Description
In this such a brief paper in relation to management skills development for entrepreneurial teams kathi j. lovelace.
MANAGEMENT SKILLS DEVELOPMENT FOR
ENTREPRENEURIAL TEAMS
Kathi J. Lovelace
University of California Santa Cruz
Center for Entrepreneurship
1156 High Street, MS SoE3
Santa Cruz, CA 95064
Email: [email protected]
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MANAGEMENT SKILLS DEVELOPMENT FOR
ENTREPRENEURIAL TEAMS
ABSTRACT
This session provides an opportunity for participants to discuss the ways in which
management skills education is unique within the entrepreneurship domain. I provide materials
from a recently developed course that targets the management-related issues facing entrepreneurs
and is taught in conjunction with the business design competition practicum. Participants will
receive an annotated outline of the course topics and entrepreneurship readings and participate in
a discussion of best practices within the management skills development and entrepreneurship
domains. Participants may debate whether entrepreneurial management skills are any different
from effective skill sets in other organizational contexts.
Keywords: Entrepreneurship, Management Skills, Curriculum Development
PLANNING DETAILS
Proposed audience: This session applies to all types of instructors who
are interested in teaching management skills,
particularly those instructors who teach
entrepreneurship courses and are interested in
organization development and skills training for
entrepreneurs.
Maximum number of participants: There no constraints on the number of participants.
Type of session: Catalyst/Brainstorming session. Thought and
dialogue session.
Special requirements: PowerPoint access preferred but not required.
Length or Type: 30 minutes (60 minutes MAX).
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INTRODUCTION
This session continues the conversation on management skill development, and in
particular discusses the unique management-related skills that are necessary within the
entrepreneurial context. Many universities offer entrepreneurship education and more courses
within these programs are focusing on the human side of start-up companies. In this session I
provide materials from a recently developed course that targets the management-related issues
facing entrepreneurs. A unique feature of this course is that it is offered in conjunction with the
University’s Center for Entrepreneurship business design competition practicum. As such,
students in this course are simultaneously applying the management skills to the development of
their business idea within an interdisciplinary team. Student teams also have the opportunity to
receive funding for their business models and start-up support in the Center’s incubator.
The main goals of this session are to 1) share a set of articles and activities used in class
that tap relevant management-related issues facing entrepreneurs, and 2) discuss other readings,
activities, and pedagogical approaches related to management skills and organization
development that are useful and unique to the entrepreneurial context. Participants will receive
an annotated outline of the course topics and entrepreneurship readings and participate in a
discussion of best practices within the management skills development and entrepreneurship
domains. Participants may debate whether entrepreneurial management skills are any different
from effective skill sets in other organizational contexts.
THEORETICAL GROUNDING
This session is based on both the entrepreneurship and management skills development
literatures with a specific focus on pedagogy (e.g., Academy of Management Learning and
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Education Special Issue on Entrepreneurship Education [Greene, Katz, & Johannisson, 2004];
Florin, Karri, & Rossiter, 2007; Whetton & Cameron, 2005). The course’s entrepreneurship
practicum offers lecturettes on relevant topics such as the stages of business creation, copyrights
and trademarks, organizational design for start-ups, valuation methods, founding share
distribution, market research, and company branding. These discussions are based on both
experience and textbooks, including Allen (2009), Baron and Shane (2008), and Kuratko and
Hornsby (2009). Additional scholarship, for example, on the different types of entrepreneurship
(i.e., conventional, institutional, cultural, and social) (Dacin, Dacin, & Matear, 2010),
management systems for sustainable high-growth start-ups (Davila, Foster & Jia, 2010), global
entrepreneurship and best practices (Isenberg, 2008; 2010) and management practices for fast
growing companies (Nicholls-Nixon, 2005) help inform the entrepreneurial and management
union.
The theoretical foundation for the managerial skills development covered in this course is
based on active learning principles and the engagement of different learning styles (e.g., Kolb,
1984; Kolb & Kolb, 2005) and the pedagogical and individual skill development work of
Whetton (2007) and Whetton and Cameron (e.g., Developing Management Skills; Whetton and
Cameron, 2005) and team building and development (e.g., Levi, 2007). Management principles
(e.g., Robbins, DeCenzo, and Coulter, 2011), organization development (e.g., Gallos, 2006), and
organization theory and design (Daft, 2010) are also covered in terms of the context of
entrepreneurship. In this session, our discussion will center on applying management and
organizational behavior to entrepreneurship. Appendix A provides additional related readings for
integrating management skills development within the entrepreneurship curriculum. Appendix B
provides the course outline.
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SESSION DESCRIPTION
In this 30 minute session I will briefly describe the class and provide a handout that
includes the course topics and relevant entrepreneurship articles that I use to illustrate
management skills and organization development. Participants are encouraged to share
techniques they have used to teach the management-related practices to students that are
developing start-up businesses and how they have integrated the topics of organization
development and entrepreneurship. Participants can form small groups to discuss teaching tools.
I will provide the student feedback on the different activities that I use in this course and what
changes I plan to make to improve the course. The proposed session agenda follows:
0- 10 minutes: Introduce class and topic and provide handout of readings. Point out a few
of the more successful applications from the hand-out list and generate context and
interest in the nature of the course: teaching undergraduate non-business majors tools and
techniques for managing their start-up company.
10-25 minutes: Discuss as a group or in small groups, how to best teach management
skills to entrepreneurs. Is there a set of best practices? How are differences in
entrepreneur style and successes explained through management education?
25-30 minutes: Recap and wrap-up. Share plan of action for teaching this course again
and make connections with participants who are also working with this topic and issue.
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APPLICATION TO CONFERENCE THEME AND SUB-THEME(S)
This session is related to the theme of the conference, Open to the Possibilities, on many
levels. For myself, designing and teaching this course provided me with the opportunity to apply
my nearly twenty years of experience in management skills development to the entrepreneurial
context. It is both motivating to delve into a new literature base and regenerating to see the ways
in which the materials compliment and supplement each other. In addition, this course is offered
through the School of Engineering, in part due to the fact that this large university does not have
a business college and in part due to the efforts of an open minded physical scientist (the
department head) that saw the possibilities and value of teaching students the human side of
organizations. This new course was made possible amidst budget cuts and layoffs.
For students, the possibilities are grand as they have the opportunity to develop a business
idea and learn the skills to work collectively as an interdisciplinary start-up team. Importantly,
these student teams have the opportunity to receive venture capital funding for their start-up.
This is not only significant to the individual student in terms of creating their livelihood, but also
to our community and world as the products and services offer value to customers and society.
My intent is for this session to, at a minimum, address the first three bullet points from the
OBTC 2011 call for papers:
1. Are there new and dynamic topics that would deepen learning in our areas of teaching?
Teaching management skills and organization development within the
entrepreneurial context. What stays the same? What is different? How do
traditional management topics apply to start-ups? Are there any best practices?
What other related course examples are there (e.g., from Babson College, UC
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Berkeley). How do we foster entrepreneurism in non-entrepreneurial
organizations? Is entrepreneurism always good?
2. Do we have new ways of interacting with our students that would enhance their learning
and our experience in the classroom?
Using the classroom as an incubator for student business ideas. Direct training
and feedback on how to manage their start-up company. Novel ideas/projects for
instructors to apply their knowledge. Business ideas are interesting to students and
can have an impact on a new product or service.
3. How do we encourage students to reach their full potential as professionals and as human
beings?
Building confidence in students to create their own entrepreneurial environment.
Learn important management related concepts to help with work/life balance.
Explore opportunities for networking with professionals within their field of
interest.
REFERENCES/WORKS CITED
Allen, K. R. 2009. Launching New Ventures: An Entrepreneurial Approach (5th ed.). Mason,
OH: South-Western Cengage Learning.
Baron, R. A. & Shane, S. 2008. Entrepreneurship: A Process Perspective, (2nd ed.). Mason, OH:
South-Western Cengage Learning.
Dacin, P., Dacin, M., & Matear M. 2010. Social Entrepreneurship: why we don’t need a new
theory and how we move forward from here. Academy of Management Perspectives,
24(3), 37-57.
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Daft, R. 2010. Organization Theory and Design. Mason, OH: South-Western Cengage Learning.
Davila, A., Foster, G. Jia, N. 2010. Building sustainable high-growth startup companies:
Management systems as an accelerator. California Management Review, 52(3), 79-105.
Florin, J., Karri, R. & Rossiter, N. 2007. Fostering Entrepreneurial Drive in Business Education:
An Attitudinal Approach. Journal of Management Education, 31( 1), 17-42.
Gallos, J. (Ed.) 2006. Organization Development. San Francisco, CA: Jossey-Bass.
Greene, P., Katz, J. & Johannisson, B.. 2004. Entrepreneurship Education. Academy of
Management Learning & Education, 2004, 3(3).
Isenberg, Daniel (2008, Dec). The Global Entrepreneur. Harvard Business Review, 107-111.
Isenberg, Daniel (2010, June). Entrepreneurship Revolution. Harvard Business Review, 41-50.
Kolb, D. 1984. Experiential learning: Experience as the source of learning and development.
Eaglewood Cliffs, NJ: Prentice Hall.
Kolb, A. & Kolb, D. 2005. Learning Styles and Learning Spaces: Enhancing Experiential
Learning in Higher Education Academy of Management Learning & Education, 4(2),
193–212.
Kuratko, D. F. & Hornsby, J. S. 2009. New Venture Management: The Entrepreneur’s Roadmap.
Upper Saddle River, NJ: Pearson-Prentice Hall.
Levi, D. 2007. Group Dynamics for Teams (2
nd
ed.). Thousand Oaks, CA: Sage
Publications.
Nicholls-Nixon, C.L. 2005. Rapid growth and high performance: The entrepreneur’s “impossible
dream?”, Academy of Management Perspectives, 19(1), 77-89.
Robbins, S., DeCenzo, D., Coulter, M. 2011. Fundamentals of Management: Essential Concepts
and Applications. Boston, MA: Prentice Hall.
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Whetten, D.A. 2007. Principles of effective course design: What I wish I had known about
learning-centered teaching 30 years ago. Journal of Management Education, 31(3): 339-
357.
Whetton, D. & Cameron, K. 2005. Developing Management Skills (6
th
ed.). Upper Saddle River,
NJ: Prentice Hall.
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APPENDIX A: ADDITIONAL RELATED SOURCES
Ansgar R. & Schmidt, S.L. 2008. The Effectiveness of University-Level Management
Consulting Courses. Journal of Management Education, 32(1) 84-99.
Backhaus, K. & Liff, J. P. 2007. Cognitive Styles and Approaches To Studying in Management
Education. Journal of Management Education, 31(4), 445-466.
Banning, K. C. 2003. The Effect of the Case Method on Tolerance for Ambiguity Journal of
Management Education, 27(5), 556-567.
Baron, R. A (2006). Opportunity Recognition as Pattern Recognition: How Entrepreneurs
"Connect the Dots" to Identify New Business Opportunities. Academy of Management
Perspectives, 20(1), 104-119.
Baron, R. A. & Markman, G. D. (2000). Beyond social capital: How social skills can enhance
entrepreneurs' success. Academy of Management Executive,14(1), 106-116.
Batjargal, B., Hitt, M., Webb, J., Arregle, J., Miller, T. (2009). Women and men entrepreneurs'
social networks and new venture performance across cultures. Academy of Management
Annual Meeting Proceedings, 1-6, (AN 44247734)
Bigelow, J. D. 2004. Using Problem-Based Learning to Develop Skills in Solving Unstructured
Problems. Journal of Management Education, 28(5), 591-609.
Bisoux, Tricia (2010, Nov/Dec) First Adopters. BizEd, 20-26.
Björnberg, Åsa M.; Coyle-Shapiro, Jacqueline A-M (2009). A relational model explaining work
and relationship outcomes of co-entrepreneurs. Academy of Management Annual Meeting
Proceedings, 1-6, (AN 44256470)
Chen, X., Yao, X. & Kotha, S. (2009). Entrepreneur passion and preparedness in business plan
presentations: a persuasion analysis of venture capitalists' funding decisions. Academy of
Management Journal, 52(1), 199-214.
Edelman, L., Manolova, T., & Brush, C. 2008. Entrepreneurship Education: Correspondence
Between Practices of Nascent Entrepreneurs and Textbook Prescriptions for Success.
Academy of Management Learning & Education, 7(1), 56–70.
Friar, J. H. & Eddleston K. A. 2007. Making Connections for Success: A Networking Exercise.
Journal of Management Education, 31(6), 683-696.
Grey, C. 2002. What are Business Schools for? On Silence and Voice in Management Education
Journal of Management Education, 26(5) 496-511
Gundry, L. K. 1990. Creating Catalysts and Entrepreneurs: Enhancing Our Focus on Small
Organizational Settings. Journal of Management Education, 14(4), 18-27.
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Hjorth, D. 2003. In the Tribe of Sisyphus: Rethinking Management Education from an
“Entrepreneurial” Perspective. Journal of Management Education, 27(6), 637-653.
Hmielski, K. & Baron, R. 2009. Entrepreneurs’ optimism and the new venture performance: A
social cognitive perspective. Academy of Management Journal, 52(3), 473-488
Hmieleski, K., & Ensley, M. 2007. Contextual examination of new venture performance:
entrepreneur leadership behavior, top management team heterogeneity, and
environmental dynamism. Journal of Organizational Behavior, 28(7), 865-889.
Hsieh, T. (2010, June). Why I sold Zappos. INC, 100-104.
Human, S. E., Clark, T & Baucus, M. 2005. Student Online Self-Assessment: Structuring
Individual-Level Learning in a new Venture Creation Course. Journal of Management
Education, 29(1), 111-134.
Kenworthy, A. & Fornaciari, C. 2010.No More Reinventing the Service-Learning Wheel:
Presenting A Diverse Compilation of Best Practice “How To” Articles. Journal of
Management Education, 34(1), 3-8.
Kouzes, J. & Posner, B. 2006. Enlist Others. In J. Gallos (Ed.) Organization Development,
pp518-539. Jossey-Bass Publishers.
Litzky B.E., Veronica M. Godshalk, V.M. & Walton-Bongers, C. 2010. Social Entrepreneurship
and Community Leadership: A Service-Learning Model for Management Education.
Journal of Management Education, 34(1), 142-162.
McCormick, B. & Gray, V. 2010. Message in a Bottle: Basic Business Lessons for Entrepreneurs
Using Only a Soft Drink . Journal of Management Education, 1052562910391615.
McCrea, E. A. 2010. Integrating Service-Learning into an Introduction to Entrepreneurship
Course. Journal of Management Education, 34(1), 39-61.
McMullen, J. S.; Shepherd, D. 2006. A entrepreneurial action and the role of uncertainty in the
theory of the entrepreneur. Academy of Management Review, 31(1), 132-152,
Ozcan, P & Eisenhardt, K. 2009. Origin of Alliance Portfolios: Entrepreneurs, network strategies
and firm performance. Academy of Management Journal, 52(2), 246-279,
Sadler-Smith, E. & Burke, L. A. 2009. Fostering Intuition in Management Education: Activities
and Resources. Journal of Management Education. 33(2), 239-262.
Woods, C. 2011. Reflections on Pedagogy: A Journey of Collaboration. Journal of Management
Education, 35(1), 154-167.
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APPENDIX B: COURSE OUTLINE
Building Entrepreneurial Environments
(Contact information deleted to maintain the integrity of the blind review.)
Course Overview:
Building Entrepreneurial Environments focuses on the management-related issues facing
entrepreneurs. In this course, you will gain both the theoretical knowledge and practical experience of
managing and leading within an entrepreneurial environment. As part of the course, you will have the
opportunity to participate in an interdisciplinary team in the Business Design Competition (BDC)
practicum or to be part of the administration team that helps manage the BDC process. Sample course
topics include team building, decision making, determining the appropriate organizational structure and
staffing needs, managing performance, leading, and empowering high performance.
Course Goals:
The goals of this course are to:
1. Gain knowledge of the management-related issues facing entrepreneurs within a start-up
environment.
2. Examine different methodologies, techniques, and approaches to managing entrepreneurial
environments.
3. Develop interpersonal skills and the ability to function successfully in an entrepreneurial team.
4. Provide an opportunity to practice the interdisciplinary management-related skills within an
entrepreneurial setting.
5. Gain skills in preparing and presenting oral presentations within the entrepreneurship context.
Evaluation
Grades will be based on the following assignments:
35% CHOICE: Choose 1 or 2:
1) Individual Research Paper: This option requires you to choose a management-related topic
and provide a written analysis on this topic. Length: 8-10 pages; References Required. More
details will be provided in class. OR
2) Team Presentation: This option requires you to prepare and give a presentation on
entrepreneurial issue(s) pertinent to your BDC team(s). Presentations will be approximately 15
minutes, depending on size of team and a short report that supports your presentation will be
required. More details will be provided in class.
45% Ready-for-Class (RFC) Activities: These activities evaluate your preparation for class and
your contribution to the course. Activities include one-page Readings Notes for selected
readings, Website Discussion Points for selected course topics, BDC Debrief Reports to report
on practicum experiences, and general Class Participation and Attendance. A
plus/check/minus system will be used for feedback on RFC Activities. See Course Outline for
schedule of RFC Activities. More details on each of these activities, as well as options for
“silent participation” will be provided in class.
20% Business Design Competition/Administration Team Deliverables: These team-based
deliverables are noted in the Course Outline and include such items as the executive summary,
SWOT analysis, company/employee handbook, and company branding for those students
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participating in the BDC and a set of agreed-upon deliverables for those students in the
administration team (e.g., organization chart, competition logistics and preparation).
100% Total
The standard grade percentage breakdown will be used: A/A- = 100-90%; B+/B/B- = 89.4-80%; C+/C =
79.4-70%; D = 69.4-60%
Course Outline (All schedule changes will be announced in class)
Date Topic(s) Readings, Deliverables,
(ADDITIONAL
READINGS TO BE
ADDED)
January 4
Tuesday
Practicum
Introduction to BDC and Entrepreneurship
Idea Pitches
January 6
Thursday
Seminar
Creating an Entrepreneurial Environment
• Overview of Entrepreneurship, Entrepreneurs
• Building a positive and strong culture
Team Formation & Development (Introduction)
Reading: Why I sold Zappos
(Hsieh, 2010)
January 11
Tuesday
Practicum
Overview: Five Stages of Creation: Ideation, Design,
Development, Prototyping, Business Planning
Idea Pitches
January 13
Thursday
Seminar
Team Formation & Development (continued)
• Determining Team Member Roles & Duties
• Clarifying Goals
• Meeting Management & Time Management
Leading and Empowering within an Entrepreneurial
Environment
• Leadership Perspectives and Approaches to
Leading
• Delegating, Coaching and Empowering Others
Lecture Notes Jan 13
Reading: Rapid Growth and
High Performance (Nicholls-
Nixon, 2005)
January 18
Tuesday
Practicum
Ideas – Who Owns What?
Copyrights, Patents and Trademarks
Idea Pitches
DUE: BDC Team Formation
January 20
Thursday
Seminar
Managing Conflict and Encouraging Innovation
• Approaches to Managing Conflict
Decision Making within the Entrepreneurial
Environment
• Fostering Creativity
• Risk Tolerance
• Decision Making Models & Approaches
Lecture Notes Jan 20
BDC Debrief Reports
Reading: First Adopters
(Bisoux, 2010)
January 25
Tuesday
Organizational Structure and Design for Start-ups
BDC Final Team Assn & IP
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Practicum SWOT Review
January 27
Thursday
Seminar
Putting into Place the Right Organization Structure
• Specifying the Mission and Key Objectives
• Creating an Organization Chart
• Deciding upon Governance and Governing
Board
• Developing Policies and Establishing Bylaws
Lecture Notes Jan 27
DUE: Reading Notes
Entrepreneurship Revolution
(Isenberg, 2010)
Reading: The Global
Entrepreneur (Isenberg,
2008)
February 1
Tuesday
Practicum
Company Formation: valuation methods, founding
shared distribution, stock options, incentives
Company Handbook Review
DUE: BDC Executive
Summary, SWOT
February 3
Thursday
Seminar
Determining the Staffing Needs of your
Entrepreneurial Environment
• Job Analysis and Assessing Job-Person Fit
• Make or Buy Decisions
• Professional Development and Employee
Training
Lecture Notes Feb 3
DUE: Website Discussion
Points: Topic: Managing
Employees
February 8
Tuesday
Practicum
Market Research and Company Branding DUE: BDC
Employee/Company
Handbook
February 10
Thursday
Seminar
Effective Performance Management within the
Entrepreneurial Environment
• Appraising Performance
• Dealing with Poor Performance
• Motivating High Performance
Lecture Notes Feb 10
DUE: Website Discussion
Points: Topic: Managing
Employees
February 15
Tuesday
Practicum
Market Research and Company Branding (continued) DUE: BDC Product
Prototypes & Company
Branding
February 17
Thursday
Seminar
Managing Stress and Building Engagement
• Job Demands, Job Control, Rewards,
Community, Fairness, and Values Fit
Lecture Notes Feb 17
DUE: Website Discussion
Points: Topic: Managing
Stress
February 22
Tuesday
Practicum
Entrepreneurship: Challenges and Rewards
Success Stories
DUE: Market Research &
Focus Group Designs
February 24
Thursday
Seminar
Successful Entrepreneurial Behaviors
• Effective Presentation Skills
• Impression Management
• Oral Presentation Skills
Lecture Notes Feb 24
March 1
Tuesday
Practicum
BDC: Semi-Final Practice
DUE: BDC: Semi-Final
Practice Presentation
March 3 Team Presentations DUE: Team Presentation
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Thursday
Seminar
• Teams Present on Management Topic
Related to BDC Team/Practicum
DUE: Individual Paper
March 8
Tuesday
Practicum
BDC: Semi-Final Practice
DUE: BDC: Semi-Final
Practice Presentation
March 10
Thursday
Seminar
Team Presentations
• Teams Present on Management Topic
Related to BDC Team/Practicum
DUE: Team Presentation
Reading List (Articles will be posted on our website.)
Lecture Notes for 1/13-2/24 will be posted electronically.
1/6: Hsieh, T. (2010, June). Why I sold Zappos. INC, 100-104.
1/13: Nicholls-Nixon, 2005). Rapid growth and High Performance, AME, 77-89.
1/20: Bisoux, Tricia (2010, Nov/Dec) First Adopters. BizEd, 20-26.
1/27: Isenberg, Daniel (2008, Dec). The Global Entrepreneur. Harvard Business Review, 107-111.
1/27: Isenberg, Daniel (2010, June). Entrepreneurship Revolution. Harvard Business Review, 41-50.
Additional readings as posted.
Suggested Readings/Thought Starters for Website Discussion Points
Branson, Richard (2010). Richard Branson on the Power of Delegation. Retrieved on December 6, 2010
athttp://www.entrepreneur.com/article/217701
Davila, A., Foster, G. Jia, N. (2010). Building sustainable high-growth startup companies: Management
systems as an accelerator. California Management Review, 52(3), 79-105.
Javitch, David (2010, July 29) 7 Steps to Defuse Workplace Tension. Retrieved on December 6, 2010 athttp://www.entrepreneur.com/humanresources/employeemanagementcolumnistdavidjavitch/article207680
.html
Ransom, Diana (2010, Nov 3).Seven Ways to Retain Top Employees. Retrieved on December 6, 2010 at
Retrieved on December 6, 2010 athttp://www.entrepreneur.com/article/217482
Sample Resources:
Entrepreneurship Magazine:http://www.entrepreneur.com
Fast Company:http://fastcompany.com
Inc Magazine:http://www.inc.com
Kauffman Foundation:http://www.kauffman.org
McKinsey and Company:http://www.mckinseyquarterly.com
Video: Entrepreneur Media: Start-up Advice from Professor Robert Foster.http://www.entrepreneur.com/video/217596/playlist/6
OBTC_2011_Proceedings-Page0290
doc_643173140.pdf
In this such a brief paper in relation to management skills development for entrepreneurial teams kathi j. lovelace.
MANAGEMENT SKILLS DEVELOPMENT FOR
ENTREPRENEURIAL TEAMS
Kathi J. Lovelace
University of California Santa Cruz
Center for Entrepreneurship
1156 High Street, MS SoE3
Santa Cruz, CA 95064
Email: [email protected]
OBTC_2011_Proceedings-Page0276
OBTC 2011 - PAGE 2
2
MANAGEMENT SKILLS DEVELOPMENT FOR
ENTREPRENEURIAL TEAMS
ABSTRACT
This session provides an opportunity for participants to discuss the ways in which
management skills education is unique within the entrepreneurship domain. I provide materials
from a recently developed course that targets the management-related issues facing entrepreneurs
and is taught in conjunction with the business design competition practicum. Participants will
receive an annotated outline of the course topics and entrepreneurship readings and participate in
a discussion of best practices within the management skills development and entrepreneurship
domains. Participants may debate whether entrepreneurial management skills are any different
from effective skill sets in other organizational contexts.
Keywords: Entrepreneurship, Management Skills, Curriculum Development
PLANNING DETAILS
Proposed audience: This session applies to all types of instructors who
are interested in teaching management skills,
particularly those instructors who teach
entrepreneurship courses and are interested in
organization development and skills training for
entrepreneurs.
Maximum number of participants: There no constraints on the number of participants.
Type of session: Catalyst/Brainstorming session. Thought and
dialogue session.
Special requirements: PowerPoint access preferred but not required.
Length or Type: 30 minutes (60 minutes MAX).
OBTC_2011_Proceedings-Page0277
OBTC 2011 - PAGE 3
3
INTRODUCTION
This session continues the conversation on management skill development, and in
particular discusses the unique management-related skills that are necessary within the
entrepreneurial context. Many universities offer entrepreneurship education and more courses
within these programs are focusing on the human side of start-up companies. In this session I
provide materials from a recently developed course that targets the management-related issues
facing entrepreneurs. A unique feature of this course is that it is offered in conjunction with the
University’s Center for Entrepreneurship business design competition practicum. As such,
students in this course are simultaneously applying the management skills to the development of
their business idea within an interdisciplinary team. Student teams also have the opportunity to
receive funding for their business models and start-up support in the Center’s incubator.
The main goals of this session are to 1) share a set of articles and activities used in class
that tap relevant management-related issues facing entrepreneurs, and 2) discuss other readings,
activities, and pedagogical approaches related to management skills and organization
development that are useful and unique to the entrepreneurial context. Participants will receive
an annotated outline of the course topics and entrepreneurship readings and participate in a
discussion of best practices within the management skills development and entrepreneurship
domains. Participants may debate whether entrepreneurial management skills are any different
from effective skill sets in other organizational contexts.
THEORETICAL GROUNDING
This session is based on both the entrepreneurship and management skills development
literatures with a specific focus on pedagogy (e.g., Academy of Management Learning and
OBTC_2011_Proceedings-Page0278
OBTC 2011 - PAGE 4
4
Education Special Issue on Entrepreneurship Education [Greene, Katz, & Johannisson, 2004];
Florin, Karri, & Rossiter, 2007; Whetton & Cameron, 2005). The course’s entrepreneurship
practicum offers lecturettes on relevant topics such as the stages of business creation, copyrights
and trademarks, organizational design for start-ups, valuation methods, founding share
distribution, market research, and company branding. These discussions are based on both
experience and textbooks, including Allen (2009), Baron and Shane (2008), and Kuratko and
Hornsby (2009). Additional scholarship, for example, on the different types of entrepreneurship
(i.e., conventional, institutional, cultural, and social) (Dacin, Dacin, & Matear, 2010),
management systems for sustainable high-growth start-ups (Davila, Foster & Jia, 2010), global
entrepreneurship and best practices (Isenberg, 2008; 2010) and management practices for fast
growing companies (Nicholls-Nixon, 2005) help inform the entrepreneurial and management
union.
The theoretical foundation for the managerial skills development covered in this course is
based on active learning principles and the engagement of different learning styles (e.g., Kolb,
1984; Kolb & Kolb, 2005) and the pedagogical and individual skill development work of
Whetton (2007) and Whetton and Cameron (e.g., Developing Management Skills; Whetton and
Cameron, 2005) and team building and development (e.g., Levi, 2007). Management principles
(e.g., Robbins, DeCenzo, and Coulter, 2011), organization development (e.g., Gallos, 2006), and
organization theory and design (Daft, 2010) are also covered in terms of the context of
entrepreneurship. In this session, our discussion will center on applying management and
organizational behavior to entrepreneurship. Appendix A provides additional related readings for
integrating management skills development within the entrepreneurship curriculum. Appendix B
provides the course outline.
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SESSION DESCRIPTION
In this 30 minute session I will briefly describe the class and provide a handout that
includes the course topics and relevant entrepreneurship articles that I use to illustrate
management skills and organization development. Participants are encouraged to share
techniques they have used to teach the management-related practices to students that are
developing start-up businesses and how they have integrated the topics of organization
development and entrepreneurship. Participants can form small groups to discuss teaching tools.
I will provide the student feedback on the different activities that I use in this course and what
changes I plan to make to improve the course. The proposed session agenda follows:
0- 10 minutes: Introduce class and topic and provide handout of readings. Point out a few
of the more successful applications from the hand-out list and generate context and
interest in the nature of the course: teaching undergraduate non-business majors tools and
techniques for managing their start-up company.
10-25 minutes: Discuss as a group or in small groups, how to best teach management
skills to entrepreneurs. Is there a set of best practices? How are differences in
entrepreneur style and successes explained through management education?
25-30 minutes: Recap and wrap-up. Share plan of action for teaching this course again
and make connections with participants who are also working with this topic and issue.
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APPLICATION TO CONFERENCE THEME AND SUB-THEME(S)
This session is related to the theme of the conference, Open to the Possibilities, on many
levels. For myself, designing and teaching this course provided me with the opportunity to apply
my nearly twenty years of experience in management skills development to the entrepreneurial
context. It is both motivating to delve into a new literature base and regenerating to see the ways
in which the materials compliment and supplement each other. In addition, this course is offered
through the School of Engineering, in part due to the fact that this large university does not have
a business college and in part due to the efforts of an open minded physical scientist (the
department head) that saw the possibilities and value of teaching students the human side of
organizations. This new course was made possible amidst budget cuts and layoffs.
For students, the possibilities are grand as they have the opportunity to develop a business
idea and learn the skills to work collectively as an interdisciplinary start-up team. Importantly,
these student teams have the opportunity to receive venture capital funding for their start-up.
This is not only significant to the individual student in terms of creating their livelihood, but also
to our community and world as the products and services offer value to customers and society.
My intent is for this session to, at a minimum, address the first three bullet points from the
OBTC 2011 call for papers:
1. Are there new and dynamic topics that would deepen learning in our areas of teaching?
Teaching management skills and organization development within the
entrepreneurial context. What stays the same? What is different? How do
traditional management topics apply to start-ups? Are there any best practices?
What other related course examples are there (e.g., from Babson College, UC
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Berkeley). How do we foster entrepreneurism in non-entrepreneurial
organizations? Is entrepreneurism always good?
2. Do we have new ways of interacting with our students that would enhance their learning
and our experience in the classroom?
Using the classroom as an incubator for student business ideas. Direct training
and feedback on how to manage their start-up company. Novel ideas/projects for
instructors to apply their knowledge. Business ideas are interesting to students and
can have an impact on a new product or service.
3. How do we encourage students to reach their full potential as professionals and as human
beings?
Building confidence in students to create their own entrepreneurial environment.
Learn important management related concepts to help with work/life balance.
Explore opportunities for networking with professionals within their field of
interest.
REFERENCES/WORKS CITED
Allen, K. R. 2009. Launching New Ventures: An Entrepreneurial Approach (5th ed.). Mason,
OH: South-Western Cengage Learning.
Baron, R. A. & Shane, S. 2008. Entrepreneurship: A Process Perspective, (2nd ed.). Mason, OH:
South-Western Cengage Learning.
Dacin, P., Dacin, M., & Matear M. 2010. Social Entrepreneurship: why we don’t need a new
theory and how we move forward from here. Academy of Management Perspectives,
24(3), 37-57.
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Daft, R. 2010. Organization Theory and Design. Mason, OH: South-Western Cengage Learning.
Davila, A., Foster, G. Jia, N. 2010. Building sustainable high-growth startup companies:
Management systems as an accelerator. California Management Review, 52(3), 79-105.
Florin, J., Karri, R. & Rossiter, N. 2007. Fostering Entrepreneurial Drive in Business Education:
An Attitudinal Approach. Journal of Management Education, 31( 1), 17-42.
Gallos, J. (Ed.) 2006. Organization Development. San Francisco, CA: Jossey-Bass.
Greene, P., Katz, J. & Johannisson, B.. 2004. Entrepreneurship Education. Academy of
Management Learning & Education, 2004, 3(3).
Isenberg, Daniel (2008, Dec). The Global Entrepreneur. Harvard Business Review, 107-111.
Isenberg, Daniel (2010, June). Entrepreneurship Revolution. Harvard Business Review, 41-50.
Kolb, D. 1984. Experiential learning: Experience as the source of learning and development.
Eaglewood Cliffs, NJ: Prentice Hall.
Kolb, A. & Kolb, D. 2005. Learning Styles and Learning Spaces: Enhancing Experiential
Learning in Higher Education Academy of Management Learning & Education, 4(2),
193–212.
Kuratko, D. F. & Hornsby, J. S. 2009. New Venture Management: The Entrepreneur’s Roadmap.
Upper Saddle River, NJ: Pearson-Prentice Hall.
Levi, D. 2007. Group Dynamics for Teams (2
nd
ed.). Thousand Oaks, CA: Sage
Publications.
Nicholls-Nixon, C.L. 2005. Rapid growth and high performance: The entrepreneur’s “impossible
dream?”, Academy of Management Perspectives, 19(1), 77-89.
Robbins, S., DeCenzo, D., Coulter, M. 2011. Fundamentals of Management: Essential Concepts
and Applications. Boston, MA: Prentice Hall.
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Whetten, D.A. 2007. Principles of effective course design: What I wish I had known about
learning-centered teaching 30 years ago. Journal of Management Education, 31(3): 339-
357.
Whetton, D. & Cameron, K. 2005. Developing Management Skills (6
th
ed.). Upper Saddle River,
NJ: Prentice Hall.
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APPENDIX A: ADDITIONAL RELATED SOURCES
Ansgar R. & Schmidt, S.L. 2008. The Effectiveness of University-Level Management
Consulting Courses. Journal of Management Education, 32(1) 84-99.
Backhaus, K. & Liff, J. P. 2007. Cognitive Styles and Approaches To Studying in Management
Education. Journal of Management Education, 31(4), 445-466.
Banning, K. C. 2003. The Effect of the Case Method on Tolerance for Ambiguity Journal of
Management Education, 27(5), 556-567.
Baron, R. A (2006). Opportunity Recognition as Pattern Recognition: How Entrepreneurs
"Connect the Dots" to Identify New Business Opportunities. Academy of Management
Perspectives, 20(1), 104-119.
Baron, R. A. & Markman, G. D. (2000). Beyond social capital: How social skills can enhance
entrepreneurs' success. Academy of Management Executive,14(1), 106-116.
Batjargal, B., Hitt, M., Webb, J., Arregle, J., Miller, T. (2009). Women and men entrepreneurs'
social networks and new venture performance across cultures. Academy of Management
Annual Meeting Proceedings, 1-6, (AN 44247734)
Bigelow, J. D. 2004. Using Problem-Based Learning to Develop Skills in Solving Unstructured
Problems. Journal of Management Education, 28(5), 591-609.
Bisoux, Tricia (2010, Nov/Dec) First Adopters. BizEd, 20-26.
Björnberg, Åsa M.; Coyle-Shapiro, Jacqueline A-M (2009). A relational model explaining work
and relationship outcomes of co-entrepreneurs. Academy of Management Annual Meeting
Proceedings, 1-6, (AN 44256470)
Chen, X., Yao, X. & Kotha, S. (2009). Entrepreneur passion and preparedness in business plan
presentations: a persuasion analysis of venture capitalists' funding decisions. Academy of
Management Journal, 52(1), 199-214.
Edelman, L., Manolova, T., & Brush, C. 2008. Entrepreneurship Education: Correspondence
Between Practices of Nascent Entrepreneurs and Textbook Prescriptions for Success.
Academy of Management Learning & Education, 7(1), 56–70.
Friar, J. H. & Eddleston K. A. 2007. Making Connections for Success: A Networking Exercise.
Journal of Management Education, 31(6), 683-696.
Grey, C. 2002. What are Business Schools for? On Silence and Voice in Management Education
Journal of Management Education, 26(5) 496-511
Gundry, L. K. 1990. Creating Catalysts and Entrepreneurs: Enhancing Our Focus on Small
Organizational Settings. Journal of Management Education, 14(4), 18-27.
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Hjorth, D. 2003. In the Tribe of Sisyphus: Rethinking Management Education from an
“Entrepreneurial” Perspective. Journal of Management Education, 27(6), 637-653.
Hmielski, K. & Baron, R. 2009. Entrepreneurs’ optimism and the new venture performance: A
social cognitive perspective. Academy of Management Journal, 52(3), 473-488
Hmieleski, K., & Ensley, M. 2007. Contextual examination of new venture performance:
entrepreneur leadership behavior, top management team heterogeneity, and
environmental dynamism. Journal of Organizational Behavior, 28(7), 865-889.
Hsieh, T. (2010, June). Why I sold Zappos. INC, 100-104.
Human, S. E., Clark, T & Baucus, M. 2005. Student Online Self-Assessment: Structuring
Individual-Level Learning in a new Venture Creation Course. Journal of Management
Education, 29(1), 111-134.
Kenworthy, A. & Fornaciari, C. 2010.No More Reinventing the Service-Learning Wheel:
Presenting A Diverse Compilation of Best Practice “How To” Articles. Journal of
Management Education, 34(1), 3-8.
Kouzes, J. & Posner, B. 2006. Enlist Others. In J. Gallos (Ed.) Organization Development,
pp518-539. Jossey-Bass Publishers.
Litzky B.E., Veronica M. Godshalk, V.M. & Walton-Bongers, C. 2010. Social Entrepreneurship
and Community Leadership: A Service-Learning Model for Management Education.
Journal of Management Education, 34(1), 142-162.
McCormick, B. & Gray, V. 2010. Message in a Bottle: Basic Business Lessons for Entrepreneurs
Using Only a Soft Drink . Journal of Management Education, 1052562910391615.
McCrea, E. A. 2010. Integrating Service-Learning into an Introduction to Entrepreneurship
Course. Journal of Management Education, 34(1), 39-61.
McMullen, J. S.; Shepherd, D. 2006. A entrepreneurial action and the role of uncertainty in the
theory of the entrepreneur. Academy of Management Review, 31(1), 132-152,
Ozcan, P & Eisenhardt, K. 2009. Origin of Alliance Portfolios: Entrepreneurs, network strategies
and firm performance. Academy of Management Journal, 52(2), 246-279,
Sadler-Smith, E. & Burke, L. A. 2009. Fostering Intuition in Management Education: Activities
and Resources. Journal of Management Education. 33(2), 239-262.
Woods, C. 2011. Reflections on Pedagogy: A Journey of Collaboration. Journal of Management
Education, 35(1), 154-167.
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APPENDIX B: COURSE OUTLINE
Building Entrepreneurial Environments
(Contact information deleted to maintain the integrity of the blind review.)
Course Overview:
Building Entrepreneurial Environments focuses on the management-related issues facing
entrepreneurs. In this course, you will gain both the theoretical knowledge and practical experience of
managing and leading within an entrepreneurial environment. As part of the course, you will have the
opportunity to participate in an interdisciplinary team in the Business Design Competition (BDC)
practicum or to be part of the administration team that helps manage the BDC process. Sample course
topics include team building, decision making, determining the appropriate organizational structure and
staffing needs, managing performance, leading, and empowering high performance.
Course Goals:
The goals of this course are to:
1. Gain knowledge of the management-related issues facing entrepreneurs within a start-up
environment.
2. Examine different methodologies, techniques, and approaches to managing entrepreneurial
environments.
3. Develop interpersonal skills and the ability to function successfully in an entrepreneurial team.
4. Provide an opportunity to practice the interdisciplinary management-related skills within an
entrepreneurial setting.
5. Gain skills in preparing and presenting oral presentations within the entrepreneurship context.
Evaluation
Grades will be based on the following assignments:
35% CHOICE: Choose 1 or 2:
1) Individual Research Paper: This option requires you to choose a management-related topic
and provide a written analysis on this topic. Length: 8-10 pages; References Required. More
details will be provided in class. OR
2) Team Presentation: This option requires you to prepare and give a presentation on
entrepreneurial issue(s) pertinent to your BDC team(s). Presentations will be approximately 15
minutes, depending on size of team and a short report that supports your presentation will be
required. More details will be provided in class.
45% Ready-for-Class (RFC) Activities: These activities evaluate your preparation for class and
your contribution to the course. Activities include one-page Readings Notes for selected
readings, Website Discussion Points for selected course topics, BDC Debrief Reports to report
on practicum experiences, and general Class Participation and Attendance. A
plus/check/minus system will be used for feedback on RFC Activities. See Course Outline for
schedule of RFC Activities. More details on each of these activities, as well as options for
“silent participation” will be provided in class.
20% Business Design Competition/Administration Team Deliverables: These team-based
deliverables are noted in the Course Outline and include such items as the executive summary,
SWOT analysis, company/employee handbook, and company branding for those students
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participating in the BDC and a set of agreed-upon deliverables for those students in the
administration team (e.g., organization chart, competition logistics and preparation).
100% Total
The standard grade percentage breakdown will be used: A/A- = 100-90%; B+/B/B- = 89.4-80%; C+/C =
79.4-70%; D = 69.4-60%
Course Outline (All schedule changes will be announced in class)
Date Topic(s) Readings, Deliverables,
(ADDITIONAL
READINGS TO BE
ADDED)
January 4
Tuesday
Practicum
Introduction to BDC and Entrepreneurship
Idea Pitches
January 6
Thursday
Seminar
Creating an Entrepreneurial Environment
• Overview of Entrepreneurship, Entrepreneurs
• Building a positive and strong culture
Team Formation & Development (Introduction)
Reading: Why I sold Zappos
(Hsieh, 2010)
January 11
Tuesday
Practicum
Overview: Five Stages of Creation: Ideation, Design,
Development, Prototyping, Business Planning
Idea Pitches
January 13
Thursday
Seminar
Team Formation & Development (continued)
• Determining Team Member Roles & Duties
• Clarifying Goals
• Meeting Management & Time Management
Leading and Empowering within an Entrepreneurial
Environment
• Leadership Perspectives and Approaches to
Leading
• Delegating, Coaching and Empowering Others
Lecture Notes Jan 13
Reading: Rapid Growth and
High Performance (Nicholls-
Nixon, 2005)
January 18
Tuesday
Practicum
Ideas – Who Owns What?
Copyrights, Patents and Trademarks
Idea Pitches
DUE: BDC Team Formation
January 20
Thursday
Seminar
Managing Conflict and Encouraging Innovation
• Approaches to Managing Conflict
Decision Making within the Entrepreneurial
Environment
• Fostering Creativity
• Risk Tolerance
• Decision Making Models & Approaches
Lecture Notes Jan 20
BDC Debrief Reports
Reading: First Adopters
(Bisoux, 2010)
January 25
Tuesday
Organizational Structure and Design for Start-ups
BDC Final Team Assn & IP
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Practicum SWOT Review
January 27
Thursday
Seminar
Putting into Place the Right Organization Structure
• Specifying the Mission and Key Objectives
• Creating an Organization Chart
• Deciding upon Governance and Governing
Board
• Developing Policies and Establishing Bylaws
Lecture Notes Jan 27
DUE: Reading Notes
Entrepreneurship Revolution
(Isenberg, 2010)
Reading: The Global
Entrepreneur (Isenberg,
2008)
February 1
Tuesday
Practicum
Company Formation: valuation methods, founding
shared distribution, stock options, incentives
Company Handbook Review
DUE: BDC Executive
Summary, SWOT
February 3
Thursday
Seminar
Determining the Staffing Needs of your
Entrepreneurial Environment
• Job Analysis and Assessing Job-Person Fit
• Make or Buy Decisions
• Professional Development and Employee
Training
Lecture Notes Feb 3
DUE: Website Discussion
Points: Topic: Managing
Employees
February 8
Tuesday
Practicum
Market Research and Company Branding DUE: BDC
Employee/Company
Handbook
February 10
Thursday
Seminar
Effective Performance Management within the
Entrepreneurial Environment
• Appraising Performance
• Dealing with Poor Performance
• Motivating High Performance
Lecture Notes Feb 10
DUE: Website Discussion
Points: Topic: Managing
Employees
February 15
Tuesday
Practicum
Market Research and Company Branding (continued) DUE: BDC Product
Prototypes & Company
Branding
February 17
Thursday
Seminar
Managing Stress and Building Engagement
• Job Demands, Job Control, Rewards,
Community, Fairness, and Values Fit
Lecture Notes Feb 17
DUE: Website Discussion
Points: Topic: Managing
Stress
February 22
Tuesday
Practicum
Entrepreneurship: Challenges and Rewards
Success Stories
DUE: Market Research &
Focus Group Designs
February 24
Thursday
Seminar
Successful Entrepreneurial Behaviors
• Effective Presentation Skills
• Impression Management
• Oral Presentation Skills
Lecture Notes Feb 24
March 1
Tuesday
Practicum
BDC: Semi-Final Practice
DUE: BDC: Semi-Final
Practice Presentation
March 3 Team Presentations DUE: Team Presentation
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Thursday
Seminar
• Teams Present on Management Topic
Related to BDC Team/Practicum
DUE: Individual Paper
March 8
Tuesday
Practicum
BDC: Semi-Final Practice
DUE: BDC: Semi-Final
Practice Presentation
March 10
Thursday
Seminar
Team Presentations
• Teams Present on Management Topic
Related to BDC Team/Practicum
DUE: Team Presentation
Reading List (Articles will be posted on our website.)
Lecture Notes for 1/13-2/24 will be posted electronically.
1/6: Hsieh, T. (2010, June). Why I sold Zappos. INC, 100-104.
1/13: Nicholls-Nixon, 2005). Rapid growth and High Performance, AME, 77-89.
1/20: Bisoux, Tricia (2010, Nov/Dec) First Adopters. BizEd, 20-26.
1/27: Isenberg, Daniel (2008, Dec). The Global Entrepreneur. Harvard Business Review, 107-111.
1/27: Isenberg, Daniel (2010, June). Entrepreneurship Revolution. Harvard Business Review, 41-50.
Additional readings as posted.
Suggested Readings/Thought Starters for Website Discussion Points
Branson, Richard (2010). Richard Branson on the Power of Delegation. Retrieved on December 6, 2010
athttp://www.entrepreneur.com/article/217701
Davila, A., Foster, G. Jia, N. (2010). Building sustainable high-growth startup companies: Management
systems as an accelerator. California Management Review, 52(3), 79-105.
Javitch, David (2010, July 29) 7 Steps to Defuse Workplace Tension. Retrieved on December 6, 2010 athttp://www.entrepreneur.com/humanresources/employeemanagementcolumnistdavidjavitch/article207680
.html
Ransom, Diana (2010, Nov 3).Seven Ways to Retain Top Employees. Retrieved on December 6, 2010 at
Retrieved on December 6, 2010 athttp://www.entrepreneur.com/article/217482
Sample Resources:
Entrepreneurship Magazine:http://www.entrepreneur.com
Fast Company:http://fastcompany.com
Inc Magazine:http://www.inc.com
Kauffman Foundation:http://www.kauffman.org
McKinsey and Company:http://www.mckinseyquarterly.com
Video: Entrepreneur Media: Start-up Advice from Professor Robert Foster.http://www.entrepreneur.com/video/217596/playlist/6
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