Postgraduate Course: Entrepreneurial Leadership (MBA) (CMSE11236)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Course type | Standard |
Availability | Not available to visiting students |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Credits | 10 |
| Home subject area | Common Courses (Management School) |
Other subject area | None |
| Course website |
None |
Taught in Gaelic? | No |
| 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. 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. |
Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
|
Co-requisites | |
| Prohibited Combinations | |
Other requirements | For Business School PG students only, or by special permission of the School. Please contact the course secretary. |
| Additional Costs | None |
Course Delivery Information
|
| Delivery period: 2014/15 Semester 2, Not available to visiting students (SS1)
|
Learn enabled: Yes |
Quota: None |
|
Web Timetable |
Web Timetable |
| Course Start Date |
12/01/2015 |
| Breakdown of Learning and Teaching activities (Further Info) |
Total Hours:
100
(
Lecture Hours 30,
Summative Assessment Hours 20,
Programme Level Learning and Teaching Hours 2,
Directed Learning and Independent Learning Hours
48 )
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| Additional Notes |
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| Breakdown of Assessment Methods (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
|
| No Exam Information |
Summary of Intended Learning Outcomes
Knowledge and Understanding:
¿ Critically evaluate theories and concepts underpinning entrepreneurship.
¿ Understand the relationship between entrepreneurship and value creation and the role of the entrepreneurial leader in driving innovation and growth.
¿ Understand how entrepreneurial leaders adapt elements of the entrepreneurial process to a variety of business and organisational contexts.
Cognitive and Subject Specific Skills:
¿ Apply entrepreneurial theory to real world organizations and opportunities.
¿ Assess critically where and how entrepreneurial behaviour and actions can be applied in different business contexts.
¿ 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 and establish and develop an entrepreneurial opportunity.
Transferable Skills:
¿ Scholarship and desk research skills, and the ability to assimilate, communicate and present critical evaluations.
¿ Further develop skills associated with working effectively in groups.
|
Assessment Information
Group Assignment - 50%
Individual Assignment - 50% |
Special Arrangements
| None |
Additional Information
| Academic description |
Not entered |
| Syllabus |
What is entrepreneurial leadership? Innovation and creativity in entrepreneurial organizations. Entrepreneurial leadership in diverse contexts: family business, social and sustainable entrepreneurship. Corporate entrepreneurship and strategic venturing. Entrepreneurial growth strategies. Leading the entrepreneurial process: opportunity recognition and opportunity assessment; entrepreneurial finance; entrepreneurial culture and leadership.
This course utilizes multiple learning modes, including: lectures, independent reading, primary research, group discussion, case analysis and exposure to practice through applied projects and live mini-case studies from guest practitioners. |
| Transferable skills |
Not entered |
| Reading list |
Not entered |
| Study Abroad |
Not entered |
| Study Pattern |
Not entered |
| Keywords | Not entered |
Contacts
| Course organiser | Prof Richard Harrison
Tel: (0131 6)51 5549
Email: R.Harrison@ed.ac.uk |
Course secretary | Miss Kate Ainsworth
Tel: (0131 6)51 3854
Email: Kate.Ainsworth@ed.ac.uk |
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