Overview
The introductory stage of the module will be used to identify the special personal skills and knowledge expected to be the driving force in enterprising managers. This will be identified by blending the entrepreneurial and business management backgrounds of traditional theory. SME's the traditional spawning grounds of enterprise initiative will be examined on the basis of the appropriate organisational structure for enterprise development. Crafting a business plan in the second part of the module is intended to encapsulate the overall beliefs and recommendations of the enterprising manager.
The module also examines how people and companies negotiate and can analyse and improve their negotiating techniques and positions.

Skills developed
- An ability to differentiate between distributive and integrative approaches to negotiations.
- An ability to demonstrate an understanding of the concept of power and its application in negotiations.
- An ability to communicate information, ideas problems and solutions to both specialists and non-specialists.

Content
Entrepreneurial Traits & Characteristics: Management Competencies:
. Risk or Probability . Communication
. Creation & Innovation . Establishing Roles
. Decisiveness . Negotiation
. Independence & Personal Goals . Leadership
. Locus of Control . Monitoring
. Additional Information . Planning

SME's investigation:
. Sole Trader
. Partnerships
. Companies (Ltd & PLC)
. Franchises
. Co-operatives
. Large Organisation (SBU's)

Factors influencing the successful deployment of a new enterprise idea such as the following will be the focus of attention in the second part of the module

. Business Function activity
. Resource requirements
. Awareness of regulatory frameworks
. Business Information Services
. Financial Planning
. Understanding the purpose of and crafting of Business Plans

How power is used within the negotiation to gain advantages or leverage over the other party. The source of power through which the negotiation proceeds and how the influence of the various sources of power may change through the negotiation process. The differences between the Integrative v Distributive approaches to negotiation.

Group based business plan 2,500 words (Tests Learning Outcomes 1,2 and 3) 50%
Group based oral presentation (Tests Learning Outcome 2 and 4) 50%

The learning strategy of this module requires students to commit 150 learning hours (including assessment). Of this there will be 36 hours of class support and 114 hours of independent and self-directed study.

Learning support material will be provided for the module.

There will be a series of lectures, which will use appropriate expertise, to introduce key concepts and explore indicative content.
These will be complimented with a series of practical workshops/Tutorials.

The lecture / tutorial pattern may vary with some activities taking place in medium sized workshop groups.
Formative feedback will be given on a regular basis in class to help student development.

Birley S. & Muzyka D. (1997) Mastering Enterprise (Financial Times). Pitman Publishing (ISBN 0 273 63031 8)
Bridge S, Oneill K. & Cromie S (2003) Palgrave Macmillan (ISBN 0 33 98465 X)
Deakins D. & Freel M. (2003) Entrepreneurship and Small Firms. Publisher: McGraw Hill (ISBN 0 07 709993 1)
Sara S. (2003) Small Business Guide. 16th edition. Press Vitesse. (ISBN 0 954 0812 0)
Lewicki, R. Saunders, D. & Minton, (2001), Negotiation, Irwin McGraw-Hill, Singapore

1. Demonstrate a systematic understanding and critical evaluation of the personal characteristics necessary in developing innovative business ideas. (Analysis, Knowledge and Understanding).
2. Demonstrate knowledge and a critical understanding of a range of commercial negotiating techniques. (Knowledge and Understanding).
3. Develop coherent lines of argument to justify a business idea within an appropriate operating structure. (Learning).
4. Communicate effectively to justify a convincing rationale for a business plan, using appropriate information and data. (Application, Communication).