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1996 Swinburne Higher Education Handbook

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people and resources becomes a major concern. There is an<br />

exponential increase in requirements for communication,<br />

organisation, direction, supervision and coordination of the<br />

expanding human and physical resources. This subject draws<br />

more deeply on the theories and principles of organisational<br />

behaviour (first encountered in the subject 'The<br />

Entrepreneurial Organisation') and uses them to solve case<br />

studies and problems (Australian and international) in growth<br />

situations. The emphasis is on managing growth through all<br />

stages of business development. The subject includes a<br />

treatment of major ethical issues as they apply to<br />

entrepreneurship and the development of new organisations.<br />

EF923 Growth Venture Evaluation<br />

3 hours per week equivalent City Prerequisite: EF811<br />

New Venture Financial Planning Assessment: a<br />

combination of personal assignments, group assignments, class<br />

participation and/or exam<br />

A subject in the Master of Enterprise Innovation.<br />

Objectives and Content<br />

This is a case based subject which provides students with the<br />

ability to apply their knowledge of financial principles<br />

(gained in EF811) to analysis and decision making in vital,<br />

practical areas which affect the financing and management of<br />

entrepreneurial ventures. As members of a team, students<br />

conduct a project which evaluates an actual business plan<br />

from the perspective of a venture capitalist. As an individual,<br />

each student writes and orally defends analyses of ten<br />

sophisticated Australian and international case studies<br />

covering key topics in the field of growth venture evaluation<br />

and financing entrepreneurial ventures.<br />

Textbook<br />

Stevenson, H.H. Roberts, M.J. and Grousbeck, H.I. New Business<br />

Ventures and The Entrepreneur. 3rd edn, Homewood, Ill., Irwin,<br />

1989<br />

Recommended reading<br />

Davie, R.S. and Stamm, WJ. Australian Case Studies. 1990 Golis,<br />

C.C. Enterprise and Venture Capital: A Business Builders' and<br />

Inwstors'<strong>Handbook</strong>. 2nd edn, St Leonards, N.S.W., Allen &<br />

Unwin, 1993<br />

EF924 Advanced Business Plan<br />

40 hours per year City Prerequisites: All year 1 & 2 ME1<br />

subjects Assessment: a combination of personal assignments,<br />

group assignments, class participation and/or exam<br />

A subject in the Master of Enterprise Innovation<br />

Objectives and Content<br />

This subject requires students in supervised teams, to write<br />

their second<br />

business plan. They draw on the experience of their first<br />

effort in EF814 and the growing sophistication in<br />

entrepreneurial management acquired over many subjects.<br />

They produce a business plan of a calibre high enough to<br />

meet the due diligence standards of an investment analyst<br />

operating in an internationally established venture capital<br />

company.<br />

Recommended reading<br />

Timmons, J A, New Venture Creation: Entrepreneursht;b in the<br />

1990's, 4th edn, Irwin, Boston, 1994<br />

EF934 Entrepreneurial Research Project<br />

40 hours per year City Prerequisites: All year 2 MEI<br />

subjects Assessment: a combination ofpersonal assignments,<br />

group assignments, class participation and/or exam<br />

A subject in the Master of Enterprise Innovation<br />

Objectives and content<br />

The concept here is that of the 'mini-thesis'. Each student is<br />

required to demonstrate his or her research capabilities by<br />

advancing knowledge of a selected aspect of Australia's or<br />

the international entrepreneurial environment. After topic<br />

selection and approval, a student's short thesis is developed<br />

to masters level standards of academic rigour and etiquette.<br />

The topic possibilities are as wide as a student's varied<br />

expertise and interests. Class time is based on sharing the<br />

varied research problems and solutions which students<br />

experience as their theses progress, and discussion of<br />

research methodologies appropriate to entrepreneurial<br />

studies.<br />

Textbooks<br />

Neuman, W.L. Social Research Methods, Qualitative and<br />

Quantitative Approaches, Boston, Allyn and Bacon, 1991<br />

Van Wagenen, R.K. Writing a Thesis, Substance and Style,<br />

Englewood Cliffs, N.J., Prentice Hall, 1991<br />

Recommended reading<br />

Emory, W.C. and Cooper, D.R. Business Research Methods, 4th<br />

edn, Homewood, Ill., Irwin, 1991<br />

Hindle, K. Entrepreneurship: A Concise Technical Definition,<br />

Innovation and Entrepreneuship Research Monographs. <strong>Swinburne</strong><br />

University of Technology, School of Innovation and Enterprise,<br />

No. 91-07-01, Hawthorn, Vic., <strong>Swinburne</strong> Press, 1991<br />

EF936 Opportunity Evaluation Techniques<br />

3 hours per week equivalent City Prerequisite: Nil<br />

Assessment: a combination of personal assignments, group<br />

assignments, class participation and/or exam<br />

A first year subject in the Innovation and Enterprise suite of<br />

programs<br />

Objectives and content<br />

What is a feasible opportunity? Many individuals and<br />

companies fail to realise that available opportunities are only<br />

made feasible by systematic application of appropriate<br />

methods, skills and resources. This subject takes students<br />

through a 'screening guide' developed from international<br />

and Australian models. How does an entrepreneur recognise<br />

the 'quality' aspects of a successful venture, the team, the<br />

market, the financial issues, competitor response and tactics?<br />

Are there any fatal flaws, strengths, weaknesses, threats and<br />

opportunities for the proposed venture? Students<br />

simultaneously learn to understand and operate basic<br />

accounting procedures; of double entry book-keeping They<br />

execute a 'practice set of books', working from initial<br />

transactions through to production of integrated financial<br />

statements. Thev learn some im~onant distinctions between<br />

accounting for merchandising and manufacturing entities,

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