small is indeed the smart route. But R is a separate fact about low-cost starts; it does not explain why the misconception exists.

Identify a need → validate → plan → arrange resources → launch small → review

The chapter lists the sequence as: identify a need, validate the idea, plan, arrange resources, launch small, then review and improve. Each step reduces uncertainty before the next commitment.

To prepare learners to be job creators, not only job seekers

The chapter states directly that including entrepreneurship prepares learners to be job creators, not only job seekers. It sits alongside communication, self-management, and digital literacy rather than replacing them.

Identifying a need, planning, and taking a small risk

Organising a class event and managing a small budget involves identifying a need, planning, and taking a small risk — the same core as entrepreneurship, as the chapter's 'where you already use it' section explains.

Use the feedback to refine the product and improve it

The 'review and improve' step uses feedback from early customers to refine the product or service. Ignoring feedback or closing the venture would not follow the chapter's guidance.

It lets the entrepreneur test the idea and learn from real customers before committing more

A low-cost start reduces risk and allows the idea to be tested with real customers, so growth happens only when demand is proven. It does not guarantee profit, remove planning, or eliminate risk entirely.

Both A and R are true, and R correctly explains A.

The chapter states that entrepreneurship sits alongside communication, self-management, and digital literacy, and explains the connection directly: an entrepreneur must communicate a vision, manage time and money, and use digital tools. So R is the reason A is true.

Plan and estimate costs, price, and a simple budget.

After validating the idea, the next logical step is to plan and estimate costs, price, and a simple budget. This step is crucial to ensure that the venture is financially viable before launching.

It will help them identify potential risks and opportunities, allowing for informed decision-making.

A SWOT analysis helps entrepreneurs identify potential risks and opportunities, which allows for more informed decision-making. It does not guarantee success or eliminate uncertainties but provides a clearer understanding of the business landscape.