1996 Swinburne Higher Education Handbook
1996 Swinburne Higher Education Handbook
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,