Posted: September 17th, 2017

MANAGING HUMAN CAPITAL AND ENTREPRENEURSHIP

MANAGING HUMAN CAPITAL AND ENTREPRENEURSHIP

Management Human Capital and Entrepreneurship

Individual Assignment
Word limit: 4000 words maximum excluding references(For Tasks 1 & 2)

ASSIGNMENT BRIEF

Attempt both the tasks below:

Task 1- (2000 Words)
According to Cohan, Peter S , 2012, p188 “ Aspiring entrepreneurs should look out for big companies in which to train by following the hungry start-up strategy of big companies as start-up training grounds?”.
Using relevant literature critically analyse this statement and examine whether training strategies are useful for aspiring entrepreneurs. Using relevant examples, discuss, debate and substantiate whether the implementation of such training strategies can enable an individual to become an entrepreneur.
Please ensure that your assignment follows this structure:
A table of contents
A list of figures and/ or list of tables where appropriate
Introduction -( 10 marks -300 words)
Literature Review-& Critical Analysis (70 marks -1400 words)
Conclusions- -( 10 marks -300 words)
References / Presentation – 10 marks
Bibliography
Appendices if appropriate

Task 2 – Individual Written Presentation 2000 Words-
Develop an effective business plan for launching a new product and obtaining financial and managerial support from potential backers. Explain the key issues that you would highlight and emphasise in a presentation of your business concepts including the questions that you would expect from potential investors and your considered answers to them. Students are also required to submit Ten power point slides of this business plan in the Appendix.
Assessment Criteria, word limit and the breakup of marks

Business Description – Should provide the background and history of the business.  Also contain the goals as well as the product or services description being proposed. It also discuss the supplier information, agreements and ownership structure and legal considerations. 10 marks- 400 words
Business Opportunities – Should contain the potential customer, geographical area, business competitors. 10 marks- 400 words
Marketing Strategy – Should present the costing and pricing, sales projection, and marketing plan. 10 marks- 400 words
Business Operations – Should include the operational function, services offered, and personnel. 10 marks- 400 words
Finances – To include the revenue, expenses, and financial projections. 10 marks- 400 words

Guidelines for undertaking the proposal / Assessment criteria

Task 1 (2000 words)- 50%

Your analysis must be grounded in appropriate academic literature and must provide clear evidence of independent critical evaluation. (50%) 2000 words- 50 marks

Task 2 (2000 words for individual written presentation) -50%
You are required to identify critical issues that would generate interest. For example:
Business Description – Should provide the background and history of the business.  Also contain the goals as well as the product or services description being proposed. It also discuss the supplier information, agreements and ownership structure and legal considerations. 10 marks- 400 words
Business Opportunities – Should contain the potential customer, geographical area, business competitors. 10 marks- 400 words
Marketing Strategy – Should present the costing and pricing, sales projection, and marketing plan. 10 marks- 400 words
Business Operations – Should include the operational function, services offered, and personnel. 10 marks- 400 words
Finances – To include the revenue, expenses, and financial projections. 10 marks- 400 words
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Module Learning Outcomes to be Assessed:-
Upon successful completion of task 1 the students will be able to:
Identify, determine, and critically evaluate the factors which may contribute to the success or failure of a new venture including the management abilities, skills and contexts which may contribute to this success.
Critically consider the relationships which may exist between management knowledge, entrepreneurship and new venture development and the complexity of factors which contribute to new business development
Determine, and identify the critical tasks to be accomplished within new venture life cycles, including the challenges and opportunities faced at each stage of the venture. (e. g. management thinking, concept; prototype; test; scanning: start-Up; early growth; penetration developments; continuation of success; re-positioning; contingency planning, financial and HRM contexts of management)

Upon successful completion of task 2 the students will be able to:
Evaluate and critically analyse the relationships which may exist between knowledge, entrepreneurship and new venture development and the complexity of factors which contribute to new business development
Identify and determine the necessary financial and non-financial resources available for new ventures; the criteria used to screen and evaluate proposals, their attractiveness and risk, and know how to obtain start-up and early growth capital and develop an integrated plan for new venture development (including financial projections for start-up ventures).
Apply models for the screening of new ventures/opportunities to live start-up concepts and ideas, and subsequently develop a live case business plan suitable for presentation to investors and industry participants.

Marking Scheme for Task One

Marking Scheme for Task One

GRADING CRITERIA

MODULE DESCRIPTOR
Module : Managing Human Capital and Entrepreneurship

Module Leaders : Mr David Hall & Dr. Rajendra Kumar

1. Aim(s)
The module aims to:-

Enable the student to examine, reflect on and critically analyse theories and practices relevant to management and entrepreneurship including individual and team-group learning; reflective self-managed learning practices; the facilitation of the learning environment; psychology models and managing people in a variety of settings and cultural contexts.
Provide a critical introduction to the business concepts, personal development, and process skills which are needed to be successful in an entrepreneurship/small business venture.
Develop and encourage evaluative confidence, and critical and reflective self awareness in the student which is based on their robust understanding of the integrative skills, competencies and knowledge required for their effective evaluation of new venture opportunities and the subsequent realisation of these in successful new business ventures
Develop the student’s awareness and evaluative ability, particularly in identifying the critical role of opportunity creation and opportunity recognition as potential drivers in the identification of successful new venture opportunities
Evaluate the role of the entrepreneur and critically analyse specific examples of new venture development as a part of successful entrepreneurial activities including the concepts of risk management, individual and corporate hygiene factors underpinning NPD activity
Critically examine the models which exist and the principal success factors which may be identified in starting and growing a new venture and contextualise these factors within the broader definitions of entrepreneurship, entrepreneurialism, and other models of business launch, growth and life cycle.
Examine and critically analyse theories and practices relevant to personal, managerial, and entrepreneurial competencies, (e.g. management and individualised learning; competency requirements and learning; reflective self-managed learning practices; integration and definitions of management competencies and development concepts; the facilitation of the learning environment; psychology models and managing people in a variety of settings,).
Provide opportunities for critically developing the students’ reflective learning abilities particularly those associated with effective and enhanced managerial performance.
Provide the student with a framework of orientation to the self-directed, active learning methods of the program through the:-
Discussion and exploration of contemporary ideas on effective leadership and management.
The utilisation of team exercises, case studies and assessments which provide a framework for reflective learning
2. Learning Outcomes
Upon successful completion of the module the students will be able to:
Identify, determine, and critically evaluate the factors which may contribute to the success or failure of a new venture including the management abilities, skills and contexts which may contribute to this success.
Critically consider the relationships which may exist between management knowledge, entrepreneurship and new venture development and the complexity of factors which contribute to new business development
Determine, and identify the critical tasks to be accomplished within new venture life cycles, including the challenges and opportunities faced at each stage of the venture. (e. g. management thinking, concept; prototype; test; scanning: start-Up; early growth; penetration developments; continuation of success; re-positioning; contingency planning, financial and HRM contexts of management)
Evaluate and critically analyse the relationships which may exist between knowledge, entrepreneurship and new venture development and the complexity of factors which contribute to new business development
Identify and determine the necessary financial and non-financial resources available for new ventures; the criteria used to screen and evaluate proposals, their attractiveness and risk, and know how to obtain start-up and early growth capital and develop an integrated plan for new venture development (including financial projections for start-up ventures).
Apply models for the screening of new ventures/opportunities to live start-up concepts and ideas, and subsequently develop a live case business plan suitable for presentation to investors and industry participants.

3. Learning and Teaching Delivery Methods

A variety of teaching approaches is used, including lectures, seminars, case analysis, teamwork and extensive use of electronic resources for guided research.

4. Assessment Method (s)
Individual course work/ paper presentation: maximum 4000 words excluding references); Assessment Weighting 100%.

5. Indicative Content

6. Recommended Reading & Required Reading
Core Text:
Armstrong, M. (2009) Armstrong’s Handbook of Human Resource Management Practice (11th ed) Kogan Page
Hirsch, R., Peters, M and Shepherd, D (2009) Entrepreneurship Erwin Mc Graw-Hill
Stokes, D. and Wilson, N. (2010) Small Business Management and Entrepreneurship Cengage Learning Business Press; Sixth edition
Recommended reading
Beard, C and Wilson, J.P. (2006) Experiential Learning, 2nd edition, Kogan Page
Beardwell, Ian (2007) Human Resource Management: A Contemporary Approach, (5th edn) Prentice Hall
Boxall, P. and Purcell, J. (2011) Strategy and Human Resource Management 3rd edition, Palgrave
Bratton, J. and Gold, J. (2007) Human Resource Management: theory and practice, 4th edition, Palgrave
Brewster, Sparrow, Vernon (2007) International Human Resource Management, Chartered Institute of Personal Development
Buchanan, D.A. and Huczynski, A.A. (2010) Organizational Behaviour, 7th edition, FT Prentice Hall
Burnes, R. (2009) Managing Change, 5th edition, FT Prentice Hall
Cameron, S (2004) The MBA Handbook: Skills for Mastering Management 5th  edition, FT Prentice Hall
Claydon, T. and Beardwell, J. (2007) Human Resource Management a Contemporary Approach, 5th edition, FT Prentice Hall [was Beardwell and Holden]
Coulter, M (2002) Entrepreneurship in Action Prentice Hall
Dessler, G (2008) Human Resource Management Prentice Hall
Harrison, R. (2005) Learning and Development, 4th edition, CIPD
Henderson, I. (2008), Human Resource Management for MBA Students, London: McGraw-Hill
Gold, J., Thorpe, R. and Mumford, A. (2010) Leadership and Management Development, 5th edition, CIPD
Hirsch, R., Peters, M and Shepherd, D (2009) Entrepreneurship Erwin Mc Graw-Hill
Hughes, R.L., Ginnett, R.C. and Curphy, G.J. (2006) Leadership: enhancing the lessons of experience, International – 5th edition, McGraw-Hill
Longenecker, J.M., Moore, C.W. and Petty, J. W. (2003) Small Business Management Thompson, South- Western
Mariotti, S (2003). The Young Entrepreneur’s Guide to Starting and Running a Business. New York, NY: Random House, Inc
Muller-Camen, M., Croucher, R. and Leigh, S. (2008) Human Resource Management: a case study approach, London: CIPD
Northouse, P. (2009), Leadership: Theory and Practice, 5 ed., London: Sage
Pedlar, M., Burgoyne, J. and Boydell, T. (2007) A Manager’s Gide to Self Development, 5th edition, Prentice Hall
Price, A (2007) Human Resource Management, (3d edn) Thomson Learning
Routledge, C. and Carmichael, J. (2007) Personal Development and Management Skills, CIPD, London
Scarborough, N.M. and Zimmerer, T. W. (2005) Effective Small Business Management: an Entrepreneurial Approach Pearson Education; 8 edition
Sisson, K and Storey, J (2000) Human Resource Management Blackwell
Stokes, D. and Wilson, N. (2010) Small Business Management and Entrepreneurship Cengage Learning Business Press; Sixth edition
Thomson A (2001) Changing Patterns of Management Development, Blackwell, Oxford
Torrington, D., Taylor, S. and Hall, L. (2008) Human Resource Management (7th ed) Financial Times/ Prentice Hall
Watson, G. and Reissner, S. (eds.) (2010) Developing Skills for Business Leadership, CIPD, London
Weinstein, K. (2005) Action Learning: a practical guide, Gower.
Whetton D and Cameron K D. (2007) Developing Management Skills,7th Ed, Pearson Education
Winstanley, D. (2005) Personal Effectiveness, CIPD