MENT6010
Entrepreneurship: Mngmnt Cohesion and Dissonance
10 Units
Not available in 2014
Previously offered in 2005, 2004
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.
| Objectives | The 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 |
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| Content | 1. 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. |
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| Replacing Course(s) | NA | ||||||
| Transition | NA | ||||||
| Industrial Experience | 0 | ||||||
| Assumed Knowledge | None. | ||||||
| Modes of Delivery | Internal Mode | ||||||
| Teaching Methods | Lecture
Tutorial |
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| Assessment Items |
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| Contact Hours | Lecture: for 2 hour(s) per Week for Full Term |