Associate Professor of Entrepreneurship and Law. Tel: Office: Room 5029 Level 5 Lee Kong Chian School of Business

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1 LEE KONG CHIAN SCHOOL OF BUSINESS Year 2006/07 Term 1 MGMT104 Instructor: ENTERPRENEURIAL MANAGEMENT Tan Wee Liang Associate Professor of Entrepreneurship and Law Tel: wltan@smu.edu.sg Office: Room 5029 Level 5 Lee Kong Chian School of Business COURSE DESCRIPTION There is a pressing need for entrepreneurial management in firms. This course examines corporate management and corporate entrepreneurship. It also explores models, applications and ways in which corporations can be more entrepreneurial. Topics covered in the course are corporate management versus corporate entrepreneurship; building an entrepreneurial firm; the role and function of mission and goals and corporate philosophy; developing organization values and culture to support entrepreneurship; human resource management and corporate entrepreneurship; effecting organization change overcoming resistance to change; technology management and corporate entrepreneurship; corporate venturing; rewards and motivation. IMPORTANT NOTICE Please note that the classes have a special schedule with classes being intensive at the beginning with 2 classes scheduled in the first two weeks. Please make it a point to be present at all classes as the facilitator has the discretion to load an additional 10% for class participation for those who are absent for what the facilitator considers a substantial portion of the course. Students who are not able to attend the first two weeks of classes are strongly discouraged from taking this course. PREREQUISITES MGMT101 Managing People at Work RECOMMENDED TEXT AND READINGS Kao R., 2005 An Entrepreneurial Approach to Corporate Management, Prentice-Hall: Singapore. 1

This course examines corporate management and corporate entrepreneurship. It also explores models, applications and ways in which corporations can be more entrepreneurial.

2 Gareth R Jones and Jennifer M George, 2005, Essentials of Contemporary Management, McGraw-Hill. Pack ADDITIONAL REFERENCES Morris, M. & Kuratko, D Corporate Entrepreneurhip, Harcourt Brace-Jonovich Michael Hitt, Stewart Black, Lyman W. Porter 2005 Management, Prentice-Hall, J 1991 Entrepreneurial Organization, Prentice-Hall ASSESSMENT METHOD Component Class Participation: Test: 30% Research project /Case Study: 40% 30% attendance required. Condition subsequent: in the event that student misses a class the weightage of the class participation will be increased in weightage to 40% with 10% being taken away from the test component of students who absent themselves. COURSE METHODS Discussion, Presentations, Guest speakers, Role Play, Project Work and Assignments PRE-COURSE PREPARATION: Group work Students will be grouped into course groups once they have signed up for the course and there are sufficient numbers for a course to be launched. The groups will then be assigned cases and presentations where they will prepare for the designated sessions during the course. Pre-course reading Students need to read Kao 2005 chapters 1 to 6 before the commencement of the course. 2

Porter 2005 Management, Prentice-Hall, J 1991 Entrepreneurial Organization, Prentice-Hall ASSESSMENT METHOD Component Class Participation: Test: 30% Research project /Case Study: 40% 30% attendance

3 COURSE SCHEDULE Session 1 Week 1 Topic What is Management? 1.1 A review of management concepts What is Corporate Management? Group 1[Thurs] Unless otherswise stated in this column Thurs class as per normal Group 2[Wed] Unless otherswise stated in this column Wed class as per normal Readings Optional Reading: Read Mintzberg, Managerial Work What do you know? Students knowledge of management concepts Quiz 1.2 3M website visit Group discussion Questions: What characterises this company and innovation? Session 2 Week What is the value from innovation? 2006 Homework: Revise Kao Chapter 1 to 6 Test in Week 2 What is Entrepreneurial Management? The Challenges of Growth and Size 26 August 9 to 12 noon 26 August to 1.30pm 2.1 Case: Kok Weng and Ming from Kao & Tan, 2001 Case 6A M Reprise What can we learn? Session 3 Week Intrapreneurship, Corporate Venturing & Entrepreneurial Management Planning, Organizing, Leading and Evaluating Key elements of managerial work Adminstration & Management Normal Class in Week 2 Normal Class in Week 2 Entrepreneurship vs Business Administration 3

Mintzberg, Managerial Work What do you know? Students knowledge of management concepts Quiz 1.2 3M website visit Group discussion Questions: What characterises this company and innovation?

4 3.2 Corporate Venturing Teams Business Planning Resources 3.3 Intrapreneurship Discussion: Tan, W.L. "The Impact of Corporate Governance on Corporate Entrepreneurship", Appendix in 2006, Chapter 1 Forms of Intrapreneurship 3.4 Intrapreneurship has failed its blood test Kao's argument Optional Reading: Read Corporate Venturing by Macmillan and Block Optional Reading: Read Intrapreneuring by G. Pinchot 3.5 Are these corporations rare? What does it take? Project Instructions: Things to do in Weeks 3, 4 and 5 Read ahead Chapters 7 to 15 of Kao or any management text on the topics. Session 4 Week 2 Key thrusts of course 4.1 Key thrusts - how to grow, professionalize without losing the entrepreneurial drive - how to transform corporations to be more entrepreneurial Saturday 2 Sept 9 am to 12 noon Saturday 2 Sept 9 am to 12 noon Week 3 The need for entrepreneurial management Video: Hamel TEST Study Week No Class 4

4 Intrapreneurship has failed its blood test Kao's argument Optional Reading: Read Corporate Venturing by Macmillan and Block Optional Reading: Read Intrapreneuring by G. Pinchot 3.

5 Session 5 Week 4 Strategy 5.1 Role of Strategy Mission & Vision Case: Ben & Jerry's case 5.2 Philosophy Week 4 Make up class on Thursday evening 14 September 2006, c. 8 Pack 2006, c. 8,9 5.3 Value HBS Case: Au Bon Pain Week 5 Session 6 Week 6 No Class Study and Project Preparation Enterprising Culture Week 6 Week , chapter 10 HBS Case American Express Travel Related Services Company course HBS Case Lou Gerstner Session 7 Week 7 Session 8 Week 9 Homework: read up on Nordstrom. Chatman, Implementing Strategy: managing through Organization Culture VACATION IN WEEK 8 Enterprise Structure Obstacles to entrepreneurship HBS Case Integrated Genetics Week 7 Week , c. 13 5

3 Value HBS Case: Au Bon Pain Week 5 Session 6 Week 6 No Class Study and Project Preparation Enterprising Culture Week 6 Week 6 2006, chapter 10 HBS Case American Express

6 Session 9 Week 10 Enterprise Motivation What goes on in the office Jeffrey Pffeffer, Managing with Power Rewarding entrepreneurship 2006, c. 11 Performance measurement Session 10 Week 11 Entrepreneurial Management Summation HBS Case Scandinavian Airlines System Project Deadline to be announce d Session 11 Week 12 Final Test instructions Other Dimensions of Entrepreneurial Management Technology: Christenson, Managing the threat of disruptive technology [video] Test date to be announce d Week 13 Internationalization Case: Ben & Jerry s Iceverks Project Week No class 6

be announce d Session 11 Week 12 Final Test instructions Other Dimensions of Entrepreneurial Management Technology: Christenson, Managing the

Schedule for classes in Business, Government and Society

BUSINESS, GOVERNMENT AND SOCIETY (TERM IIIB) Facilitator: Tan Wee Liang (wltan@smu.edu.sg) Tel: 6822 0157 Schedule for classes in Business, Government and Society Week No. Group Number G3 Group Number