MA Entrepreneurial Management

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Postgraduate Certificate in Entrepreneurial Management

Postgraduate Diploma in Entrepreneurial Management

MA Entrepreneurial Management

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Rationale

Overview

Learning Outcomes

Programme Structure

Postgraduate Certificate in Entrepreneurial Management
Postgraduate Diploma in Entrepreneurial Management
MA Entrepreneurial Management

Teaching and Learning Resources

Learner Support

Related Programmes and Workshops

Entry Requirements

Duration

Assessment Strategy

Assessment Regulations

Recognition of Prior Learning Achievement

Recommended Texts

Resources

Case Studies

Learning Centres

Entrepreneurial Management

Rationale

Entrepreneurship is the act of being an entrepreneur, which can be defined as "one who undertakes innovations, finance and business acumen in an effort to transform innovations into economic goods". This may result in new organizations or may be part of revitalizing mature organizations in response to a perceived opportunity. The most obvious form of entrepreneurship is that of starting new businesses (referred as Startup Company); however, in recent years, the term has been extended to include social and political forms of entrepreneurial activity. When entrepreneurship is describing activities within a firm or large organization it is referred to as intra-preneurship and may include corporate venturing, when large entities spin-off organizations.

According to Paul Reynolds, entrepreneurship scholar and creator of the Global Entrepreneurship Monitor, "by the time they reach their retirement years, half of all working men in the United States probably have a period of self-employment of one or more years; one in four may have engaged in self-employment for six or more years. Participating in a new business creation is a common activity among U.S. workers over the course of their careers." [2] And in recent years has been documented by scholars such as David Audretsch to be a major driver of economic growth in both the United States and Western Europe.

Entrepreneurial activities are substantially different depending on the type of organization that is being started. Entrepreneurship ranges in scale from solo projects (even involving the entrepreneur only part-time) to major undertakings creating many job opportunities. Many "high value" entrepreneurial ventures seek venture capital or angel funding (seed money) in order to raise capital to build the business. Angel investors generally seek annualized returns of 20-30% and more, as well as extensive involvement in the business.[3] Many kinds of organizations now exist to support would-be entrepreneurs, including specialized government agencies, business incubators, science parks, and some NGOs. In more recent times, the term entrepreneurship has been extended to include elements not related necessarily to business formation activity such as conceptualizations of entrepreneurship as a specific mindset (see also entrepreneurial mindset) resulting in entrepreneurial initiatives e.g. in the form of social entrepreneurship, political entrepreneurship, or knowledge entrepreneurship have emerged.

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What is entrepreneurial management?

Discussions About Entrepreneurial Management

The adjective “entrepreneurial” is used in a host of varying contexts and embodies a wide variety of meanings and implications. For instance, “entrepreneurial knowledge,” as J.J. Kao points out in The Entrepreneurial Organization, can be referred to the concepts, skills, and mindset associated with operating large corporations with greater flexibility, innovation, and responsiveness.

However, for our discussions, entrepreneurial knowledge is restricted to the concepts, skills, and mindset that individual business owners must employ in the process of starting and operating high-growth-potential ventures.

Enabling Education Entrepreneurship in India

Entrepreneurial Management vs. Corporate Management

In their book, Entrepreneurship, Robert Hisrich and Michael Peters say that managing a new venture differs from managing an existing operation along five key management issues:

- strategic orientation
- commitment to opportunity
- commitment of resources
- control of resources
- management structure

The entrepreneurs born with these management skills come from a rare breed of people with intelligence, great heart, and creative skills. They are visionary and self-confident, good communicators with unlimited energy, and have a strong passion for what they do.

Fortunately for those of you who were not born blessed with these skills running through your blood, we know that the most critical skills in launching and running a new venture can be learned. We will teach you some of the most important ones.

Entrepreneurs are directly involved in the dynamic, and very complex, interrelationship between financial management and business strategy. This is the significant difference that sets entrepreneurial management apart from all business management practices. In almost all cases, the person making the decisions has personal risk at stake.

The worst-case scenario for folks “at work” is getting fired. The worst case for entrepreneurs is losing their home, personal credit, and lifestyle, as well as the destruction of family relationships.

Read more ...

Entrepreneurial Management Programme provides a comprehensive analysis of entrepreneurship by integrating academic theory with the day to day realities that entrepreneurs may encounter. The modules contain the latest research developments as well as practical issues, examples, and real-life case studies throughout the programme to reinforce the learning process.

The programme is for anyone interested in starting a business, working within an entrepreneurial company, or using entrepreneurial ideas to revitalize a larger company.

The programme explores opportunities in new and established business contexts. It identifies business opportunitities and threats, obtaining funding, developing and launching an opportunity, growing the business and harvesting the rewards, and considers how entrepreneurial initiatives can make a difference in business and society.

To be effective, entrepreneurial managers need to have an in-depth understanding of the ongoing challenges in all key functional areas such as marketing, finance, operations, human relations, MIS and R&D.

Consequently, the programme builds on and makes use of the knowledge developed in the ealier stages and the participants' experience in discussions, tutorials and workshops. The programme is not aiming to produce 'Jacks of All Trades, instead, the main objective is develop entrepreneurial managers with a distinct set of skills, perspectives, and insights about the business problems and opportunities confronting the total enterprise. Therefore, participant are expected to combine knowledge from the individual modules and the learning environment itself, including self-directed study and learning from each other.

The new material presented in classroom and forum discussions, tutorials and workshops will develop and strengthen the participants' sophisticated analyses and problem solving skills to enable them to pursue opportunities in today’s fast-paced, global, and highly competitive business environment.

Student Perception of Entrepreneurs: A Cultural Perspective

Overview

The programme has been designed to:

1. assist participants to acquire a systematic and coherent body of knowledge in management and entrepreneurship, the underlying principles and concepts and problem solving techniques to deal with the complex issues that arise from these businesses;

2. develop in participants the academic skills and attitudes necessary to comprehend and evaluate information, management and entrepreneurial concepts from a range of perspectives; and develop in participants the ability to review, consolidate,

3. extend and apply the knowledge and techniques learnt to real organisational and entrepreneurial situations and evidence from a range of sources.

Learning Outcomes

Knowledge

After completing the programme, students should be able to

understand the main theories and concepts of the entrepreneur
discuss the application of these theories and concepts to attempts to research the personality of the entrepreneur
discuss some of the social and environmental factors that influence the extent of entrepreneurship
discuss the association between entrepreneurial activity and economic growth
describe the factors that account for the increased importance of small firms in modern economies
discuss the importance of alternative sources of finance for entrepreneurs, small and medium-sized enterprises
appreciate and account for the importance of bank finance as a source of external finance for entrepreneurs and small firm owners.
discuss the nature of the equity gap for small firms’ finance
define innovation in the context of the entrepreneurship process
describe factors that affect the adoption of ICT by entrepreneurs and small firms
discuss the strengths and weaknesses of the main entrepreneurial growth theories
describe how different cultures can affect entrepreneurial activity
discuss how all entrepreneurs are affected by the global economy
discuss the importance of different factors that affect the business creation process
describe the importance of strategic planning for the successful development of a business
discuss social, economic and market research processes

Skills

After completing the programme, students should be able to:

develop and evaluate a realistic budget and business plan
develop and manage stategies for entrepreneurial company's operations, accounting and finance, marketing, human resource,
R & D, including the utilisation of e-business and trading on the Internet
advise an entrepreneur on requirements of potential sources of finance
undertake social, economic and market research

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Teaching and Learning Resources

Induction Week

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Certificate in Entrepreneurial Management

Core Modules

Optional Modules

Diploma in Entrepreneurial Management

Core Modules

Optional Modules

MA in Entrepreneurial Management

Related Workshops

Entry requirements

For admission into the Certificate in Entrepreneurial Management course, applicants must:

1. have gaine a BA or equivalent level degree from a recognised university or college of higher education. For an advanced entry status, a Business/Management Foundation Certificate recognised and accepted for Accredition of Prior Learning Achievement (APLA) by the host institution and its validating Partner University if applicable, may be required

and

2. have an innovative or entrepreneurial project which could be private sector/public sector/community based, or have access to a company or organisation in which he/she can undertake the workplace project components of the course.

1. be a mature student (21 or over) with a minimum of 3 years of relevant administrative, managerial or professional work experience and have an innovative or entrepreneurial project which could be private sector/public sector/community based, or have access to a company or organisation in which he/she can undertake the workplace project components of the course.

For admission into the Diploma in Entrepreneurial Management course, applicants must:

1. have gained the Certificate in Entrepreneurial Management Course or equivalent,

and

2. have an innovative or entrepreneurial project which could be private sector/public sector/community based, or have access to a company or organisation in which he/she can the workplace project components of the course,

1. be of 21 year or over of of age - Mature Student with a minimum of 3 years of relevant administrative, managerial or professional work experience and have an innovative or entrepreneurial project which could be private sector/public sector/community based, or have access to a company or organisation in which he/she can undertake the workplace project components of the course.

For admission into the MA Entrepreneurial Management course at a recognised participating university or a college of higher education, applicants must:

1. have gained the Diploma in Education or equivalent acceptable to the awarding institution, and

2. have an innovative or entrepreneurial project which could be private sector/public sector/community based in the host country, or have access to a company or institution in the host country where he or she can undertake the integrated entrepreneurial project component of the course.

Duration

The duration of the 3-course programme above 18 months of full-time or 3 years of part-time study. The course can also be delivered in an accelerated mode with appropriate APLA gained from successful completion of the Business Foundation Certificate.

Assessment Strategy

Assessments for each subject will normally include

20% 1 written individual assignments

20% 1 group assignment

60% Workplace Project

Accreditation of Prior Learning Achievement

APLA is normally granted to participants who have completed relevant subject/s at an acceptable level at a recognised university or college of higher education.