Analyse the competitive environment and market requirements. Perform an analysis using a number of information sources. Express findings in a reasoned way to build a robust case leading to a logical conclusion.
Report presentation — create a structured report with well justified and referenced points presented in a professional style. Manage personal time resource effectively so as to deliver completed tasks to deadlines. This unit runs in both semester one and semester two. Please choose only one semester in which you wish to take this unit. Return to course details. BSc Pharmacology. Learn how drugs act on living systems, how they are metabolised and how they exert toxic effects through our flexible course.
Yes Overview The unit examines the ways that entrepreneurs or intrapraneurs assess potential business opportunities using a range of simple business tools and models. The unit aims to: To explore the role of entrepreneurs in society To examine the processes involved in taking an idea and developing it into a business proposition To understand the market for a business proposition and how to position the proposition within that market To inspire students to passionately embrace enterprise as an essential component of their development.
Lectures The unit will be delivered as a series of lectures with case studies and in-class activities for students to work on both alone and in small informal groups. Students should be able to: Evaluate the importance of entrepreneurship and the role of enterprise creation in the modern economy. Students should be able to: Perform an analysis using a number of information sources. Muhammad Sohail , Student at University of Peshawar.
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Contents xv Competitive advantage through adding stakeholder value Competitive advantage through learning Summary Chapter questions Case study Suggested further reading on generic strategy development andevaluation References and further reading Part III Integrated personal development activity Index IntroductionEnterprise is the art — or science — of not standing still.
Whether youare reading this as an individual or as a manager with organizationalresponsibilities you are faced with a stark choice.cz.mobilogirydy.tk
Entrepreneurship and Innovation, Minor | Penn State
The tradi-tional view of innovation, expressed by the majority of business text-books is that strategies must be developed, and processes and systemsestablished to encourage the generation of new or improved products,services, processes and ideas necessary for organizational growth anddevelopment.
But it is the motivated, skilled and knowledgeable indi-vidual owners, managers and staff that are the innovators. They havethe choice of whether to be innovative or not and must be encouragedif the organization is to succeed. Introduction xvii The traditional view of entrepreneurship is that there are a small number of exceptional people, such as Bill Gates, Richard Branson and James Dyson, who are the charismatic individuals who successfully com- mercialize new ideas, manage their own organizations and are incapable of working for anyone else. In practice, however, many people are entrepreneurial and succeed in implementing new ideas.
They can be found in virtually every type of organization and in every aspect of life. They aim to be self-reliant and keen to pursue their goals using the organization for which they work as their vehicle. These people will seek to be innovative, wherever they work and, if an organization does not allow them to be entrepre- neurial, they will move on.
Entrepreneurs and innovators are creative in diverse areas, such as design, science, technology, the arts and organizational development and they work for many different types of organizations. In this book we focus on enterprising behaviour, and on those indi- viduals who make a difference, whether as entrepreneurs, as employ- ees, as volunteers, or as active members of the communities in which they live. Irrespective of context, they introduce new perspectives, and have the self-confidence to back their judgement with action.
Skills, knowledge, attitudes and techniques New products and services must be developed and delivered to fulfil the new needs and desires of ever-more demanding customers and clients. New processes must be developed in order for organizations to more cost- effectively deliver their offer to customers and clients. The pace of change is accelerating as competitors copy new ideas and make alternatives to existing products and services available more quickly. As a result organizations grow if they have the right formula but decline more quickly if they do not. Hence there is more uncertainty in employment and so individuals must gain the skills of self-reliance, enterprise and entrepre- neurship in order to survive and progress throughout their career.
The key, however, is not simply to study the highest-profile, most suc- cessful entrepreneurs because their unique set of skills and circum- stances may not be reproducible.
Instead, by considering a broader range of situations, more modest levels of innovation and entrepre- neurial achievement, entrepreneurship characteristics can be identi- fied, acquired and applied to many situations: new starts; small and large firms; private, public and not-for-profit sectors. Associated with the introduction of new products, services and processes and new busi- ness start-ups, there is a high failure rate. By obtaining a better under- standing of the entrepreneurial processes and gaining the relevant skills it seems reasonable to assume that better success rates can be achieved.
For large organizations the need for entrepreneurship and an understanding of the processes of innovation are just as great. Over a period of time large firms often become complacent and rely on their existing successful strategies, products and services. As competition increases they need to respond to the new demands of their customers and clients by harnessing the innovative capability of their staff to offer new products and services that their customers and clients will value.
However, many fail to do this quickly enough, and reach a crisis point where the organization needs an entrepreneurial leader to turn it around. The increasing emphasis on enterprise has spilled over into the public and not-for-profit sectors over the last two decades. Contracting out and public—private sector partnerships are two examples of this.
Center for Innovation, Entrepreneurship and Learning research (CIEL)
Although time has proven that the private sector has not been particu- larly effective in tackling the public or social agenda, enterprise has remained a strong value in both, and is evident in the current trend to encourage the participation of the voluntary and community sectors in supporting the delivery of public sector services. This presents new challenges, and demands different capabilities if the opportunities are to be effectively exploited. Introduction xixThe target audience Enterprise: Entrepreneurship and Innovation aims to meet the needs of stu- dents and practitioners who wish to study enterprise, entrepreneur- ship and innovation in different contexts.
It is primarily targeted at undergraduates and masters students taking a module in entrepre- neurship and innovation who are interested in how entrepreneurship can be applied to new business starts, large private sector businesses, and public sector and social enterprises. Many students who are inter- ested in entrepreneurship, and ultimately wish to run their own busi- ness, are often not ready to start their own business immediately but need to learn the dynamics of innovative business and management first.
Many basic mistakes can be avoided by reflecting upon and, thus, learning the lessons of entrepreneurship in different contexts. Many practitioners consider the options of self-employment, while others work in the area of business support policy or delivery or are consultants in a wide range of business situations and, for them, a more comprehensive conceptual underpinning is needed to prepare them for developing solutions in many different scenarios. In fact many practising managers try self-employment at some point in their career but return to employment to pursue their innovative approach to management.
This book discusses the factors that should be taken into account when starting up a new business, but this is not the primary focus of the book. Therefore, a key aspect of this book is the emphasis on the learning and decision-making processes of entrepre- neurs. Through encouraging students to practise enterprising skills, and to reflect on their learning, the hope and expectation is that they will gain the experience and self-confidence to believe that they can be more enterprising themselves.
As a consequence, they will be able to realize their potential in whichever way they feel is right for them. Outline of the book The following is an outline of the book. It has a clear structure that is easy for the reader to follow.
Entrepreneurship and Innovation, Minor
Part I Concepts Part I of the book is concerned with the concepts of enterprise, entre- preneurship and innovation and we begin by introducing the topics. We start by discussing the characteristics of entrepreneurship and par- ticularly the skills, knowledge and attitudes that define the way that entrepreneurs behave, explaining that it is not our intention to describe entrepreneurs as an elite species but rather the most visible tip of an iceberg of innovative and creative people.
We explain what entrepreneurs do and explore how they work to identify and exploit opportunities.