MHRE417 Предприемачество в организацията и човешките ресурси
Анотация:
The course has duration of 30 academic hours and encompasses different forms of study:
І. Individual work with training materials
• Working with a reader – reading, experience-based reflection, setting a concept, applying in-bedded assignments, analysis assignments, study of work environments and practices
• Work with science publications and printed sources
• Work with electronic resources
• Development of tutor-marked and assessed written assignment, by any student
• Development of group projects.
ІІ. Interactive group-works and workshops, discussions, class assignments for understanding and skills development/ improvement
• Problem-solving workshops for forming/ development of personal characteristics
• Self-development and virtual discussion and problem-solving groups
• Tutor facilitated on-line and off-line discussions
• Video conference workshops.
The course has a practical focus and includes 8 hours of lecture attendance, 8:00 a discussion forum, 6 hours of work in virtual teams and 8 hours of classroom practice.
Benefits of entrepreneurship education is not limited to the development of employability own business. Entrepreneurship education helps people to be more creative and confident. The course provides students with tools that help them to think creatively, solve various problems effectively, to make an objective analysis of business ideas and evaluate a project.
The main objectives of the course are:
• encourage creativity and innovative thinking in students;
• to develop personal qualities and skills of students who are at the core of entrepreneurial attitudes and behavior (creativity, initiative, risk taking, independence, self-confidence, leadership, team spirit);
• To raise the awareness of students about entrepreneurship as a career option;
• provide tools to stimulate staff in the organization to work on specific projects and entrepreneurial activities
• explain the role of talent.
The course provides an overview of entrepreneurship in the organization. It is not intended to cover all aspects of entrepreneurship that affect the organization of the company's strategy and performance, but rather aims to introduce students to the role of human capital, with some of the basic concepts and analytical tools that are used corporate entrepreneurship as part of an overall corporate strategy for the renewal of product lines or services to offer completely new products and services, including new technologies, enter new markets.
In particular, the course focuses on four main areas:
• the need for entrepreneurial behavior within the organization;
• establishment and development of people with entrepreneurial behavior;
• how companies take advantage of entrepreneurial behavior;
• how companies develop and maintain competitive advantage through corporate
entrepreneurship.
Преподавател(и):
доц. Мария Иванова д-р
доц. Ангел Георгиев д-р
Описание на курса:
Компетенции:
1) know:
• How to develop an entrepreneurial spirit (awareness and motivation);
• what is needed to create a business, and to manage business growth;
• how to develop entrepreneurial skills needed to identify and exploit business opportunities.
2) Upon successful completion of the course students should be able to:
• be more creative, highly motivated, proactive, self-contained;
• effectively communicate, to make the right decisions, effective leaders, negotiators, to solve problems;
• be less dependent to be risky players, live in conditions of uncertainty and change, able to identify opportunities..
Предварителни изисквания:
Students should have knowledge and/ or skills in:
• English reading/ writing skills
• Computer skills (text-processing, worksheets, Internet and e-mail)
• Knowledge and understanding of basic management concepts
• Knowledge and understanding of the importance of management and human resources development
• Knowledge of the "personnel management".
Форми на провеждане:
Редовен
Учебни форми:
Лекция
Език, на който се води курса:
Английски
Теми, които се разглеждат в курса:
- What does the term "innovation" mean? Types of Innovation Stimulators and Barriers to Innovation Activity Creativity Management.
- Marketing and Innovation. The need for innovation. Continuous innovation. Positive Drift. Product / service strategy Dynamic-continuous innovation.
- Innovation process. Revolutionary Innovations. Analysis of niches. Development Processes
- Managing the innovation process. Operational and Innovation Activities Operational and Innovation Management Organization of the innovation cycle
- Innovation and problem solving. Project management and change management
- The role of leadership and organizational culture for the success of innovation Transformational Leadership. Organizational culture and values, leadership style. Key skills of the innovative leader. Key features of innovative culture
Литература по темите:
Main resource:
Bancheva, Е. (2017) Managing innovations, NBU. Learning book.
Additional resources:
Abernathy, W. and K. Clark (1988) Innovation: mapping the winds of creative destruction, in M. Tushman and W. Moore (eds) Readings in the Management of Innovation, Ballinger, 55-78.
Adair, J. (1990) Challenge of Innovation, Talbot Adair Press
Amabile, T.M. and N.D. Gryskiewicz (1989) The creative environment scales: work environment inventory, Creativity Research Journal, vol. 2, 231-53
Barker, A. (2002) The alchemy of innovation, Spiro Press
Barker, J. (2002) Future edge, William Morrow and Co
Bessant, J. and M. Grunt (1985) Management and manifacturing innovation in the UnitedKingdom and West Germany, Gower
Burgelman, R. and L. Sayles (1986) Inside corporate innovation, Free Press
Checkland, P. (1989) Soft systems methodology, Human Systems Management 8: 273-89
Child, J. (1988) Organisation: A guide to problems and practice, Harper & Row
Cordey-Hayes, M., P. Trott and M. Gilbert (1997) Knowledge assimilation and learningorganisations, in Butler, J. and A. Piccaluga (eds) Knowledge, technology and innovative organisations, Guerini E. Associati
Couger, J.D. (1996) Creativity and innovation, Boyd & Fraser Publishing Company
Daft, R. (1986) Bureaucratic versus non-bureaucratic structures and the process of innovation and change, in Bacharach, S. (ed) Research in Sociology of Organisations, JAI.
Drucker, P. (1985) Innovation and Entrepreneurship, Heinemann
Freeman, C. (1982) Economics of industrial innovation, Frances Printer
Gomulca, S. (1990) The theory of technological change and economic growth, Routledge
Hinton, M. and P. Trott (1996) The changing nature of of R&D: the role of reputation inorganisational choice. R&D Management 22: 4.
Каnter, R. (1985) The change masters, Unwin
Kimberly, J. (1981) Managerial innovation, in P. Nystrom and W. Starbuck (eds) Handbook of organisational design, Oxford Univ. Press
Knight, K. (1967) A descriptive model in the intra-firm innovation process, Journal of Business 40: 284-97
Miller, W. (1989) Creativity: The eight master keys to discover, Unlock your creative potential, Pleasanton
Mohr, L. (1969) Determinants of innovation, American Political Science review 63: 111-26
Newell, A., J.C. Show and H.A. Simon (1962) The process of creative thinking, in H.E.Gruber, G.Terrel and M. Werthaeimer, Contemporary approaches to creative thinking, Atherton Press, 65-66
Nystrom, K. (1979) Creativity and innovation, John Wiley
Osborne, S. and K. Brown (2005) Managing change and innovation in public service organisations, Routledge
Peters, T. (1988) Thriving on Chaos, Macmillan
Porter, M. (1985) Competitive advantage, Free Press
Robert, M. and A. Weiss (1988) The innovation formula, Ballinger
Rogers, E. and F. Shoemaker (1971) Communication of innovation, Free Press
Slevin, D.P. and J.G. Covin (1990) Juggling entrepreneurial style and organisational structure: How to get your act together, Sloan Management Review, Winter, 43-53.
Souder, W.E. (1987) Managing new product innovations, Lexington Books.
Средства за оценяване:
Student receives a final evaluation of the current control 50% and 50% inclusive exam.