OVERVIEW

The MBA Entrepreneurship programme is to equip participants with the skills that are needed to conceptualize, develop and establish economic entities in the modern sector. The PUC MBA Entrepreneurship programme additionally seeks to develop the capacity of programme participants to know how to bring together the critical productive resources especially skilled labour, finance, technology and appropriate processes needed to create businesses that are competitive not only nationally but globally including exploiting the opportunities of Information Computer Technology (ICT) to enhance business. The programme aims at equipping students with the knowledge, skills and qualities necessary for recognizing and exploring new business opportunities in a sustained manner and ultimately lead global enterprises. The MBA Entrepreneurship Programme would add further value by enabling graduates to conceive, devise, setup and lead new innovative and/or high-tech enterprises and make them into stable business organizations. The programme will emphasize independent thinking and creativity.     

Content

 

PHILOSOPHY OF MBA ENTREPRENEURSHIP

The increasing global unemployment rate as a result of weakened economies and current global financial difficulties have heightened interest in developing the creative and innovative entrepreneurial spirits of individuals.  However, it has been observed that many individuals lack the ability to be creative with business ideas. The MBA in Entrepreneurship is designed to provide students with the necessary tools to stimulate creative business ideas.

 

OBJECTIVE OF THE PROGRAMME

At the end of the programme students should be able to:

  • Understand the history, concepts and entrepreneurship theories
  • Develop entrepreneurship culture in any profession
  • Understand the concept of creativity and innovation, risk taking and fundamentals of business
  • Identify entrepreneurial opportunity in establishing new ventures and identify contemporary mechanism to participate in the field of entrepreneurship.

 

MBA ENTREPRENEURSHIP COURSE STRUCTURE

FIRST YEAR

First Semester

NO.

COURSE CODE

COURSE TITLE

CREDIT HOURS

1

MBAC 601

Quantitative Methods

3

2

MBAC 603

Business Research Methods

3

3

MBAC 605

Accounting for Managers

3

4

MBAC 607

Financial Management

3

5

MBAC 609

Business and Legal Environment

3

6

MBAC 611

Management and Organizational Behaviour

3

TOTAL CREDIT

18

 

Second Semester

NO.

COURSE CODE

COURSE TITLE

CREDIT HOURS

1

MBAC 602

Managerial Economics

3

2

MBAC 604

Marketing Management

3

3

MBAC 606

Strategic Management

3

4

MBAC 608

Human Resource Management

3

5

MBAC 612

Management Information System (MIS)

3

6

MBAC 614

Research Seminar I

3

TOTAL CREDIT

18

 

SECOND YEAR

First Semester

NO.

COURSE CODE

COURSE TITLE

CREDIT HOURS

1

MBAC 615

Research Seminar II

3

2

MBAC 617

Operations Management

3

3

MBAE 619

Innovation and Creativity

3

4

MBAE 621

Managing SMEs

3

5

MBAH 623

Change Management and Organizational Development

3

6

MBAE 625

Entrepreneurship and Business Strategy

3

TOTAL CREDIT

18

 

Second Semester

NO.

COURSE CODE

COURSE TITLE

CREDIT HOURS

1

MBAE 626

Entrepreneurial Leadership

3

2

MBAE 628

Funding and Finance for Entrepreneurs

3

3

MBAC 632

Long Essay

6

TOTAL CREDIT

12

Total Credits for the Entire Programme is 66 Credit Hours


COURSE DESCRIPTIONS

MBAC 601 Quantitative Methods

This course provides the fundamental quantitative knowledge necessary for managers to use the results of analyses to enhance the decision-making process.  This course will enhance students' ability to perform the necessary quantitative analyses, understand the usefulness and limitations of the methods and recognize situations where the methods can be applied beneficially, and issues involved when utilizing the results of analyses. The course provides the analytical tools needed for making informed business decisions using data. The focus is on decision making using the tools of mathematics. Topics to be treated will include basic statistical principles such as probability distributions, inferential statistics (sampling), regression analysis, decision trees, utility theory, and simulation.

 Reading List

  • Chiang Alpha C. (1984) Fundamental Methods of Mathematical Economics (3rd ed.): U.S.A, McGraw-Hill Publishing Company.
  • Macleod, Stewart, Ferrier, Gordon (2002), Quantitative Methods: U.S.A, Crucial Publishers.
  • Mohammed, Adil Hasan (2000), Quantitative Method for Business and Economics (3rd ed.): U.S.A, L M.E sharp Publishers.
  • Sweeney, Denis J., Anderson, David R., William Thomas A., Camm Jeff D., Martin Kipp R. (2009), Quantitative methods for Business (11th ed.): UK, Cengage Learning.   
  • Waters, Donald, Waters, Donald J. (2008), Quantitative Methods for business (4th ed.): UK Prentice Hall.

 MBAC 602 Managerial Economics

This course focuses on the application of economics theory in management analysis and decisions, and their relevance to business decision-making; therefore, it is designed to select the mathematical tools, topics and techniques essential for success in today’s business and economics. Topics covered in the course include: Price Determination in Alternative Market Structures, Demand and Supply Theories, Production and Costs Functions, and Decision-making under Uncertainty using Game Theory from a Business viewpoint.  Other topics covered are Exchange Rates, Interest Rates, Economic Policy, Inflation and International Trade. In addition, the course will provide a basic introduction to econometric analysis and its role in managerial decision-making.

Reading List

  • Hirschey, Mark (2008), Managerial economics (12th ed.): UK. Cengage Learning.
  • McGuigan J. R., Moyer Charles R., deB, Harris F. H. (2008), Managerial Economics, Applications, Strategy, and Tactics (11th ed.): U.S.A, Thompson South-Western Publishing.
  • Pug, I., Lehman, Dale (2007), Managerial Economic (3rd ed.): New York, Wiley – Blackwell.
  • Webster, Thomas J. (2003), Managerial Economics Theory and Practice, UK, Emerald Group publishers.


MBAC 603 Business Research Methods

The objective of this course is to introduce students to business research methods. It is designed to ensure that students acquire practical research skills, understand the principles of research and also help students to link the research process with theories. Topical areas will include the meaning of research, research problems, types of research, research process and design, choice of research topic, components of research proposal, literature review, research strategies, sampling analysis, data collection, research ethics, data analysis, and report writing.

Reading List

  • Black, Ken (2009), Business Statistics: Contemporary Decision Making (6th ed.): USA, John Wiley and Sons.
  • Bryman, Alan, Bell, Emma (2007), Business Research Methods (2nd ed.): UK, Oxford University Press.
  • Lucey T. (1997), Quantitative Techniques, Chicago, ELBS with DP Publication.
  • Vitalis, A., Zepp, K. A. (1989), Business Research and Statistics, USA, API press.


MBAC 604 Marketing Management

This foundation course in strategy covers a range of Core concepts and analytical techniques relating to competitive advantage in global organizations.  It deals with both classical and contemporary issues of importance such as industry analysis, Core competence of organizations, top management teams and corporate governance, product/market scope decisions, and value chain analysis.  The emphasis is on the application of analytical tools and frameworks to understand complex strategy issues.

Reading List

  • Hollensen, Svend (2010), Marketing Management: A Relationship Approach (2nd ed.): New York, Pearson Education.
  • Kotler, Philip (2000), Marketing Management (10th ed.): India, Prentice Hall.
  • London, David L., Stevens, Robert E., Wrenn, Bruce (2004), Marketing Management Text and cases, London, Routledge.
  • Mullins, J., Walken, Orville (2012) Marketing Management: A strategic Decision – Making Approach (8th ed.): USA, McGraw – Hill Companies, Inc.
  • Peter, Paul J., Donnelly, James H. Jr. (2010), Marketing Management (10th ed.): USA, McGraw- Hill Companies, Inc.

MBAC 605 Accounting for Managers

Business managers at various level of management require understanding of financial and management accounting principles for effective discharge of their managerial roles. This course is designed to provide managers with sound understanding of such accounting matters. Financial accounting topics to be covered in the syllabus include the accounting equation, preparation and analysis of financial statement using tools such as ratios. Cost and management accounting topic to be discussed would include costing methods and costing techniques. Planning and cost control aspect of organizations shall be discussed using budgetary controls and variance analysis. Performance measurement and divisional control shall also be discussed.

Reading List

  • Burns, William J. (2005), Accounting for Managers: Text and Case (3rd ed.): USA, Thompson /South –Western.
  • Collier, Paul M. (2012), Accounting for Managers: Interpreting Accounting Information for Decision- Making (4th ed.): USA, John Wiley and Sons.
  • Gopal, Rana (2009), Accounting for Managers: USA, New Age International.
  • Webster, William H. (2003), Accounting for Managers: USA, McGraw-Hill Professional.

MBAC 606 Strategic Management

This course explores the issues of defining corporate mission, objectives, and goals. Participants focus on the analysis of the firm's external and internal environment to identify and create competitive advantage in a global context. It emphasizes the cultural, ethical, political, and regulatory issues faces any global business environment and the need for leadership for a successful management of strategic change.

Reading List

  • Dess, Gregory G., Dess, Gregory, Lumpkin, G. T., Eisner, Alan (2009), Strategic Management: Creating Competitive Advantages (5th ed.): USA, McGraw-Hill/Irwin.
  • Dobson, P., Starkey, K., Richard, J. (2004), Strategic Management: Issues and Cases (2nd ed.): New York, John Willey and Sons.
  • Hill, Charles W.L., Jones, Gareth, R. (2007), Strategic Management: An Integrated Approach (8th ed.):  UK, Cengage Learning.
  • Sadlor, P., Graig, James C. (2003), Strategic Management (2nd ed.): USA, Kogan Page Publishers.
  • Thompson, J., Martin, Frank (2010), Strategic Management (6th ed.): Boston, Cengage EMEA.

MBAC 607   Financial Management                                                         

Financial management is at the heart of corporate survival and growth. This course shall serve as foundation designed to expose participant to various tools and techniques that management use to arrive at optimum financial decision within an organization. The course shall explore the three aspect of financial management including Working capital management, investment and capital structure decisions. Specific topics in working capital management shall include inventory, receivable, payable and cash management. Investment decisions shall be discussed using capital budgeting techniques such payback period, the NPV and IRR. Capital structure decision will cover issues such as source of finance and their costs. 

Reading List

  • Brigham, Eugene F., Ehrhardt, Michael C. (2010), Financial Management Theory and Practice (13th ed.): USA, Cengage leaning.
  • Kahn, M.Y., Jain P. K. (2007), Financial Management: New Delhi, Tata McGraw-Hill Education.
  • Philippatos, George C., Sihler, Willian W. (1987), Financial Management: Text and Cases: USA, Allyn and Bacon.
  • Rao, Ramesh K. S. (1995), Financial Management: Concepts and Applications (3rd ed.): USA, South- Western College Pub.
  • Shim, Jae K., Siegel, Joel G. (2008), Financial Management (3rd ed.):  USA, Barron’s Educational Series.

MBAC 608 Human Resources Management

This course arises from the observation that human resource management could help create competitive advantages for firms. Concepts and issues examined in this course include those associated with job design, staffing, training and development, group behaviour and teamwork, motivation and job satisfaction.  By the end of this course, you will understand HRM from a strategic perspective and an operational perspective. Strategically, HRM policies and activities are designed to support and reinforce business strategies and objectives. Operationally, HRM is concerned with the design and implementation of procedures to optimize the day-to-day management of people in organizations.

Reading List

  • Armstrong, Michael (2006), A hand book of Human Resource Management Practice (10th ed.): USA, Kogan Page publishers.
  • Bratton, J., Gold, Jeffrey (2001), Human Resource Management: Theory and Practice (2nd ed.): London, Routledge.
  • Mathis, Robert L., Jackson, John H. (2011), Human Resource Management: Essential Perspectives (6th ed.): USA, Cengage leaning.
  • Sims, Ronald R. (2007), Human Resource Management: Contemporary Issues, Challenges, and Opportunities: USA, IAP.
  • Torrington, D., Hall, L., Taylor, Stephen (2008), Human Resource Management (7th ed.): London, Financial Times Prentice Hall.

MBAC 609 Business and Legal Environments

This course is designed to provide students with an overview of various legal concepts and principles impacting business. It introduces students to a broad array of information and develops relevant skills encompassing the dynamic nature of the legal environment and its relationship to the transactional and functional aspects of business by incorporating unique instructional methodologies that combine theory with real life case examples of practical application and significance.  Topical areas include procedural laws and the court system; alternative means of dispute resolution; constitutional law, torts/products liability, business crimes, contracts, sales, forms of business organizations, and employment regulation.

Reading List

  • Halbert, J., Ingulli, Elaine (2011), Law and Ethics in Business Environment (7th ed.):   USA, South-Western.
  • Meiners, Roger E., Ringles A. H., Edward, Francis L. (2011), The Legal Environment of Business (11th ed.): USA, South-Western.
  • Miller, Roger L., Cross, Frank B. (2012), The Legal Environment Today: Business in its Ethnical, Regulatory, E – commerce, and Global settings (7th ed.): UK, Cengage Learning.
  • Ringles, Al H., Meiners, Roger E., Edwards, Frances L. (1993), Managing in the Legal Environment (2nd ed.): USA, West Pub. Co.
  • Schaffer, R., Augusti, F., Eanle, Beverley (2008), International and Business Law and it Environment (7th ed.):  USA, South-Western.

MBAC 611   Management and Organizational Behaviour

This course examines the range of individual and group behaviour in an organization.  The course will take a functional approach to the study of business management, and will integrate organizational behaviour theories with an understanding of managerial practices.  Students will learn to apply these concepts to organizational settings by the use of examples, case-studies and exercises.  Topics to be covered include: personality and attitudes, perception, motivation in the work setting, group and team behaviour, leadership, interpersonal communication, and organizational design and culture.

Reading List

  • Cook, Curtis W., Hunsaker, Philip L. (2002), Organizational Behaviour and Management (3rd ed.): USA, McGraw-Hill/Irwin.
  • Martin, J., Fellenz, Martin (2010), Organizational Behaviour and Management (4th ed.): New York, Cengage Learning EMEA.
  •  
  • Pierce, Jon L., Gardener, Donald G., Dunham, Randall B. (2001), Management and Organizational Behaviour: An Integrated Perspective: New York, Cengage Learning EMEA.
  • Saha, Jayantee (2009), Management and Organizational Behaviour: India, Excel Books

MBAC 612 Management Information System

This course examines the role of information systems in supporting a wide range of organizational functions. The aim of this course is to enable students to appreciate the opportunities and problems that managers in a wide range of organizations face as they attempt to use these information technology (IT) applications to add value to their businesses. The courses explains basic concepts for IT/IS management discusses organizational, business and strategic issues surrounding IT/IS, and analyze and evaluate uses of strategic IT/IS in practice. Topics to be treated includes; the strategic role of information systems, information systems and organizations, information, management, and decision making, the challenge of information systems, managing data resources, managing international information systems and ethical and social impact of information systems.

Reading List

  • Laudon, Kenneth C., Laudon, Jane P. (2011), Management Information Systems: Managing the Digital Firm: UK, Prentice Hall.
  • O’Brien, James A., Mavakas, George M. (2008), Management Information Systems (8th ed.): U.S.A, McGraw- Hill/Irwin.
  • OZ, Effy (2008), Management Information Systems (6th ed.): U.S.A, Cengage Learning.
  •    
  • Post, Gerald V., Anderson, David Lee (2005), Management Information Systems, (4th ed.): U.S.A, McGraw –Hill /Irwin.

 

MBAC 614 Research Seminar I

This Seminar is compulsory for all students aimed at giving students the opportunity to present their research papers. This Seminar will also expose students to leading experts in the fields of business, academia and public and private sectors.  Thus, it will provide the platform for academic researchers, professional practitioners and students the opportunity to present, exchange views, share findings and discuss new developments and challenges in business.  

Reading List

  • Black, Ken (2009), Business Statistics: Contemporary Decision Making (6th ed.): USA, John Wiley and Sons.
  • Bryman, Alan, Bell, Emma (2007), Business Research Methods (2nd ed.): UK, Oxford University Press.
  •     Lucey T. (1997), Quantitative Techniques: USA, ELBS with DP Publication.
  • Vitalis, A., Zepp, K. A. (1989), Business Research and Statistics: USA, API Press.

MBAC 615 Research Seminar II
The objective of this course is to introduce students to business research methods. It is designed to ensure that students acquire practical research skills, understand the principles of research and also help students to link the research process with theories. Students will be exposed to real life situations by inviting professionals in the various business areas or set up where students can interact with them on potential challenges they might face in the business world and help them on how to solve such challenges.

Reading List

  • Black, Ken (2009), Business Statistics: Contemporary Decision Making (6th ed.): USA, John Wiley and Sons.
  • Bryman, Alan, Bell, Emma (2007), Business Research Methods (2nd ed.): UK, Oxford University Press.
  • Lucey T. (1997), Quantitative Techniques: USA, ELBS with DP Publication.
  • Vitalis, A., Zepp, K. A. (1989), Business Research and Statistics: USA, API Press.

MBAC 617 Operations Management

This course is designed to emphasize the strategic importance of operations management to the overall performance of the enterprise. A functional view of how to manage the activities involved in the process of converting or transforming resources into products or services. Thus, the course examines the concepts for designing, planning and improving manufacturing and service organizations. Topics include; product and process planning and design, forecasting, facility location and layout, production staffing, job design and work measurement, capacity planning, aggregate planning, inventory management, requirements planning, operations scheduling, Just-in-time, and quality assurance.

Reading List

  • Barnes, David (2005), Operations Management: An International Perspective: U.S.A, Cengage Learning EMEA.
  • Bettley, A., Mayle, D., Tantoush, T. (2005), Operations Management: A Strategic Approach: U.S.A, Sage Publications.
  • Brown, Steve (2001), Operations Management: Policy, Practice and Performance Improvement: USA, Butterworth–Heinemann.
  • Stephenson, Williams J. (2009), Operations Management (10th ed.): U.S.A McGraw–Hill/Irwin.
  • Vidler, Chris (2001), Operations Management: U.S.A, Heimann Publishers.

MBAE 619 Innovation and Creativity

This course introduces the concepts of innovation and entrepreneurial creativity. Students draw upon the inspired thinking and entrepreneurial pursuits of leaders in a variety of disciplines in order to understand the process of innovation and appreciate the role of creativity in making innovation possible. Emphasizing the development of the student’s own entrepreneurial creativity and ability to innovate, the experiential and reflective activities in this course encourage students to explore their potential as passionate agents of change – in their own lives and in society.

Reading List

  • Andriopoulus C., Dawson P. (2009), Managing Change, Creativity and Innovation: USA, SAGE Publications Ltd.
  • Ceserani, J., Greatwood, P. (1995), Innovation and Creativity, USA, Kogan Page.
  • Goldenberg, J., Mazursky D. (2002), Creativity in Product Innovation: UK, Cambridge University Press.
  • Stamm, Bettina Von (2008), Managing Innovation, Design and Creativity (2nd ed.): USA, John Wiley and Sons.

MBAE 621 Managing SMEs

Small and Medium Enterprises (SME’s) are the pillars of the Ghanaian economic system, but little is known about their main characteristics; how they are run, how they cooperate and how they compete in the markets. This course will enable students to identify the issues of managing SME’s, understand general principles and theories of business strategy relating to SME’s. Students will also study and analyze Ghanaian industrial districts, or local clusters of firms, formed by SME’s and similar organizations. A part of the course focuses on direct contact with local Ghanaian businesses and industries including textiles and furniture through field trips. These visits are crucial to the understanding of the small business phenomenon in Ghana. The visits will consist of a presentation of the business, inspection of facilities and opportunities for students to interview staff of the SME. Students may decide to write a final project based on one or more businesses visited during the course. 

Reading List

  • Allen, Kattleen R. (2006), Growing and Managing a Small Business: An Entrepreneurial Perspective (2nd ed.): USA, Houghton Mifflin Co.
  • Longenecker, Justin G. (2008), Small Business Management: Launching and Managing New Ventures (4th ed.): London, Cengage Learning.
  • Moore, Carlos W. (2008), Managing Small Business, London, Cengage Learning EMEA.
  • Wilson, P., Bates, S. (2003), The Essential Guide to Managing Small Business Growth: USA, Wiley.

MBAH 623 Change Management and Organizational Development

This course is designed to enable students grasp the concepts and issues that are involved in managing organizational change. Students will be exposed to practical methods as well as strategies required for managing change in organizations. The course will assist students to analyse   change management cases in organisations in order to the identify concepts, methods and strategies that have been employed in handling change. The course will explore change in structure, system and people which lead to organizational development and growth.

Reading List

  • Cummings, Thomas G., Worley, Christopher G. (2008) Organizational Development and Change (9th ed.): London, Cengage Learning.
  • Hughes, Mark (2006), Change Management: A Critical Perspective: UK, Chartered Institute of Personnel and Development.
  • Kondalkar, V. G. (2009), Organizational Development: USA, New Age International.
  • McLean, Gary N. (2005), Organizational Development: Principles, Processes and Performance: Germany, Berret – Koehler Publishers.

MBAE 625 Entrepreneurship and Business Strategy

The main objective of this course is to stimulate the process of entrepreneurship and development of business initiative, especially in small enterprises, analyzing the path and phases necessary to achieve competitiveness and durability. The course will pay special attention to the following areas; research sources of business ideas by analyzing market opportunities, analyze the main motivations and stimuli for the entrepreneur, integrate strategic planning in the process of setting up a business, integrate strategic study in market research, study the planning of functional strategies, develop the design of the organizational structure, and study control systems for the direction of the new business.

Reading List

  • Hitt, Michael A. (2002), Strategic Entrepreneurship: Creating a New Mindset: USA, John Wiley and Sons.
  • Ireland, Duane R., Hoskisson, Robert E., Hitt, Michael A. (2008), Understanding Business Strategy: Concepts and Cases (2nd ed.): London, Cengage Learning.
  • Wickham, Philip A. (2001), Strategic Entrepreneurship: A Decision-Making Approach to New Creation Management: UK, Financial Time Prentice Hall.

MBAE 626 Entrepreneurial Leadership

This course offers students the opportunity to explore the lives and impact of a range of entrepreneurs during moments of economic, political, and social turbulence. It covers the individual journeys of these entrepreneurs, changes in the strategy and structure of the organizations they created, and the dynamic environments in which they each lived and worked. The course traces the shifting balance of power among business, workers, and other players on the stage of modern capitalism. Throughout the course, students are encouraged to look at both the individual leader, including the choices he/she made, the path he/she travelled, the values and objectives he/she nurtured, and the larger context in which the entrepreneur acted. It also challenges students to examine their own ideas and ambitions about leadership-their own and that of other individuals who have exercised lasting influence.

Reading List

  • Bouman, F., Koopmans, M. (2008), Entrepreneurial Leadership, Germany, Centraal Boekhuis.
  • Demmer, Adriane R. (2007), Entrepreneurial Leadership: Identifying and Assessing the Fundamental Traits for Success: USA, Bethel University.
  • Dwyer, Christopher (1990), The Small Business Administration: UK, Chelsea House Publishers.
  • Smilor, Raymond W., Sexton, Donald L. (1996), Leadership and Entrepreneurship: Personal and Organizational Development in Entrepreneurial Ventures: USA, Greenwood Publishing Group.

MBAE 628 Funding and Finance for Entrepreneurs

Funding the start-up business is a critical first decision for the entrepreneur. This course provides the entrepreneur with source of capital options, basic financial knowledge and forecasting skills. Additionally, students will become acquainted with records reporting systems and how to develop and main financial oversight of their business. Through cash flow planning and operating budget development, the entrepreneurial student will build a financial road map for success.

Reading List

  • Cumming, Douglas (2012), The Oxford Handbook of Entrepreneurial Finance: UK, Oxford University Press.
  • Leach, J. Chris, Melicher, Ronald W. (2011), Entrepreneurial Finance (4th ed.): London, Cengage Learning.
  • Roustadt, Robert (2002), Entrepreneurial Finance: Taking Control of your Financial Decision Making: USA, Lord Publishing.
  • Sisson, Robert (2002), Financing the Small Business: A Complete to Obtaining Bank Loans and All Other Types of Financing: London, Cengage Learning.
  • Yazdipour, R. (2010), Advances in Entrepreneurial Finance: With Applications from Behavioural Finance and Economics: USA, Springer.

MBAC 632 Long Essay

Candidates shall take a compulsory 60-page Long Essay.  Every candidate will be assigned a supervisor from the specialized area that will provide guidance in the writing and presentation of the final report. This will constitute six (6) credit hours.    

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