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DRPS : Course Catalogue : Business School : Common Courses (Management School)

Postgraduate Course: The Entrepreneurial Manager (MSc) (CMSE11090)

Course Outline
SchoolBusiness School CollegeCollege of Humanities and Social Science
Course typeStandard AvailabilityAvailable to all students
Credit level (Normal year taken)SCQF Level 11 (Postgraduate) Credits15
Home subject areaCommon Courses (Management School) Other subject areaNone
Course website None Taught in Gaelic?No
Course descriptionA 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. 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. To start a successful business, an entrepreneur must exercise motivation as well as enterprising and managerial skills. He or she requires access to resources to grow the business; not just investment but social resources as well. Overall success is not just related to the nature of market opportunities but to the entrepreneurial and managerial motivations and 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. Many of these new lines of value arise from the activities of entrepreneurs within the organisation (intrapreneurs) or through the vision of entrepreneurial senior managers or leaders. New companies commonly spin out of large organisations. How larger firms can encourage innovation and entrepreneurship, and yet retain control, remains a major challenge to modern companies.

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. Social entrepreneurship has become an important field of management in recent years.

The course includes an introduction to entrepreneurship and business venturing and also examines entrepreneurial managerial processes associated with identification, resources, and management of opportunity exploitation. The course also examines how entrepreneurial organisations can be created, enhanced, managed and resourced.
Entry Requirements (not applicable to Visiting Students)
Pre-requisites Co-requisites
Prohibited Combinations Other requirements None
Additional Costs None
Information for Visiting Students
Displayed in Visiting Students Prospectus?No
Course Delivery Information
Delivery period: 2011/12 Semester 2, Available to all students (SV1) WebCT enabled:  No Quota:  None
Location Activity Description Weeks Monday Tuesday Wednesday Thursday Friday
No Classes have been defined for this Course
First Class First class information not currently available
No Exam Information
Summary of Intended Learning Outcomes

Subject specific knowledge and skills
By the end of the course, students will have had the opportunity to:

1. Reflect upon and critically evaluate theories and concepts underpinning entrepreneurship more widely;
2. Understand the relationship between entrepreneurship and value creation and how entrepreneurial managers drive innovation and growth;
3. Understand how entrepreneurial managers adapt elements of the entrepreneurial process to a variety of business and organisational contexts; and
4. Work in a team-based environment to take on the role of entrepreneurial managers and critically assess and establish and develop an entrepreneurial opportunity.

The course will also emphasise the importance of entrepreneurial management styles and techniques in both small and large organisations. The knowledge learnt will enable students to critically examine and question more traditional approaches to the study of management.

Cognitive Skills:
By the end of the course students will have developed or enhanced:
1. Scholarship and desk research skills;
2. The ability to assimilate, communicate and present critical evaluations of relevant sources of information; and
3. The application of entrepreneurial theory to real world organizations and opportunities.

Key Skills:
On completion of the assessed coursework students should have enhanced:
1. The ability to work in groups; and
2. Presentation and communication skills.

Subject Specific Skills:
On completion of the assessed course work, students should have enhanced their ability to:

1. Assess critically where and how entrepreneurial behaviour and actions can be applied in different business contexts;
2. Analyse and consider different business situations where entrepreneurial opportunities are present or possible;
3. Manage or advise on the key elements for identifying and exploiting an entrepreneurial opportunity; and
4. Account for the relevant business and organisational context in undertaking entrepreneurial behaviour and activity.
Assessment Information
Individual essay assignment 20%

Group project written report 50%

Presentation of report 10%

Individual case study: profiling a successful entrepreneurial manager 20%

Special Arrangements
Additional Information
Academic description Not entered
Syllabus Not entered
Transferable skills Not entered
Reading list Not entered
Study Abroad Not entered
Study Pattern Not entered
KeywordsNot entered
Course organiserMr Adam Bock
Tel: (0131 6)50 8246
Course secretaryMr Stuart Mallen
Tel: (0131 6)50 8071
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