This document outlines a course on Technopreneurship and Industrial Leadership. The course is a core Master-level course worth 3 credits. It covers topics such as developing business ideas, writing business plans, industry and competitor analysis, and obtaining financing. Evaluation includes assignments, a mid-term exam, and a final exam. Students will also present their business plans. The course aims to provide an introduction to entrepreneurship and discuss leadership theories and concepts.
This document outlines a course on Technopreneurship and Industrial Leadership. The course is a core Master-level course worth 3 credits. It covers topics such as developing business ideas, writing business plans, industry and competitor analysis, and obtaining financing. Evaluation includes assignments, a mid-term exam, and a final exam. Students will also present their business plans. The course aims to provide an introduction to entrepreneurship and discuss leadership theories and concepts.
This document outlines a course on Technopreneurship and Industrial Leadership. The course is a core Master-level course worth 3 credits. It covers topics such as developing business ideas, writing business plans, industry and competitor analysis, and obtaining financing. Evaluation includes assignments, a mid-term exam, and a final exam. Students will also present their business plans. The course aims to provide an introduction to entrepreneurship and discuss leadership theories and concepts.
FACULTY OF TECHNOLOGY MANAGEMENT AND TECHNOPRENEURSHIP
MASTER OF BUSINESS MANAGEMENT
COURSE OUTLINE Program Master of Business Administration Course Technopreneurship & Industrial Leadership Course Code MTKM 502 !tatus Core Le"el Master Credit #ours credits $%2 hours of learning per trimester& Prere'uisite (one )"aluation Course*or+ , 50- Assignment . 20- Business Plan Assignment 0- )/aminations, 50- Mid0Term )/am 20- 1inal )/am 0- Instructor 2r3 4thman Aman Lecture Time $T5)!2A6 7 830pm0.0300pm& !emester 1- $20.%920.5& Course 4:;ecti"es At the end of the course< students should :e a:le to, i3 2iscuss the impact of entrepreneurial =rms on economies and societies ii3 2escri:e the general approaches entrepreneurs use to identif> opportunities iii3 )/plain the purpose of a :usiness plan iv. 2iscuss the role of forecasts in pro;ecting =rm?s future income and e/penses Course !>nopsis Man> ne* :usinesses are gro*n :ased on ne* application of e/isting technolog> or :rand ne* technolog>3 4n the other hand< man> ne* :usinesses collapse since the management does not understand the customer needs< good management practices and also the role of technolog>3 The main purpose of this course is to pro"ide students of entrepreneurship a thorough introduction to the entrepreneurial process3 Among others< this course co"ers topics such as decision to :ecome an entrepreneur< de"eloping successful :usiness ideas< mo"ing from an idea to an entrepreneurial =rm and managing and gro*ing and entrepreneurial =rm3 The second part of the course is designed to facilitate learning and assessment of leadership theories< concepts< research =ndings< and practices3 Te/t Te/t Boo+ 1 .3 Barringer< B3 @3< & Ireland< @3 23 $20.0&3 Entrepreneurship; Successfully launching new ventures, rd eds3 Pearson prentice0hall 23 6u+l< A3 $200B&3 CLeadership in Organizations Dth eds3 3 Coultier< M3 $200&3 Entrepreneurship in Action, Prentice #all3 3. Kathleen Allen $20.0&3 Entrepreneurship for Scientists and Engineers, Pearson Prentice #all3 Additional @eading Eournals of Business Fenturing3 Eournals of Business )nterprise 2 Weekly Teaching Plan Week/Dat e Title Mode of Teaching ., 0G30G3.% Introduction to )ntrepreneurship Lecturing< discussion< case stud> 2, .830G3.% @ecogniHing 4pportunities and Aenerating Ideas Lecturing< discussion< case stud> , 230G3.% Iriting a Business Plan Lecturing< discussion< case stud> %, 030G3.% Industr> and Competitor Anal>sis Lecturing< discussion< case stud> 5, 0D3.03.% 5ni'ue mar+eting issues Lecturing< discussion< case stud> 8, .%3.03.% Aetting 1inancing or 1unding Lecturing< discussion< case stud> D, 2.3.03.% Mid-Term Examination )ssa> Juestions B, 2B3.03.% Building a (e*0Fenture Team Lecturing< discussion< case stud> G, The (ature of Leadership The (ature of Managerial Ior+ Lecturing< discussion< case stud> .0, Participati"e Leadership< 2elegation and )mpo*erment Po*er and InKuence Lecturing< discussion< case stud> .2, !trategic Leadership :> )/ecuti"es 2e"eloping Leadership !+ills Lecturing< discussion< case stud> .%, Business Plan Presentation Presentation & de:rie=ng .5, Business Plan Presentation Presentation & de:rie=ng .8, Final Examination )ssa> Juestions 3 C!"#E C$TE$T# As a general polic>< no ma+e0up *or+ or e/ams *ill :e granted unless re'uired for medical reasons< in *hich case a note from a ph>sician is re'uired3 An important part of the course is the eLecti"eness of >our indi"idual participation in the class discussions3 Although *e e/pect participation :> e"er> mem:er of the class< *e *ill place primar> emphasis on the 'ualit> of the classroom contri:utions3 In grading class performance< *e *ill gi"e "er> little emphasis to redundant or e/traneous contri:ution3 Contri:utions that add ne* insights into the case issues or class discussions *ill :e re*arded3 4