Teaching Entrepreneurship The NICENT case study

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Teaching Entrepreneurship The NICENT case study
Northern Ireland Centre for Entrepreneurship

• Dr Pauric McGowan
• Director
• 7 October 2004

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Aim for today

• is to share with participants, NICENT's approach
  to 'teaching entrepreneurship'.

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Background

• A member of the UK Science Enterprise Network
  since 2000
• Funded to 04/05 by the Office of Science and
  Technology, (OST) and Invest NI
• Lead partner with Loughry Campus and Queens
  University Belfast
• Lodged within the School of Marketing,
  Entrepreneurship and Strategy

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ContextPerformance Figures for NICENTs
undergraduate programmes
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Strategies at undergraduate
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Entrepreneurship Education some key issues

• Credibility staff and students
• Incentivising staff and students
• Value issues
• Student entrepreneurship clubs
• Others

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Entrepreneurship and Change
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Change is

• There is nothing more difficult to carry out,
  nor more doubtful of success, nor more dangerous
  to handle than to initiate a new order of things
  Machiavelli
• Nothing is more dangerous than an idea when it
  is the only one you have Emile Charter
• Greater than the thread of mighty armies is an
  idea whose time has come Victor Hugo

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How are you with change?
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MOSTLY As - Judging

• Dislike interrupting one task to work on another
  and work according to a schedule
• Live according to plans, customs and objectives
  to which events must conform
• Must have authority, structure and predictability
• Maintain standards people ought to know and do
  not hesitate to demand them
• Aim to be right and to master something
• Regard Perceiving types as aimless and
  frivolous
• Tend to be rated as effective managers
• Are best when they can plan their work and follow
  the plan
• Like to get things settled and wrapped up
• May decide things too quickly
• May not notice new things that need to be done
• Want only the essentials needed to get on with a
  job
• Tend to be satisfied once they reach a judgement
  on a thing, situation or person

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MOSTLY Bs - Perceptive

• Start many projects, have difficulty finishing
  and postpone unpleasant jobs
• Live according to the moment and adjust easily to
  the unexpected
• Must have autonomy, variety and stimulation
• Irreverent to authority and resistant to
  accountability for objectives
• Aim to miss nothing and to try everything
• Regard Judging types as stodgy and
  authoritarian
• Tend to be rated as creative professionals
• Tend to be good at adapting to changing
  situations
• Dont mind leaving things open for alterations
• May have trouble making decisions
• Have little trouble adapting to new things that
  need doing
• Want to know all about a new job
• Tend to be curious and welcome new light on a
  thing, situation or person

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Understanding Entrepreneurship
Defining appropriate learning outcomes
Entrepreneurshipis a process
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So what should the appropriate Learning Outcomes
for Entrepreneurship be?
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Learning Outcomes - Awareness
core
Knowledge and Understanding Intellectual
Qualities Professional/Practical
Skills Transferable/Key Skills
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Learning Outcomes - Awareness
core

• Knowledge and Understanding
• They will be able to define entrepreneurship, the
  entrepreneur, and the entrepreneurial process
• They will be able to identify steps required to
  research the potential for an innovative idea,
  social or community development or setting up a
  new venture opportunity
• They will be able to examine the key resources
  available for new venture creation
• They will be able to point out the key steps
  required for exploiting an innovative idea,
  progressing a social or community development or
  setting up a new venture opportunity

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Learning Outcomes - Awareness
core

• Intellectual Qualities
• They will be able to recognise the central role
  of creativity and innovation in entrepreneurship
  and where appropriate, the core challenges of
  protecting new ideas
• Professional/Practical Skills
• They will be able to discuss the components of a
  new venture/project plan and aspects of the
  planning process
• Transferable/Key Skills
• They will be able to recognise the central role
  of creativity and innovation in entrepreneurship
  and, where appropriate, the core challenges of
  protecting new ideas
• FOR THOSE COMPLETING THE MODULE that they will be
  able to manipulate an e-learning environment

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The Awareness Module

• Introductory WorkshopStudy Area 1 - The
  Entrepreneurial Process
• The Entrepreneurial Process
• The Entrepreneur
• The Entrepreneurial Environment
• Study Area 2 - The Entrepreneurial Opportunity
• Opportunity Identification
• Analysing an Opportunity
• Exploiting the Opportunity
• FIRST ASSESSMENT

• Second Workshop
• Study Area 3 -   The Entrepreneurial Resources
• The Business Plan
• Managing Financial Resources
• The Entrepreneurial Team
• Study Area 4 -   The Entrepreneur at Cruising
  Height
• Life after launch

FINAL ASSESSMENT Final Workshop
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Lets have a closer look at the Awareness module
in the WebCT environment
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Research has found that

• Entrepreneurs have been analysed as having a
  different psychological make up than managers and
  others in the economy. Psychological variables
  that distinguish entrepreneurs are, the need for
  achievement, beliefs about locus of control, risk
  taking propensity and other personal values!
  Kent
• Entrepreneurial opportunity is any renewal,
  designed and realised, that strengthens the
  organisations position against its competitors
  and which allows a long-term competitive
  advantage to be maintained Vrakking
• Discontent is the first step in the process of a
  man or nation Oscar Wilde

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Managing Financial Resources Accounting for
Non-Accountants
Mr Anthony WallLecturer in AccountingSchool of
Accounting
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Assessment
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Teaching Entrepreneurship The NICENT case study
Northern Ireland Centre for Entrepreneurship

• Dr Pauric McGowan
• Director
• 7 October 2004

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Learning Outcomes - Applied

• Knowledge and understanding
• They will be able to apply new venture/project
  planning competencies
• Intellectual Qualities
• They will demonstrate creative and innovative
  thinking
• Professional/Practical Skills
• They will practice market opportunity/need
  analysis
• They will be able to apply new venture/project
  planning competencies
• They will be able to demonstrate an ability to
  manage key entrepreneurial resources
• They will be able to operate as a team member

elective
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Learning Outcomes - Applied

• Transferable/Key Skills
• They will apply creative and innovative thinking
• They will be able to demonstrate an ability to
  manage key entrepreneurial resources
• They will be able to communicate new ideas
  effectively, using a variety of media
• They will employ market opportunity/need analysis

elective
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The Applied Module

• Introductory WorkshopAction Area 1 - 
• Building the Entrepreneurial Team
• Supported by a mentoring workshop and
• presentation by a guest speaker
• Action Area 2 - 
• Identifying and Evaluating New Venture
  Opportunities
• Supported by a mentoring workshop and
• presentation by a guest speaker

• Second Workshop
• Action Area 3 - 
• Marshalling and Managing Resources
• Supported by a mentoring workshop and
• presentation by a guest speaker
• Action Area 4 - 
• Developing the Business/Project Plan
• Supported by a mentoring workshop and
• presentation by a guest speaker
• BUSINESS PLAN HAND-IN