Course detail

Entrepreneurial Practice 4

FP-BEPR4EAcad. year: 2022/2023

Subjects Entrepreneurial Practice 1,2,3 and 4 constitute a logical coherent unit, ensuring continuous development of entrepreneurial and managerial skills. Entrepreneurial Practice. Entrepreneurial Practice 4 focuses on knowledge and skills necessary in the stage of growth and stabilization of the company as well as in the stage of termination of business activity, if applicable. Thus, key aspects of this part of the practice will include finalization of business sub-projects, evaluation of potential of company development and knowledge of procedures for termination of business activity. As the part of individual and team study plans, students will co-create their business specialization. Identically, these plans will help to control fulfilment of practical requirements. Link between practical training and ability to develop acquired knowledge is supported by workshops, developing areas corresponding with the current stage of life-cycle of the company. Thus, workshops will serve as a planned specialized development of people inside the company.

Language of instruction

English

Number of ECTS credits

12

Mode of study

Not applicable.

Guarantor

doc. Ing. Robert Zich, Ph.D.

Department

Institute of Management (ÚM)

Learning outcomes of the course unit

Close interconnection between Entrepreneurial Practice 1,2,3 and 4 is vitally important from the point of development of knowledge and competencies of students.
Specific fields of development within Entrepreneurial Practice 4 are as follows: development of knowledge and skills for economic and financial aspects of termination of business projects and identification of strategic potential of development of the small company. Students will practically train activities related to tax, accounting, and legal aspects of business activity. Students will develop analytical skills necessary for business activities in the global environment. Students will gain practical experience in the area of management of relations with various groups of stakeholders. Students will practically train formulation of strategy of development of the small company. Students will be able to clearly formulate potential of development of the business company and choose approach to finalization of business activities. Students will be able to solve termination of activity of small and medium-sized company.

Prerequisites

Not applicable.

Co-requisites

Not applicable.

Planned learning activities and teaching methods

Not applicable.

Assesment methods and criteria linked to learning outcomes

Evaluation is based on team and individual performance. Performance is evaluated both continuously and in the end of semester or academic year. Evaluation combines individual and team evaluation, feedback from the guide, lecturers, external subjects, and team feedback.

There are five areas evaluated:

  • Business projects – 40% of evaluation (up to 40 points)
  • Team company development – 10% of evaluation (up to 10 points)
  • Team sessions – 25% of evaluation (up to 25 points)
  • Self-learning – 15% of evaluation (up to 15 points)
  • ESBD program development – 10% of evaluation (up to 10 points)

The final evaluation is summarized in the meeting during exam period where students need to present their progress in the team company and in their projects. Specific requirements for the presentation will be posed in e-learning and discussed with team companies. Final mark covers all above mentioned areas and it is based on ECTS principles and points student gets in all areas.

Important note:

Participation at the team sessions and other activities is compulsory, controlled and it is included in the final evaluation. Students can miss up to six team sessions per semester including exam period, except the final session focused on evaluation. Those six absences can be compensated by extra projects and tasks defined by the guide. This compensation must be delivered in the end of the credit week latest. If not compensated, the final score will be reduced for two points per each missed sessions.

ABSENCE EXCEEDING SIX SESSIONS means that student WILL NOT PASS the course Entrepreneurial Practice.

Course curriculum

Week 1 to 3
Workshop: tax, accounting, and legal aspects of business in the stage of finalization of business activity
Workshop: finalization of business activity
Workshop: evaluation of development of business activities
Revision of individual and team plans of the practice
Elaboration and assessment of business projects
Preparation of new business projects

Week 4 to 6
Workshop: strategic management of development of the small company int the global environment
Workshop: global context of business activities
Workshop: management of relations with stakeholders
Elaboration and assessment of business projects

Week 7 to 9
Tax and accounting closing of completed business projects
Finalization of business activities
Elaboration, assessment, and finalization of business projects

Week 10
Elaboration of final report
Preparation of materials for final defence of strategy of development of business activity
Plan of finalization of business activities

Work placements

Not applicable.

Aims

The objective is to create a space to start own business practice with the emphasis on creation, development and management of small and medium-sized company and related implementation of entrepreneurial projects.

Specification of controlled education, way of implementation and compensation for absences

Participation at the team sessions and other activities is compulsory, controlled and it is included in the final evaluation. Students can miss up to six team sessions per semester including exam period, except the final session focused on evaluation. Those six absences can be compensated by extra projects and tasks defined by lectures. If not compensated, the final score will be reduced by two points per each missed sessions.

ABSENCE EXCEEDING SIX TEAM SESSIONS/ACTIVITIES means that student WILL NOT PASS the course Entrepreneurial Practice.

Recommended optional programme components

Not applicable.

Prerequisites and corequisites

Not applicable.

Basic literature

BURNS, P. Entrepreneurship and Small Business. UK: Palgrave. 540 pp., 2016. ISBN 978-1-137-43035-9.
HITT, M.A., IRELAND, R.D. and R.E. HOSKISSON. Strategic Management - Competitiveness and Globalization: Concepts and Cases. 12th ed. South-Western College Pub, 2017. 896 p. ISBN 978-1-305-50214-7.
ROPER, S. Entrepreneurship: A Global Perspective (Routledge Masters in Entrepreneurship). 1st ed. Routledge, 2012. 168 p. ISBN 0415695538.

Recommended reading

HOBSON, R. Small Companies, Big Profits: How to make money investing in small companies. Harriman House, 2008. 232 p. ISBN 1905641788.
KANDER, D. All In Startup: Launching a New Idea When Everything Is on the Line. 1st ed. Wiley, 2014. 304 p. ISBN 1118857666.
KAPFERER, J.N. The New Strategic Brand Management: Advanced Insights and Strategic Thinking (New Strategic Brand Management: Creating & Sustaining Brand Equity). 5th ed. Kogan Page, 2012. 512 p. ISBN 0749465158.
WÖRDEMANN, W., BUCHHOLZ, A. and N. WILEY. The Impossible Advantage: Winning the Competitive Game by Changing the Rules. 1st ed. Wiley, 2009. 220 p. ISBN 0470717122.

Elearning

eLearning: currently opened course

Classification of course in study plans

  • Programme BAK-ESBD Bachelor's 3 year of study, summer semester, compulsory

Type of course unit

 

Exercise

24 hod., compulsory

Teacher / Lecturer

doc. Ing. Robert Zich, Ph.D.

Elearning

eLearning: currently opened course