Business plan

Assignment Requirements

 

Will upload the work

Cardiff Metropolitan University

 

London School of Commerce

MODULE TITLE: – MANAGING HUMAN CAPITAL AND ENTREPRENEURSHIP

 

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: 20^th June 2014

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Assessment Type: Individual Assignment:

 

Individual Coursework (50%) and Individual Written Presentation (50%)

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Indicative Assessment Requirements for the Module;-

 

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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

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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 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. 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. 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
2. Situation Analysis – Should do SWOT analysis, identify 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. 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
5. Finances – To include the revenue, expenses, and financial projections. 10 marks- 400 words

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Module Learning Outcomes to be Assessed:-

Upon successful completion of task 1 the students will be able to:

• 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	300 words
Literature Review and Critical Analysis	70 marks	1400 words
Conclusion	10 marks	300 words
References / Presentation	10 marks
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	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

 

Module Leaders        :           Mr David Hall & Dr. Rajendra   Kumar

 

 

1. Aim(s)

The module aims to:-

 

• Enable the student to examine, reflect on and critically analyse theories and practices relevant to management and entrepreneurship including individual and team-group learning; reflective self-managed learning practices; the facilitation of the learning environment; psychology models and managing people in a variety of settings and cultural contexts.
• Provide a critical introduction to the business concepts, personal development, and process skills which are needed to be successful in an entrepreneurship/small business venture.
• Develop and encourage evaluative confidence, and critical and reflective self awareness in the student which is based on their robust understanding of the integrative skills, competencies and knowledge required for their effective evaluation of new venture opportunities and the subsequent realisation of these in successful new business ventures
• Develop the student’s awareness and evaluative ability, particularly in identifying the critical role of opportunity creation and opportunity recognition as potential drivers in the identification of successful new venture opportunities
• Evaluate the role of the entrepreneur and critically analyse specific examples of new venture development as a part of successful entrepreneurial activities including the concepts of risk management, individual and corporate hygiene factors underpinning NPD activity
• Critically examine the models which exist and the principal success factors which may be identified in starting and growing a new venture and contextualise these factors within the broader definitions of entrepreneurship, entrepreneurialism, and other models of business launch, growth and life cycle.
• Examine and critically analyse theories and practices relevant to personal, managerial, and entrepreneurial competencies, (e.g. management and individualised learning; competency requirements and learning; reflective self-managed learning practices; integration and definitions of management competencies and development concepts; the facilitation of the learning environment; psychology models and managing people in a variety of settings,).
• Provide opportunities for critically developing the students’ reflective learning abilities particularly those associated with effective and enhanced managerial performance.
• Provide the student with a framework of orientation to the self-directed, active learning methods of the program through the:-

Discussion and exploration of contemporary ideas on effective leadership and management.

The utilisation of team exercises, case studies and assessments which provide a framework for reflective learning

2. Learning Outcomes

Upon successful completion of the module the students will be able to:

• Identify, determine, and critically evaluate the factors which may contribute to the success or failure of a new venture including the management abilities, skills and contexts which may contribute to this success.
• Critically consider the relationships which may exist between management knowledge, entrepreneurship and new venture development and the complexity of factors which contribute to new business development
• Determine, and identify the critical tasks to be accomplished within new venture life cycles, including the challenges and opportunities faced at each stage of the venture. (e. g. management thinking, concept; prototype; test; scanning: start-Up; early growth; penetration developments; continuation of success; re-positioning; contingency planning, financial and HRM contexts of management)
• Evaluate and critically analyse the relationships which may exist between knowledge, entrepreneurship and new venture development and the complexity of factors which contribute to new business development
• Identify and determine the necessary financial and non-financial resources available for new ventures; the criteria used to screen and evaluate proposals, their attractiveness and risk, and know how to obtain start-up and early growth capital and develop an integrated plan for new venture development (including financial projections for start-up ventures).
• Apply models for the screening of new ventures/opportunities to live start-up concepts and ideas, and subsequently develop a live case business plan suitable for presentation to investors and industry participants.

 

 

3. Learning and Teaching Delivery Methods

 

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

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 Presentation	Submission – End of Week 10 Maximum words 4000	Both assessments are worth 50%

• Individual course work/ paper presentation: maximum 4000 words); 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 –

 

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

ü  Stokes, D. and Wilson, N. (2010) Small Business Management and EntrepreneurshipCengage 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, (5^th edn) Prentice Hall
• 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
• 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
• 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

• 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

• Claydon, T. and Beardwell, J. (2007) Human Resource Management a Contemporary Approach, 5th edition, FT Prentice Hall [was Beardwell and Holden]

• Henderson, I. (2008), Human Resource Management for MBA Students, London: McGraw-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

ü  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
• 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 ApproachPearson Education; 8 edition
• Stokes, D. and Wilson, N. (2010) Small Business Management and EntrepreneurshipCengage Learning Business Press; Sixth edition
• Thomson A (2001) Changing Patterns of Management Development, Blackwell, Oxford
• 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

• Price, A (2007) Human Resource Management, (3d edn) Thomson Learning

• Sisson, K and Storey, J (2000) Human Resource Management Blackwell

• Torrington, D., Taylor, S. and Hall, L. (2008) Human Resource Management (7th ed) Financial Times/ Prentice Hall

 

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