Description
Within this information related to management skills and entrepreneurship.
Module Definition Form (MDF)
Module code: MOD003402 Version: 1 Date Amended: 12/Apr/2012
1. Module Title
Management Skills and Entrepreneurship
2a. Module Leader 2b. Department 2c. Faculty
Null Department of Leadership and Management
Lord Ashcroft International Business
School
3a. Level 3b. Module Type
7 Standard (fine graded)
4a. Credits 4b. Study Hours
20 200
5. Restrictions
Type Module Code Module Name Condition
Courses to which this module is restricted: This LSC MBA Programme
LEARNING, TEACHING AND ASSESSMENT INFORMATION
6a. Module Description
The module reviews the theories and practices relevant to management, leadership and entrepreneurship including individual and
team-group learning; reflective self-managed learning practices; the facilitation of the learning entrepreneurship environment;
psychology models and managing people in a variety of settings and cultural contexts. The module provides a critical introduction to
the business concepts, personal development requirements, and application and thinking skills which are needed to be successful as a
manager and leader in an entrepreneurship/ business venture or in exercising leadership in a business organisation.. The module also
aims to develop and encourage confidence, and critical, reflective self awareness which is based on individual understanding of the
skills and knowledge required for the effective management and evaluation of new venture opportunities and their potential
realisation. The role of the leader, leadership and their contribution to management thinking and entrepreneurship development is
explored and examines the way in which leadership can act as a catalyst for management enhancement and entrepreneurial thinking.
Distinctions and comparisons between the role of the leader and the role of manager are explored and discussed and their various
contributions to organisations and businesses are considered. The role of the entrepreneur is evaluated and there is a critical
encouragement of the analysis of specific examples of new venture development as they may be identified as a part of successful
entrepreneurial activities including the concepts of risk management, individual and corporate hygiene factors underpinning NPD
activity. The module also examines the models which exist and the principal success factors which may be identified in starting and
growing a new venture and contextualises these factors within the broader definitions of entrepreneurship, entrepreneurialism, and
other models of business launch, innovation, growth and life cycle. The Module is assessed through an assignment paper of 5000
words, (which may be two assignments of 5000 words maximum overall total and of equal weighting given as either in class or take
away assignments) or its equivalent, requiring the application of theory to practice and breadth of understanding and depth of critical
evaluation.
6b. Outline Content
Introduction to management theories and practices - • Theory, practice and evolution in management and business contexts •
Managing people, workforces, individuals, and self reflection: –examples, concepts, cultural comparative examples • Learning
communities, cultural barriers and definitions: experiential, reflective and action learning:- their cultural contexts, recognition,
application and use in practice • Opportunities and Barriers to Learning and Innovation in global business contexts • The concept of
business and management ethics in international cultural contexts Leadership:- • Defining leadership:- from Taylor through Fayol to
Mintzberg • Differentiation: Differences between management and leadership • Leadership – Schools of Thought Reframing
Leadership; Leadership theories , traits, participative, situational leadership ,transactional and transformational; Role of motivation,
theories, needs models; Confusion over traits and roles • Purpose of leadership; Leadership styles, directing, selling, coaching and
delegating • New paradigm in leadership, driving forces of change; Role of emotional intelligence in leadership; Leadership and
Strategy; strategic thinking and planning ; Leadership and Change; vision, values, mission, strategic • Leadership and Diversity ;
Leadership and Communications. Communication and influencing skills, verbal and non verbal skills; Leadership and Conflict;
Leadership and Management Managing innovation and entrepreneurship - • “Business Planning” – contemporary concepts and the
requirements of the business model in innovation • Management and leadership – personal planning, professional development and
entrepreneurship thinking • Bridging the gaps:- management theory, practice, innovation and entrepreneurship – individuals, teams
and cultural distinctions and roles • Creativity, risk, innovation, and business invention or re-invention – comparative considerations •
New Product Development and management knowledge requirements • Managing Complexity - Time, Money, Resources, Sales and
Marketing, Teams, Individuals and Ideas. • The management of competitive advantage and business critical success factors
Generated on 13/01/2016, 03:31:40 Page 1 of 3
6c. Key Texts/Literature
Key Text (recommended to purchase): • Adams, J (2006). Managing People in Organisations, Palgrave Macmillan • Beard, C and
Wilson, J.P. (2006) Experiential Learning, 2nd edition, Kogan Page • Belbaly, N. (2010). A Guide to New Product Development Systems
Performance: A Knowledge Management Approach, Chandos Publishing Ltd. • Boxall, P. & Purcell, J. (2007) Strategy and Human
Resource Management. Palgrave Macmillan • Brooke, M., Mills, W., (2008) New Product Development: Successful Innovation in the
Marketplace, Haworth Press Inc • Brooks, I. (2009). Organisational Behaviour: Individuals, Groups and Organisations. 4th ed. Prentice
Hall • Buchanan, D.A. and Huczynski, A.A. (2010) Organizational Behaviour, 7th edition, FT Prentice Hall • Burns, P., (2008) Corporate
Entrepreneurship Building an Entrepreneurial Organisation, 2nd ed, Palgrave Macmillan • 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 •
Coulter, M (2002) Entrepreneurship in Action Prentice Hall • Davenport, T., Leibold, M., Voelpel, S., (2006) Strategic Management in
the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities, Wiley • Drucker, P (2006) Leader of the
Future, Jossey Bass • Harrison, R. (2005) Learning and Development, 4th edition, CIPD • 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 • 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 • 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 • Routledge, C. and Carmichael, J. (2007) Personal Development and Management Skills,
CIPD, London • Senge, P. (2006) The Fifth Discipline, 2nd ed, Random House Books • Scarborough, N.M. and Zimmerer, T. W. (2005)
Effective Small Business Management: an Entrepreneurial Approach Pearson Education; 8 edition • Schein, E. (2004). Organisational
Culture and Leadership. Wiley. • 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., Hall, L. & Taylor, S. (2007) Human Resource Management . 7th ed., Prentice Hall • Trott, P., (2008) Innovation
Management and New Product Development, 4th ed, Pearsons • 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
Last Updated:
6d. Specialist Learning Resources
The programme uses the LSC Moodle platform as a part of the approach towards assessment support, assessments, and feedback on
assessments; for programme delivery, and as a part of the overarching student learning and student support strategy. The provision of
on-line learning support, on-line access to learning resources (including database and e-library sources access), is provided throughout
the delivery of the programme.
7. Learning Outcomes (threshold standards)
No. Type
On successful completion of this module the student will be expected to be able
to:
1 Knowledge and Understanding
Critically examine and be able to Identify, determine, and evaluate the factors
which may contribute to the success or failure of a new venture including the
role of the entrepreneur and entrepreneurship, management abilities, skills,
thinking, and contexts which may contribute to this success.
2 Knowledge and Understanding
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, the innovation
process and the management contexts which contribute to this.
3
Intellectual, practical, affective and
transferrable skills
Determine, identify and codify 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)
4
Intellectual, practical, affective and
transferrable skills
Develop and analyse an integrated plan for one new venture development,
entrepreneurial idea or innovation demonstrating its potential for
implementation (including financial projections for start-up ventures).
8a. Module Occurrence to which this MDF Refers
Year Occurrence Period Location Mode of Delivery
2016/7 ZZF
Template For Face To Face
Learning Delivery
Face to Face
Generated on 13/01/2016, 03:31:40 Page 2 of 3
8b. Learning Activities for the above Module Occurrence
Learning Activities Hours Learning Outcomes
Details of Duration, frequency
and other comments
Lectures 30 1-4
Lecture – seminar 2.5 hours x 12
weeks
Other teacher managed learning 0 None None
Student managed learning 170 1-4
Directed Learning (learning tasks
which are specified and which
(a) are specific set learning
tasks, which may be exercises,
individual research activities,
subject related learning
exercises, case study analyses,
data analysis, description-
referencing-team discussions-
learning group exercises and
follow from the Lecture Seminar
teaching or (b) tutorial sessions,
set discussion sessions, group
work, individual set work outside
of class, seminar/lecture/tutorial
preparation tasks and
requirements) and private study
TOTAL: 200
9. Assessment for the above Module Occurrence
Assessment No. Assessment Method
Learning
Outcomes
Weighting (%) Fine Grade or Pass/Fail
Qualifying Mark
(%)
010 Coursework 1-4 100 (%) Fine Grade 30 (%)
Details: COURSEWORK - 4000 WORDS
An assignment paper of 4000 words or equivalent, (which may be two assignments of 4000 words maximum overall total and of
equal weighting given as either in class or take away assignments) or its equivalent, requiring the application of theory to
practice and breadth of understanding and depth of critical evaluation. Assignment(s) will require analysis and evaluation of
the nature of management and entrepreneurship and be informed by theory and appropriate practice. Assessment weighting:-
100% (50% each where two assignments are given)
In order to pass this module, students are required to achieve an overall mark of 40%.
In addition, students are required to:
(a) achieve the qualifying mark for each element of fine graded assessment of as specified above
(b) pass any pass/fail elements
Generated on 13/01/2016, 03:31:40 Page 3 of 3
doc_150842938.pdf
Within this information related to management skills and entrepreneurship.
Module Definition Form (MDF)
Module code: MOD003402 Version: 1 Date Amended: 12/Apr/2012
1. Module Title
Management Skills and Entrepreneurship
2a. Module Leader 2b. Department 2c. Faculty
Null Department of Leadership and Management
Lord Ashcroft International Business
School
3a. Level 3b. Module Type
7 Standard (fine graded)
4a. Credits 4b. Study Hours
20 200
5. Restrictions
Type Module Code Module Name Condition
Courses to which this module is restricted: This LSC MBA Programme
LEARNING, TEACHING AND ASSESSMENT INFORMATION
6a. Module Description
The module reviews the theories and practices relevant to management, leadership and entrepreneurship including individual and
team-group learning; reflective self-managed learning practices; the facilitation of the learning entrepreneurship environment;
psychology models and managing people in a variety of settings and cultural contexts. The module provides a critical introduction to
the business concepts, personal development requirements, and application and thinking skills which are needed to be successful as a
manager and leader in an entrepreneurship/ business venture or in exercising leadership in a business organisation.. The module also
aims to develop and encourage confidence, and critical, reflective self awareness which is based on individual understanding of the
skills and knowledge required for the effective management and evaluation of new venture opportunities and their potential
realisation. The role of the leader, leadership and their contribution to management thinking and entrepreneurship development is
explored and examines the way in which leadership can act as a catalyst for management enhancement and entrepreneurial thinking.
Distinctions and comparisons between the role of the leader and the role of manager are explored and discussed and their various
contributions to organisations and businesses are considered. The role of the entrepreneur is evaluated and there is a critical
encouragement of the analysis of specific examples of new venture development as they may be identified as a part of successful
entrepreneurial activities including the concepts of risk management, individual and corporate hygiene factors underpinning NPD
activity. The module also examines the models which exist and the principal success factors which may be identified in starting and
growing a new venture and contextualises these factors within the broader definitions of entrepreneurship, entrepreneurialism, and
other models of business launch, innovation, growth and life cycle. The Module is assessed through an assignment paper of 5000
words, (which may be two assignments of 5000 words maximum overall total and of equal weighting given as either in class or take
away assignments) or its equivalent, requiring the application of theory to practice and breadth of understanding and depth of critical
evaluation.
6b. Outline Content
Introduction to management theories and practices - • Theory, practice and evolution in management and business contexts •
Managing people, workforces, individuals, and self reflection: –examples, concepts, cultural comparative examples • Learning
communities, cultural barriers and definitions: experiential, reflective and action learning:- their cultural contexts, recognition,
application and use in practice • Opportunities and Barriers to Learning and Innovation in global business contexts • The concept of
business and management ethics in international cultural contexts Leadership:- • Defining leadership:- from Taylor through Fayol to
Mintzberg • Differentiation: Differences between management and leadership • Leadership – Schools of Thought Reframing
Leadership; Leadership theories , traits, participative, situational leadership ,transactional and transformational; Role of motivation,
theories, needs models; Confusion over traits and roles • Purpose of leadership; Leadership styles, directing, selling, coaching and
delegating • New paradigm in leadership, driving forces of change; Role of emotional intelligence in leadership; Leadership and
Strategy; strategic thinking and planning ; Leadership and Change; vision, values, mission, strategic • Leadership and Diversity ;
Leadership and Communications. Communication and influencing skills, verbal and non verbal skills; Leadership and Conflict;
Leadership and Management Managing innovation and entrepreneurship - • “Business Planning” – contemporary concepts and the
requirements of the business model in innovation • Management and leadership – personal planning, professional development and
entrepreneurship thinking • Bridging the gaps:- management theory, practice, innovation and entrepreneurship – individuals, teams
and cultural distinctions and roles • Creativity, risk, innovation, and business invention or re-invention – comparative considerations •
New Product Development and management knowledge requirements • Managing Complexity - Time, Money, Resources, Sales and
Marketing, Teams, Individuals and Ideas. • The management of competitive advantage and business critical success factors
Generated on 13/01/2016, 03:31:40 Page 1 of 3
6c. Key Texts/Literature
Key Text (recommended to purchase): • Adams, J (2006). Managing People in Organisations, Palgrave Macmillan • Beard, C and
Wilson, J.P. (2006) Experiential Learning, 2nd edition, Kogan Page • Belbaly, N. (2010). A Guide to New Product Development Systems
Performance: A Knowledge Management Approach, Chandos Publishing Ltd. • Boxall, P. & Purcell, J. (2007) Strategy and Human
Resource Management. Palgrave Macmillan • Brooke, M., Mills, W., (2008) New Product Development: Successful Innovation in the
Marketplace, Haworth Press Inc • Brooks, I. (2009). Organisational Behaviour: Individuals, Groups and Organisations. 4th ed. Prentice
Hall • Buchanan, D.A. and Huczynski, A.A. (2010) Organizational Behaviour, 7th edition, FT Prentice Hall • Burns, P., (2008) Corporate
Entrepreneurship Building an Entrepreneurial Organisation, 2nd ed, Palgrave Macmillan • 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 •
Coulter, M (2002) Entrepreneurship in Action Prentice Hall • Davenport, T., Leibold, M., Voelpel, S., (2006) Strategic Management in
the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities, Wiley • Drucker, P (2006) Leader of the
Future, Jossey Bass • Harrison, R. (2005) Learning and Development, 4th edition, CIPD • 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 • 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 • 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 • Routledge, C. and Carmichael, J. (2007) Personal Development and Management Skills,
CIPD, London • Senge, P. (2006) The Fifth Discipline, 2nd ed, Random House Books • Scarborough, N.M. and Zimmerer, T. W. (2005)
Effective Small Business Management: an Entrepreneurial Approach Pearson Education; 8 edition • Schein, E. (2004). Organisational
Culture and Leadership. Wiley. • 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., Hall, L. & Taylor, S. (2007) Human Resource Management . 7th ed., Prentice Hall • Trott, P., (2008) Innovation
Management and New Product Development, 4th ed, Pearsons • 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
Last Updated:
6d. Specialist Learning Resources
The programme uses the LSC Moodle platform as a part of the approach towards assessment support, assessments, and feedback on
assessments; for programme delivery, and as a part of the overarching student learning and student support strategy. The provision of
on-line learning support, on-line access to learning resources (including database and e-library sources access), is provided throughout
the delivery of the programme.
7. Learning Outcomes (threshold standards)
No. Type
On successful completion of this module the student will be expected to be able
to:
1 Knowledge and Understanding
Critically examine and be able to Identify, determine, and evaluate the factors
which may contribute to the success or failure of a new venture including the
role of the entrepreneur and entrepreneurship, management abilities, skills,
thinking, and contexts which may contribute to this success.
2 Knowledge and Understanding
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, the innovation
process and the management contexts which contribute to this.
3
Intellectual, practical, affective and
transferrable skills
Determine, identify and codify 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)
4
Intellectual, practical, affective and
transferrable skills
Develop and analyse an integrated plan for one new venture development,
entrepreneurial idea or innovation demonstrating its potential for
implementation (including financial projections for start-up ventures).
8a. Module Occurrence to which this MDF Refers
Year Occurrence Period Location Mode of Delivery
2016/7 ZZF
Template For Face To Face
Learning Delivery
Face to Face
Generated on 13/01/2016, 03:31:40 Page 2 of 3
8b. Learning Activities for the above Module Occurrence
Learning Activities Hours Learning Outcomes
Details of Duration, frequency
and other comments
Lectures 30 1-4
Lecture – seminar 2.5 hours x 12
weeks
Other teacher managed learning 0 None None
Student managed learning 170 1-4
Directed Learning (learning tasks
which are specified and which
(a) are specific set learning
tasks, which may be exercises,
individual research activities,
subject related learning
exercises, case study analyses,
data analysis, description-
referencing-team discussions-
learning group exercises and
follow from the Lecture Seminar
teaching or (b) tutorial sessions,
set discussion sessions, group
work, individual set work outside
of class, seminar/lecture/tutorial
preparation tasks and
requirements) and private study
TOTAL: 200
9. Assessment for the above Module Occurrence
Assessment No. Assessment Method
Learning
Outcomes
Weighting (%) Fine Grade or Pass/Fail
Qualifying Mark
(%)
010 Coursework 1-4 100 (%) Fine Grade 30 (%)
Details: COURSEWORK - 4000 WORDS
An assignment paper of 4000 words or equivalent, (which may be two assignments of 4000 words maximum overall total and of
equal weighting given as either in class or take away assignments) or its equivalent, requiring the application of theory to
practice and breadth of understanding and depth of critical evaluation. Assignment(s) will require analysis and evaluation of
the nature of management and entrepreneurship and be informed by theory and appropriate practice. Assessment weighting:-
100% (50% each where two assignments are given)
In order to pass this module, students are required to achieve an overall mark of 40%.
In addition, students are required to:
(a) achieve the qualifying mark for each element of fine graded assessment of as specified above
(b) pass any pass/fail elements
Generated on 13/01/2016, 03:31:40 Page 3 of 3
doc_150842938.pdf