...Ningbo China (Business School) Finance, Accounting and Management Academic Year 2012/11 Module Title: Entrepreneurship and Business p11440 Module convenor: Maris Farquharson Essay title: Discuss the relationship between entrepreneurship, innovation and economic development. What role do creativity and problem solving play in this relationship? Refer to both theory and examples from the business world to support your discussion. Word Count: 1959 Submitted: 27/11/2012 Student: Pan Yanhao Student ID: 6508745 Recent years the popularity of entrepreneurship education is growing worldwide (Gormon & Hanlon & King, 1997). In the United Kingdom more students are being taught in classes to accumulate entrepreneurial skills in their own field to make considerable achievement (Department for Culture, Media and Sport (DCMS), 2006). In addition, the government in some countries also give emphasises on the entrepreneurship and build specific plans about the improvement of entrepreneurial skills (Lumsdaine and Binks, 2007). The reason why entrepreneurship becomes more prevalent is that entrepreneurship and its vital part which is innovation are regarded as crucial components in the process of economic development (Baumol, 1968). This essay will demonstrate the relationship between entrepreneurship, innovation and economic development and illustrate the role of creativity and problem solving in this complex relationship. Section one will describe that innovation is the core...
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...Discuss the relationship between entrepreneurship, innovation and economic development. What role do creativity and problem solving play in this relationship? Refer to both theories and examples from the business world to support your discussion. Since last century, entrepreneurship and innovation have been heavily discussed. Entrepreneurs create new business and provide the job opportunities to society as well as promote the economic development. However, with the increasing global economic competition, normal entrepreneurship becomes less competitiveness, government committed to develop innovative entrepreneurship in recent years (Cukier, 2006). Therefore, the relationship between innovation and entrepreneurship becomes one of the most significant topics in the business field. Economists do a large number of researches to explore the connection between entrepreneurship and innovation as well as the position they related in economic development. During the process of exploring, a considerable amount of definitions are put forward by experts based on their research knowledge and the analysis of entrepreneurs developed in recent decades. This essay will list the definitions put forward by different economists, then support the ideas that innovation, entrepreneurship and economic development are deeply connected and interacted. Finally, combine with the experience of university group entrepreneurship project, attempt to explain importance role that the creativity and problem...
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...Welcome to Entrepreneurship and Business Dr Kenny Wong Meng Seng ELG 16 wong.mengseng@nottingham.edu.my 2 Entrepreneurship and Business • Core module for all 1st year undergraduate students in NUBS • Also be offered to students from all other schools at the University of Nottingham • Designed to raise student’s awareness and understanding of some of the key elements of entrepreneurial creativity, as well as entrepreneurship in practice. • Many fundamental principles underpinning successful entrepreneurship can be applied in a much wider variety of situations. • Improve their individual skills in terms of creative problem solving and organisational effectiveness. 3 Entrepreneurship and Business Module Sessions • Combination of lectures and mentored group work sessions. Venue: F1A15, on Wednesday in Semester 1, Time: 11:00 – 1:00 pm. • Mentored group work sessions will be held in separate sittings throughout the day in Four sessions specified in the timetable. It will be announced in Week 5. • Students will be asked to self-select their project teams to fit into one of these four sittings, during which they will work through group work in a mentored environment. Groups will not be allowed to change sittings during the course of the module. Course Time Table • Week 2: Wednesday 25th September 2013 – Lecture – – – – Module Introduction and Rationale Course structure and rationale The importance of an integrative learning approach Why study Entrepreneurship? 4 ...
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...A PROJECT REPORT ON SOCIAL ENTREPRENEURSHIP SUBMITTED BY APOORV CHITNIS FOR THE DEGREE OF THE BACHELOR OF MANAGEMENT STUDIES UNIVERSITY OF MUMBAI UNDER THE GUIDANCE OF PROF. BHUMIKA MORE SIES COLLEGE OF ARTS, SCIENCE AND COMMERCE, NERUL, NAVI MUMBAI-400706 ACADEMIC YEAR 2011-2012 DECLARATION I, APOORV CHITNIS, studying in T.Y.B.M.S, of S.I.E.S COLLEGE OF ARTS, SCIENCE AND COMMERCE, NERUL hereby declare that I have completed the project on SOCIAL ENTREPRENEURSHIP in the year 2011 – 2012 as per the requirements of Mumbai University as a part of Bachelor in Management Studies (B.M.S) programme. DATE: PLACE: NAVI MUMBAI __________________ APOORV CHITNIS CERTIFICATE I, BHUMIKA MORE hereby certify that APOORV CHITNIS student OF S.I.E.S COLLEGE OF ARTS, SCIENCE AND COMMERCE, NERUL has completed his field work project on the topic of “SOCIAL ENTREPRENUERSHIP” in the Academic Year 2011-12. The project is based on bonafide information. _________________ _______________ ______________ Prof. Bhumika More Prof. Smita. R Dr. Rita Basu (Project Guide) (BMS Coordinator) (Principal) ________________ External Examiner ACKNOWLEDGEMENT My thanks to my project guide, Prof. Bhumika More for assisting me in every way possible and gently steering...
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...MODULE ONE THEORY AND CONCEPT OF ENTREPRENEURSHIP STUDIES Learning Objectives At the end of this module students should be able to; Discuss the origin of Entrepreneurship Define the concept “Entrepreneur” List the roles and characteristics of an Entrepreneur State the motivational factors of Entrepreneurship. UNIT ONE: ORIGIN AND CONCEPTS OF ENTREPRENEUR AND ENTREPRENEURSHIP Objectives: At the end of this unit students should be able to; Compare and contrast the various definitions of Entrepreneur and Entrepreneurship. 1.2. Differentiate between Entrepreneur and Entrepreneurship. List five contributions to the study of Entrepreneurship. Introduction Businesses are any undertaking created for the purpose of creating utility. Utility is simply the satisfaction derived from consuming certain goods and services. Businesses are created by a special kind of labour which is also referred to as the entrepreneur. Entrepreneur is regarded as a special kind of labour because not all labour possesses entrepreneurial abilities which enable them to start a business from the scratch. Thus, entrepreneurship is simply the establishment of a new business or business enterprise or venture. This Unit looks at the development of the concept of entrepreneurship and the various ways in which this concept can be defined. Quick Review questions I. Businesses are not any undertaking created for the purpose of creating utility...
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...medium sized enterprises (SMEs) have been given due recognitions especially in the developed nations for playing very important roles towards fostering accelerated economic growth, development and stability within several economies (Yitzhaki, 2006). They make-up the largest proportion of businesses all over the world and play tremendous roles in employment generation, provision of goods and services, creating a better standard of living, as well as immensely contributing to the gross domestic products (GDPs) of many countries (OECD, 2000).Over the last few decades, the contributions of the SMEs sector, the development of the largest economies in the world have beamed the searchlight on the uniqueness of the SMEs; and this have succeeded in overruling previously held views that SMEs were only ―miniature versions‖ of larger companies (Al-Shaikh 1998; Gaskill et al. 1993). And although Small and Medium Enterprises have been at the center of the policy debate for quite some time in both developed and developing countries, little analytical work has been undertaken in this area.The dearth information that exists among researchers on Small and Medium Enterprises however provides a sense of how important this sector is for sustainable development in emerging economies (Medina, 2001). For instance, recent studies conducted by United Nations Industrial Development Organization (UNIDO) concur that SMEs are: laborintensive, providing more opportunities for low-skilled workers, correlated with...
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...Marketing Manager: Nicole Hamm Development Editor: Julia Perez Cover Design Manager: Anne S. Katzeff Senior Photo Editor: Jennifer Meyer Dare Senior Project Editor: Nancy Blodget Editorial Assistant: Jill Clark Art and Design Manager: Jill Haber Senior Composition Buyer: Chuck Dutton Cover photo credits Main image: © Bryan F. Peterson/CORBIS Lower left image: © Stockbyte/Getty Images Lower right image: © David Oliver/Getty Images Additional photo credits are listed on page 516. Copyright © 2008 by Houghton Mifflin Company. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system without the prior written permission of Houghton Mifflin Company unless such copying is expressly permitted by federal copyright law. Address inquiries to College Permissions, Houghton Mifflin Company, 222 Berkeley Street, Boston, MA 02116-3764. Printed in the U.S.A. Library of Congress Control Number: 2007924351 Instructor’s exam copy : ISBN-13: 978-0-618-83347-4 ISBN-10: 0-618-83347-1 For orders, use student text ISBNs: ISBN-13: 978-0-618-74163-2 ISBN-10: 0-618-74163-1 1 2 3 4 5 6 7 8 9—CRK—11 10 09 08 07 BRIEF CONTENTS PREFACE xi PART ONE THE ENVIRONMENT OF MANAGING NOW 1 2 3 4 MANAGING AND THE EVOLUTION OF MANAGEMENT ETHICAL AND SOCIAL ISSUES 29 MANAGING IN A GLOBAL ENVIRONMENT 59 MANAGING ENTREPRENEURSHIP AND INNOVATION 1 1 89 PART TWO...
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...………………………………………………………………. 5 3 Managerial Roles in Organizations ……………………………………………………….. 7 4 Managerial Functions i.e. POLCA ………………………………………………………... 9 5 Managerial Levels and Skills ……………………………………………………………… 11 6 Management Ideas: Yesterday and Today ………………………………………………... 14 7 Classical View of Management (Scientific and Bureaucratic)……………………………… 16 8 Administrative View of Management ……………………………………………………. 19 9 Behavioral Theories of Management 20 10 Quantitative, Contemporary and Emerging Views of Management 23 11 System’s View of Management and Organization 25 12 Analyzing Organizational Environment and Understanding Organizational Culture …….. 29 13 21st Century Management Trends………………………………………………………… 32 14 Understanding Global Environment: WTO and SAARC ………………………………… 36 15 Decision Making and Decision Taking …………………………………………………… 39 16 Rational Decision Making ………………………………………………………………... 41 17 Nature and Types of Managerial Decisions ……………………………………………… 43 18 Non Rational Decision Making ………………………………………………………….. 45 19 Group Decision Making and Creativity ………………………………………………….. 47 20 Planning and Decision Aids-I …………………………………………………………… 50 21 Planning and Decision Aids-II …………………………………………………………… 53 22 Planning: Functions & Benefits ………………………………………………………….. 56 23 Planning Process and Goals Levels ……………………………………………………… 59 24 Management by Objective (MBO) ………………………………………………………. 62 25 Levels of Strategies, Porter’s Model and Strategy Development (BCG) & Implementation...
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...COURSE AND SUBJECT GUIDE POSTGRADUATE MANAGEMENT PROGRAMS 2010 The information contained in this Course and Subject Guide: • • is current only at the date it is published and Melbourne Business School is under no obligation to update the information or correct any inaccuracy which may become apparent at a later date; and is not intended to provide or make recommendation on which you should rely. Melbourne Business School reserves the right to change course content, lecturers, course time, examination procedures and other course details. To the extent permitted by law, Melbourne Business School specifically excludes any liability for any error or inaccuracy in, or omissions from, the information in this Guide and any loss or damage which you or any person may suffer. Last updated: 12 March 2010 1 2 MELBOURNE BUSINESS SCHOOL 2010 ACADEMIC CALENDAR ___________________________________________________________________ TERM 1 Thursday Monday Tuesday 14 January 18 January 26 January Orientation Evening – Weekend Mode and Standard Part Time World of Management Weekend Mode and Part Time (until Friday 22 January) Australia Day Academic School Holiday Carlton Campus on Sunday operations Monday Thursday Friday Monday Thursday Friday Friday Thursday Friday Sunday 9 February 18 February 26 February 8 March 18 March 19 March 2 April 15 April 16 April 25 April Commencement Term 1 Teaching (standard 12-week format subjects) Weekend Mode – Module 1a (until...
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...Implications af Kurt Lewin Model....................................................................... 12 Some Basic Concepts and Definitions ................................................................. 15 Transactional Vs. Transformational Leadership .................................................. 18 Theories of Change in Organisations................................................................... 21 Life Cycle Theory ................................................................................................ 22 Teleological Theories of Change ......................................................................... 25 Dialectical Theories of Change............................................................................ 27 A Dialectical Approach to Organisational Strategy and Planning ....................... 29 Limitation of Dialectics; DA and DI.................................................................... 31 Theories of Change in Organisations................................................................... 33 Application of Evolutionary Theory .................................................................... 35 Further Application of Evolutionary Theories..................................................... 36 Greiner’s Model of Organisational Evolution and Revolution...
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...and goals). Rule of successful management .Difference between management and administration Management definitions: * The process of organizing methods ,manpower and other resources to achieve organizational goals * Is more than art and science Managing is working with and through people to accomplish the objectives of both the organization & its members. * It means art or skills of directing human activities and physical resources in the attainment of predetermined goals. * According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, to coordinate, and control”. * According to Louis Allen, “Management is what managers does in the organisations”. * Is the process of using what you have { RESOURCES }, to do what you want to do …. {GOALS} 6 categories of resources: * People, Money, Time, Work Procedures, Materials, Equipment GOALS * Profit Levels or Maximum cost levels ,Maintenance or growth of financial strength, Quality standards, Management concerns, Professional obligations, Societal concerns WHAT IS MANAGEMENT? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Coordinating and overseeing the work of others is what distinguishes a managerial position from a non-managerial one. However, this doesn’t mean that managers can do what they want anytime or in any way. Instead, management involves ensuring that work...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...MBA UK Course Handbook the Strathclyde 2014/15 The Strathclyde MBA 1 The University of Strathclyde's mission dates from our founder, Professor John Anderson, leaving instructions in his will for 'a place of useful learning' to be established in the city. By this he meant an institution open to everyone, regardless of gender, status or income. “ The Place of Useful Learning John Anderson 1796 ” We continue to be committed to 'useful learning' through our provision of relevant, high quality, educational opportunities, the global application of our research and our focus on knowledge exchange, all of which aim to benefit the wider economy and society. Our commitment to 'useful learning' is about: • • Offering a wide range of education opportunities in a flexible, innovative learning environment. Developing students who have the aptitudes and capacities to make significant contributions to their communities after graduation as employees, employers and citizens. Connecting research through knowledge exchange to make an impact on modern society. • 2 Contents Welcome ................................................................................................................. 5 The University of Strathclyde .................................................................................. 6 Strathclyde Business School ................................................................................... 6 About the Handbook and MyPlace ..........
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...you make the most of your time here and the opportunities that will present themselves during the course of your study. You have come to an excellent university that is ranked top in 10 subjects under the Government’s Performance Based Research Fund. We are also internationally connected; we have research connections and student exchanges with some of the world’s top universities. I urge you to consider taking part in these while you are with us. Here at the University of Waikato, you will be taught by lecturers who are leaders in their fields of research and who win national teaching awards. We are proud of our academic quality and the fact that we turn out sought-after graduates who go on to take up important roles in all parts of the world. You will already have noticed our beautiful campus which is set in 68 hectares of gardens, green space and lakes. At the heart of it all is the new Student Centre, which was completed in 2011. With its accessible areas, Library services and multitude of facilities, it is a place for students to study or just gather together and we are very proud of this building. In 2011 we celebrated 10 years of another important building, the Gallagher Academy of Performing Arts. This world-class facility was the vision of a group of driven Waikato people. It quickly became a focal point in the campus and continues to be an important venue for the performing arts community. I encourage you to experience all our facilities during your study at Waikato. We...
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