MANAGING HUMAN CAPITAL AND ENTREPRENEURSHIP
Order Description
Task 1
• Individual assessment contribution (an individual set of supporting documentation from each student in report format equivalent to 3000 words, excluding references and absolute maximum); Assessment Weighting 50%
Task 2
• For the 50% written presentation, students should submit a written business proposal……….
MORE INSTRUCTIONS…..
MODULE TITLE: – MANAGING HUMAN CAPITAL AND ENTREPRENEURSHIP
PROGRAMME: Masters in international hospitality management
DATE ASSESSMENT TO BE COMPLETED AND SUBMITTED:
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Assessment Type: Individual Assignment:
Task 1
Individual Coursework (50%)
Task 2
Individual Written Presentation (50%)
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Indicative Assessment Requirements for the Module;-
ASSIGNMENT BRIEF
Attempt both the tasks below:
Task 1- (3000 Words)
According to Deakins, D and Freel,M , 2012, p15 “ A high degree of self-confidence or perceived self-confidence, called self-efficacy has been advocated by some writers as an important concept in entrepreneurship. High self-efficacy in entrepreneurship translates into self-belief in one’s capabilities to mobilize resources, motivate others and produce change (business start-up)”.
Using relevant literature critically analyse this statement and examine the characteristics, traits and qualities an individual needs to become a successful entrepreneur. Use relevant examples.
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 -500 words)
• Literature Review-& Critical Analysis (70 marks -2000 words)
• Conclusions- -( 10 marks -500 words)
• References / Presentation – 10 marks
• Bibliography
• Appendices if appropriate
Task 2 – Individual Written Presentation 3000 Words-
Develop an effective business plan for launching a new product and obtaining financial and managerial support from potential backers. Prepare ten power point slides to 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.
Assessment Criteria, word limit and the breakup of marks
1. Nature of the business – 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- 600 words
2. Situation Analysis – Should do SWOT analysis, identify potential customer, geographical area, business competitors. 10 marks- 600 words
3. Marketing Strategy – Should present the costing and pricing, sales projection, and marketing plan. 10 marks- 600 words
4. Operations and Human Resources Strategy – Should state what operations strategy will be undertaken. Also include the manpower needed, HR planning , recruitment & selection strategies , motivation . 10 marks- 600 words
5. Finances – To include the revenue, expenses, and financial projections. 10 marks- 600 words
Guidelines for undertaking the proposal / Assessment criteria
Task 1 (3000 words)- 50%
Your analysis must be grounded in appropriate academic literature and must provide clear evidence of independent critical evaluation. (50%) 3000 words- 50 marks
Task 2 (3000 words for individual written presentation) -50%
You are required to identify critical issues that would generate interest.
1. Nature of the business – 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- 600 words
2. Situation Analysis – Should do SWOT analysis, identify potential customer, geographical area, business competitors. 10 marks- 600 words
3. Marketing Strategy – Should present the costing and pricing, sales projection, and marketing plan. 10 marks- 600 words
4. Operations and Human Resources Strategy – Should state what operations strategy will be undertaken. Also include the manpower needed, HR planning , recruitment & selection strategies , motivation . 10 marks- 600 words
5. Finances – To include the revenue, expenses, and financial projections. 10 marks- 600 words
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Module Learning Outcomes to be Assessed:-
Upon successful completion of task 1 the students will be able to:
• Identify and determine the driving forces in a new venture.
• Analyse how successful entrepreneurs and investors create, find, and differentiate profitable and durable opportunities; in particular, how they tell these opportunities apart from just “other good ideas”.
• Evaluate and determine how successful entrepreneurs and investors create and build value for themselves and others.
Upon successful completion of task 2 the students will be able to:
• 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.
• Apply the opportunity screening criteria to actual start-up ideas, and subsequently develop a business plan suitable for presentation to investors and industry participants.
• Develop and analyse integrated financial projections for start-up ventures.
• Develop an increased sense of discretionary power as a person and as a manager to deal effectively and constructively with the opportunities and challenges of diversity to gain strategic/competitive advantage.
MARKING CRITERIA FOR THE TASKS GIVEN
MARK 29 or less 30 – 39 40 – 49 50 – 59 60 – 69 70 +
CONTENT:
Has the question been answered?
Vague, random, unrelated material Some mention of the issue, but a collection of disparate points Barely answers the question – just reproduces what knows about the topic Some looseness/
digressions Well focused Highly focused
TOPIC
KNOWLEDGE
Is there evidence of having read widely
and use of appropriate and up to date material to make a case? No evidence of reading.
No use of theory – not even hinted at implicitly. No evidence of reading.
An implicit hint at some knowledge of theory, etc. No evidence of reading. Very basic theories mentioned but not developed or well used. Some reading evident, but confined to core texts. Good reading.
Good range of theories included. Excellent reading.
Well chosen theories.
UNDERSTANDING & SYNTHESIS
Are ideas summarized rather than being reproduced, and are they inter-related with other ideas?
No theory included. Vague assertions/poor explanations. Long winded descriptions of theory.
Some long winded sections.
Some quotations, but stand alone.
Some inter- connections. Good summary of theory.
Good use of quotations that flow with narrative.
Good inter-connections. Succinct, effective summaries of theory. Excellent choice and threading of quotations into argument. Good counterpoising of a range of perspectives.
APPLICATION
Does it show appropriate use of theory in a
practical situation? No examples No/limited/
inappropriate examples Few examples Uneven examples Good examples Excellent range of examples.
ANALYSIS
Does it identify the key issues, etc in a given scenario, proposal or argument? Vague assertions about issues. Largely descriptive with no identification and analysis of central issues. Limited insight into issues. Some good observations. Good, detailed analysis. Comprehensive range of issues identified and discussed fully.
EVALUATION & CONCLUSION
Does it critically assess material?
Are there a workable and imaginative solutions? No evaluation. Uncritical acceptance of material. Some evaluation but weak. Little insight. Good interpretation. Some but limited sophistication in argument.
Good critical assessment. Independent thought displayed. Full critical assessment and substantial individual insight.
REFERENCING
Thorough and accurate citation and referencing No referencing No referencing Limited/poor referencing Some inconsistencies in referencing
Appropriate referencing Appropriate referencing
PRESENTATION
Logical and coherent structure to argument and effective presentation
No structure apparent.
Poor presentation.
Poor structure.
Poor presentation. Acceptable, but uneven structure.
Reasonable presentation. Reasonable structure.
Good presentation. Good argument.
Well presented material. Excellent argument.
Very effective presentation format.
MODULE DESCRIPTOR
Module : Managing Human Capital and Entrepreneurship
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.
Approach Study Hours
Lectures / Seminars 24
Directed Learning 48
Independent Learning 128
Total 200
4. Assessment Method (s)
Assessment Type Duration/Length of Assessment Type Weighting of Assessment
Individual Assignment and
Individual Written Presentation Submission – End of Week 10
Maximum words 5000 Both assessments are worth 50%
• Individual course work/ paper presentation: maximum 6000 words excluding references); Assessment Weighting 100%.
5. Indicative Content
Indicative 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
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. NPD.
• 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
• Western and non-western concepts of the employment relationship
• Change management – Cultures and Contexts
Leadership and people
• Leadership approaches, cultures and paradoxes,
• The psychological and intellectual capital contracts –motivation theory
• Management of talent and intellectual capital
• Management of diversity and flexibility – skills, competencies, and capability in international contexts
• Management of situations, cultures and change in differing national workplaces
Introduction to management theories and practices –
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 MSCIHM / MSCITM 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 MSCIHM / MSCITM 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 (3000) 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