Entrepreneurship: Mngmnt Cohesion and Dissonance

Course code MENT6010Units 10Level 6000Faculty of Business and LawNewcastle Business School

Undertakes public and private sector case studies of current examples of successful entrepreneurial behaviour and autopsies of business failures, with a view to developing a model of managerial behaviour which explains both success and failure.

Not available in 2014

Previously offered in 2005, 2004
ObjectivesThe objectives of this course are to ensure that students can:

1. Discuss analyses which provide for a more insightful diagnosis of managerial behaviour than the traditional recourse to external observation and traditional performance measures
2. Assess the commonality of many of the performance indicators by which both entrepreneurial success and business distress or failure are assessed
3. Explain alternative distress prediction models and their efficiency
4. Compare and contrast the features and characteristics of various management practices, styles and their likely consequences
5. Examine development of a normative model for the management of complex business entities
6. Examine development of a normative model for the monitoring of management performance
7. Interpret the different management strategies pursued by the main actors in the cases reviewed
8. Suggest modifications of the management strategies and performance monitoring mechanisms in their own businesses and institutions to achieve their respective goals and objects
Content1. Case studies in contemporary entrepreneurship
2. Elements of entrepreneurship
3. Criteria for identifying corporate success
4. The anatomy of corporate failure, structural, managerial, and financial stress
5. Autopsies of corporate failures, for example, H G Palmer, Reid Murray, Bond, Westmex, Qintex, Cambridge Credit
6. Social dimensions of corporate success and corporate failure
7. Distress prediction models
8. Argenti's failure trajectories
9. Miller's Icarus Paradox
10. Corporate autopsies - factor analysis as a mode of enquiry and analysis
11. Testing corporate failure against the distress prediction and trajectory models
12. Development of a factorial model of failure
13. Evaluation of corporate governance models
14. Development of an agenda for corporate governance reform.
Replacing Course(s)NA
TransitionNA
Industrial Experience0
Assumed KnowledgeNone.
Modes of DeliveryInternal Mode
Teaching MethodsLecture
Tutorial
Assessment Items
Essays / Written AssignmentsMajor Assignment
Examination: Take Home
Presentations - IndividualMinor Assignment
Contact HoursLecture: for 2 hour(s) per Week for Full Term