Postgraduate Course: Entrepreneurial Management and Leadership (CMSE11311)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 15 |
ECTS Credits | 7.5 |
| Summary | This course will address how the entrepreneurial process is managed to create value and role of the entrepreneurial leader in that process. |
| Course description |
A fundamental outcome of entrepreneurship is the creation of new value, usually through the creation of new products and services which may lead to the creation of a new business entity and the reinvigoration of existing organisations. The objective of this course is to demonstrate and understand that exploiting a new opportunity is a process that can be planned, resourced, and managed. In leading the value creation process, an entrepreneur must exercise motivation as well as enterprising and leadership skills. He or she requires access to resources to grow the new venture; not just investment but also social resources. Success is not just related to the nature of market opportunities but to the entrepreneurial and leadership skills of the entrepreneur. The course demonstrates the relevance of entrepreneurship in large organisations and analyses how it can be integrated into more familiar approaches of corporate management. Many large firms have to react to new market opportunities, and have to develop mechanisms to develop new products and services and respond to new sources of competition. Many of these new lines of value arise from the activities of entrepreneurs within the organisation or through the vision of entrepreneurial leaders. New companies often spin-out of large organisations. How larger firms can encourage innovation and entrepreneurship, and yet retain control, remains a major challenge. The need to be entrepreneurial is also strong in modern, large, non-business organisations. Many are forced to raise more funds as their existing public funds are insufficient. There is also recognition that governments cannot underpin all good causes. This has motivated many caring entrepreneurs to start charities of their own, some of which from small beginnings have grown into major world organisations.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Course Delivery Information
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| Academic year 2017/18, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Semester 2 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
150
(
Lecture Hours 20,
Seminar/Tutorial Hours 10,
Summative Assessment Hours 67,
Other Study Hours 50,
Programme Level Learning and Teaching Hours 3,
Directed Learning and Independent Learning Hours
0 )
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| Additional Information (Learning and Teaching) |
Independent prepartory readings for lectures and case studies
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| Assessment (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Group Assignment (2,500 words - 50%): Organisational entrepreneurial leadership case study
Individual Assignment (2,000 words - 50%): Profiling an entrepreneurial leader |
| Feedback |
Not entered |
| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
- Critically evaluate theories and concepts underpinning entrepreneurship
- Apply entrepreneurial theory to real world organisations and opportunities
- Assess critically where and how entrepreneurial behaviour and actions can be applied in different business contexts
- Understand and critically assess the relationship between entrepreneurship and value creation and the role of the entrepreneurial leader in driving innovation and growth
- Understand and critically discuss how entrepreneurial leaders adapt elements of the entrepreneurial process to a variety of business and organisational contexts
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Reading List
ESSENTIAL READING
Clifton, J and Bharadwaj, S (2014) Entrepreneurial Strengths Finder, New York: Gallup Press
RECOMMENDED READING
Bessant, J and Tidd, J (2007) Innovation and Entrepreneurship, London, Wiley.
Burns, P (2008: 2nd edition) Corporate Entrepreneurship: Building an Entrepreneurial Organization, Palgrave Macmillan.
Stokes D, Wilson N, Mador M (2010) Entrepreneurship, Cengage Learning: London.
Timmons, JA, and Spinelli, S (2009) New Venture Creation: Entrepreneurship for the 21st Century, 8th edition, New York, NY, McGraw-Hill/Irwin.. |
Additional Information
| Graduate Attributes and Skills |
Cognitive and Subject Specific Skills:
-Analyse and consider different business situations where entrepreneurial opportunities are present or possible;
-Manage or advise on the key elements for identifying and exploiting an entrepreneurial opportunity;
-Account for the relevant business and organisational context in undertaking entrepreneurial behaviour and activity;
-Work both independently and in a team-based environment to take on the role of entrepreneurial leaders and critically assess entrepreneurial opportunities.
Transferable Skills:
¿ Scholarship and desk research skills, and the ability to assimilate, communicate and present critical evaluations;
¿ Skills associated with working effectively in groups. |
| Keywords | EI-EML |
Contacts
| Course organiser | Prof Richard Harrison
Tel: (0131 6)51 5549
Email: |
Course secretary | Mrs Yvonne Sanderson
Tel: (0131 6)51 5333
Email: |
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