Management Human Capital and Entrepreneurship Paper

Anonymous
timer Asked: May 21st, 2014

Question Description

Please enclosed the attached file to view the complete task.

4000 words Task.

CMU_MBA_S2_MHCE_Assignment_April-July_2014.doc

Cardiff Metropolitan University London School of Commerce MODULE TITLE: - MANAGING HUMAN CAPITAL AND ENTREPRENEURSHIP Subject to University Approval PROGRAMME: MBA ACADEMIC YEAR PERIOD: April to July 2014 LECTURER SETTING ASSESSMENT: - Mr David Hall & Dr. Rajendra Kumar DATE ASSESSMENT TO BE COMPLETED AND SUBMITTED: 20th June 2014 ---------------------------------------------------------------------------------------------------------------Assessment Type: Individual Assignment: Individual Coursework (50%) and Individual Written Presentation (50%) ----------------------------------------------------------------------------------------------------------------------Indicative Assessment Requirements for the Module;----------------------------------------------------------------------------------------------------------------------Maximum Word Limit for the Assessment • • Individual assessment contribution (an individual set of supporting documentation from each student in report format equivalent to 2000 words, excluding references and absolute maximum); Assessment Weighting 50% For the 50% written presentation, students should submit a written business proposal ----------------------------------------------------------------------------------------------------------------------Description of Assessment Requirements MBA-Semester One Management Human Capital and Entrepreneurship Individual Assignment Word limit: 4000 words maximum excluding references(For Tasks 1 & 2) ASSIGNMENT BRIEF Attempt both the tasks below: Task 1- (2000 Words) According to 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 -300 words) • Literature Review-& Critical Analysis (70 marks -1400 words) • Conclusions- -( 10 marks -300 words) • References / Presentation – 10 marks • Bibliography • Appendices if appropriate Task 2 – Individual Written Presentation 2000 WordsDevelop 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. Business Description – Should provide the background and history of the business. Also contain the goals as well as the product or services description being proposed. It also discuss the supplier information, agreements and ownership structure and legal considerations. 10 marks- 400 words 2. Business Opportunities – Should contain the potential customer, geographical area, business competitors. 10 marks- 400 words 3. Marketing Strategy – Should present the costing and pricing, sales projection, and marketing plan. 10 marks- 400 words 4. Human Resources Strategy – Should include the manpower needed, HR planning , recruitment & selection strategies , motivation . 10 marks- 400 words 5. Finances – To include the revenue, expenses, and financial projections. 10 marks- 400 words Guidelines for undertaking the proposal / Assessment criteria Task 1 (2000 words)- 50% Your analysis must be grounded in appropriate academic literature and must provide clear evidence of independent critical evaluation. (50%) 2000 words- 50 marks Task 2 (2000 words for individual written presentation) -50% You are required to identify critical issues that would generate interest. For example: 1. 2. 3. 4. 5. 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- 400 words Situation Analysis – Should do SWOT analysis, identify potential customer, geographical area, business competitors. 10 marks- 400 words Marketing Strategy – Should present the costing and pricing, sales projection, and marketing plan. 10 marks- 400 words 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- 400 words Finances – To include the revenue, expenses, and financial projections. 10 marks- 400 words ---------------------------------------------------------------------------------------------------------------------Module Learning Outcomes to be Assessed:Upon successful completion of task 1 the students will be able to: • 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 • Theory, practice and evolution in management and business contexts Upon successful completion of task 2 the students will be able to: • 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 • Managing people, workforces, individuals, and self reflection: –examples, concepts, cultural comparative examples Marking Scheme for Task One Introduction 10 marks Literature Review and 70 marks Critical Analysis Conclusion 10 marks References / 10 marks 300 words 1400 words 300 words Presentation Total 100 marks 2000 words MARKING CRITERIA FOR TASK ONE 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 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. 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/po or explanations. Barely answers the question – just reproduces what knows about the topic No evidence of reading. Very basic theories mentioned but not developed or well used. Long winded descriptions of theory. Some long winded sections. Some quotations, but stand alone. Some interconnections. Good summary of theory. Good use of quotations that flow with narrative. Good interconnections. No examples No/limited/ inappropriate examples Few examples Uneven examples Good examples Succinct, effective summaries of theory. Excellent choice and threading of quotations into argument. Good counterpoising of a range of perspectives. Excellent range of examples. Vague assertions about issues. Largely descriptive with no identification and analysis of central issues. Uncritical acceptance of material. Limited insight into issues. Some good observations. Good, detailed analysis. Comprehensive range of issues identified and discussed fully. 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. No referencing Limited/poor referencing Some inconsistencies in referencing Appropriate referencing Appropriate referencing APPLICATION Does it show appropriate use of theory in a practical situation? ANALYSIS Does it identify the key issues, etc in a given scenario, proposal or argument? EVALUATION & CONCLUSION Does it critically assess material? Are there a workable and imaginative solutions? REFERENCING Thorough and accurate citation and referencing No evaluation. No referencing PRESENTATION Logical and coherent structure to argument and effective presentation No structure apparent. Poor presentatio n. 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 : Entrepreneurship Module Leaders : 1. Managing Human Capital and Mr David Hall & Dr. Rajendra Kumar 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 startup 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 4. Study Hours Lectures / Seminars 24 Directed Learning 48 Independent Learning 128 Total 200 Assessment Method (s) Assessment Type Duration/Length of Assessment Type Weighting of Assessment Individual Assignment and Individual Presentation Submission – End of Week 10 Both assessments Maximum words 4000 are worth 50% • 5. Individual course work/ paper presentation: maximum 4000 words); Assessment Weighting 100%. 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 comparat • Learning communities, cultural barriers and definitions: experiential, reflective and action learning 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 innovati • Management and leadership – personal planning, professional development and entrepreneurship thin • Bridging the gaps:- management theory, practice, innovation and entrepreneurship – individuals, tea 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 6. Introduction to management theories and practices Rec ommended Reading & Required Reading Core Text: • Armstrong, M. (2009) Armstrong's Handbook of Human Resource Management Practice (11th ed) Kogan Page • Hirsch, R., Peters, M and Shepherd, D (2009) Entrepreneurship Erwin Mc Graw-Hill ✓ Stokes, D. and Wilson, N. (2010) Small Business Management and Entrepreneurship Cengage Learning Business Press; Sixth edition Recommended reading • • Beard, C and Wilson, J.P. (2006) Experiential Learning, 2nd edition, Kogan Page Beardwell, Ian (2007) Human Resource Management: A Contemporary Approach, (5th edn) Prentice Hall • Boxall, P. and Purcell, J. (2011) Strategy and Human Resource Management 3rd edition, Palgrave • Bratton, J. and Gold, J. (2007) Human Resource Management: theory and practice, 4th edition, Palgrave • Brewster, Sparrow, Vernon (2007) International Human Resource Management, Chartered Institute of Personal Development • Buchanan, D.A. and Huczynski, A.A. (2010) Organizational Behaviour, 7th edition, FT Prentice Hall • Burnes, R. (2009) Managing Change, 5th edition, FT Prentice Hall • Cameron, S (2004) The MBA Handbook: Skills for Mastering Management 5th edition, FT Prentice Hall • Claydon, T. and Beardwell, J. (2007) Human Resource Management a Contemporary Approach, 5th edition, FT Prentice Hall [was Beardwell and Holden] • Coulter, M (2002) Entrepreneurship in Action Prentice Hall • Dessler, G (2008) Human Resource Management Prentice Hall • Harrison, R. (2005) Learning and Development, 4th edition, CIPD • Henderson, I. (2008), Human Resource Management for MBA Students, London: McGrawHill • Gold, J., Thorpe, R. and Mumford, A. (2010) Leadership and Management Development, 5th edition, CIPD • Hirsch, R., Peters, M and Shepherd, D (2009) Entrepreneurship Erwin Mc Graw-Hill • Hughes, R.L., Ginnett, R.C. and Curphy, G.J. (2006) Leadership: enhancing the lessons of experience, International - 5th edition, McGraw-Hill • Longenecker, J.M., Moore, C.W. and Petty, J. W. (2003) Small Business Management Thompson, South- Western ✓ Mariotti, S (2003). The Young Entrepreneur’s Guide to Starting and Running a Business. New York, NY: Random House, Inc • Muller-Camen, M., Croucher, R. and Leigh, S. (2008) Human Resource Management: a case study approach, London: CIPD • Northouse, P. (2009), Leadership: Theory and Practice, 5 ed., London: Sage • Pedlar, M., Burgoyne, J. and Boydell, T. (2007) A Manager's Gide to Self Development, 5th edition, Prentice Hall • Price, A (2007) Human Resource Management, (3d edn) Thomson Learning • Routledge, C. and Carmichael, J. (2007) Personal Development and Management Skills, CIPD, London • Scarborough, N.M. and Zimmerer, T. W. (2005) Effective Small Business Management: an Entrepreneurial Approach Pearson Education; 8 edition • Sisson, K and Storey, J (2000) Human Resource Management Blackwell • Stokes, D. and Wilson, N. (2010) Small Business Management and Entrepreneurship Cengage Learning Business Press; Sixth edition • Thomson A (2001) Changing Patterns of Management Development, Blackwell, Oxford • Torrington, D., Taylor, S. and Hall, L. (2008) Human Resource Management (7th ed) Financial Times/ Prentice Hall • Watson, G. and Reissner, S. (eds.) (2010) Developing Skills for Business Leadership, CIPD, London • • Weinstein, K. (2005) Action Learning: a practical guide, Gower. Whetton D and Cameron K D. (2007) Developing Management Skills,7th Ed, Pearson Education Winstanley, D. (2005) Personal Effectiveness, CIPD

This question has not been answered.

Create a free account to get help with this and any other question!

Brown University





1271 Tutors

California Institute of Technology




2131 Tutors

Carnegie Mellon University




982 Tutors

Columbia University





1256 Tutors

Dartmouth University





2113 Tutors

Emory University





2279 Tutors

Harvard University





599 Tutors

Massachusetts Institute of Technology



2319 Tutors

New York University





1645 Tutors

Notre Dam University





1911 Tutors

Oklahoma University





2122 Tutors

Pennsylvania State University





932 Tutors

Princeton University





1211 Tutors

Stanford University





983 Tutors

University of California





1282 Tutors

Oxford University





123 Tutors

Yale University





2325 Tutors