| Module Code: |
H9ENMAN |
|
Long Title
|
Enterprise Management
|
|
Title
|
Enterprise Management
|
| Module Level: |
LEVEL 9 |
| EQF Level: |
7 |
| EHEA Level: |
Second Cycle |
| Module Author: |
Nicole Gross |
| Departments: |
School of Business
|
| Specifications of the qualifications and experience required of staff |
|
| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Appraise how entrepreneurs operate and consider the entrepreneurial mind-set needed to create and develop a new enterprise |
| LO2 |
Demonstrate how the characteristics of entrepreneurial management can affect the strategy for managing the new or growing enterprise |
| LO3 |
Analyse complex and advanced entrepreneurship and enterprise theories in the development of an appropriate business plan |
| LO4 |
Develop an integrated perspective of the process involved in the successful creation of a new enterprise |
| LO5 |
Evaluate the commercialisation potential of new products, processes and services, and appreciate the intellectual property rights procedures associated with business and the commercialisation of new technologies, products, and processes |
| LO6 |
Analyse the competitive business environment, and determine, analyse and assess the entrepreneurial opportunity |
| LO7 |
Acquire, analyse and interpret the financial challenges that are essential to effective enterprise creation and development |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
|
| No recommendations listed |
Co-requisite Modules
|
| No Co-requisite modules listed |
Module Content & Assessment
| Indicative Content |
|
The Role and Impact of the Entrepreneur
• Definitions of an entrepreneur and entrepreneurship from a variety of academic disciplines
• The entrepreneurial mindset
• Theories of the Entrepreneurial Personality
• Characterising the Entrepreneurial Personality
• Understanding and developing entrepreneurial characteristics
• The entrepreneurial perspective in individuals
• Ethics and entrepreneurship
• Creativity and Innovation
|
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The Entrepreneurship process and practice
• Understand the key components of entrepreneurship and the entrepreneurial process
|
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Entrepreneurship in the New Millennium & the Entrepreneurial Revolution
• The entrepreneurial revolution
• The evolution of entrepreneurship
• Corporate entrepreneurship
• The entrepreneurial process
• Emerging trends-Internet and E-Commerce
• Myths of entrepreneurship.
• Approaches to entrepreneurship
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The Entrepreneurial Firm
• Theories of the Entrepreneurial Firm
• Characterizing the New and Developing Firm
• Contemporary Theories in understanding Enterprise Management
• Considering how small firms can gain competitive advantage against large firms
|
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Overview and Context of Enterprise Management
• Overview of Enterprise and Enterprise Management
• Indicators of effective Enterprise Management
• The role of enterprise in economic development and regeneration
• Importance of the Small Business Sector. Definitions of Small Business Size. Size and Shape of the small business sector in Ireland.
• Regional Variations. Consideration of the impact of regional context on enterprise management
|
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Considerations for the Developing Enterprise
• Inside the entrepreneurial mind: from ideas to reality
• Creativity, innovation and enterprise-the business idea
• Forms of Business ownership
• Acquiring and growing an existing business
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Building the entrepreneurial Business Plan: First considerations
• Environmental assessment in entrepreneurship
• Opportunity assessment
• The legal forms of the entrepreneurial organisation
• Financing the entrepreneurial venture
• Entrepreneurial lifecycles
• Succession strategies
|
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Building the entrepreneurial Business Plan: Second stage considerations
¿ Developing a Business Plan template
• Sources of Venture Finance. Sources of Finance-Overview of Issues and Debt Finance.
• Marketing strategy
• Operations Management
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Building the entrepreneurial Business Plan: Third Stage Considerations
• Understanding the value proposition
• Communicating the value proposition
• The elevator pitch
• Presentation of Enterprise Management Plans
|
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Introduction to the Business Simulation Game
• Outlining the game and game tasks
• Creation of the enterprise team
• Introduction to the software
|
| Assessment Breakdown | % |
|---|
| Coursework | 100.00% |
AssessmentsFull Time
| Coursework |
| Assessment Type: |
Project |
% of total: |
35 |
| Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
| Non-Marked: |
No |
Assessment Description:
Learners will be required to identify a practising entrepreneur. They will meet with this entrepreneur and write a short case history of the growth and development of that company. In addition they will look at the nature of planning and management style. The final part of the project will be a short essay which compares theory and practice |
|
| Assessment Type: |
Project (0050) |
% of total: |
50 |
| Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,7 |
| Non-Marked: |
No |
Assessment Description:
Early on the module learners will be given some seed capital to start a small business venture. Over the course of the 6 weeks of the block, they are required to ‘trade’ – to have some transactions with customers. The team must present back to the class at the end of the six weeks and submit an individual report detailing the learning from the process alongside a group business plan. |
|
| Assessment Type: |
Reflective Journal |
% of total: |
15 |
| Assessment Date: |
Week 30 |
Outcome addressed: |
1,2,3,4,5,6,7 |
| Non-Marked: |
No |
Assessment Description:
An individual reflection on the material covered in the module with the insights that it has generated for the learner. The diary will also reflect the learner’s appreciation of entrepreneurial events in the press and media and will contain any thoughts that they might have about their own entrepreneurial ambitions. This reflection will include an action plan that the learner plans to implement based on the insights gleamed from the reflection. This is an integrated assignment with the Enterprise Simulation game. |
|
| No End of Module Assessment |
| Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
|
NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
| Module Target Workload Hours 0 Hours |
| Workload: Full Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
Delivered in block format |
30 |
Per 15 week block |
2.00 |
| Independent Learning |
No Description |
220 |
Per 15 week block |
14.67 |
| Total Weekly Contact Hours |
2.00 |
| Workload: Part Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
Block Delivery |
30 |
Per 15 week block |
2.00 |
| Independent Learning |
No Description |
220 |
Per 15 week block |
14.67 |
| Total Weekly Contact Hours |
2.00 |
Module Resources
| Recommended Book Resources |
|---|
-
Kuratko, D.. (2013), Entrepreneurship; Theory, Process, Practice, 9. Cengage.
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Hisrich, R., Peters, M. and Shepherd, D.. (2012), Entrepreneurship, 9th. McGraw-Hill Higher Education.
| | Supplementary Book Resources |
|---|
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Collins,J.C. and Lazier, W.C.. (1995), Beyond EntrepreneurshipPrentice Hall, Prentice Hall.
| | This module does not have any article/paper resources |
|---|
| This module does not have any other resources |
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