MASTER CERTIFICATE IN ENTREPRENEURSHIP

graduate certificate in entrepreneurship,MASTER CERTIFICATE IN ENTREPRENEURSHIP,organizational strategies

Master certificate in entrepreneurship course presents entrepreneurship as one of the driving forces behind any successful small business.

MASTER CERTIFICATE IN ENTREPRENEURSHIP OVERVIEW

Master certificate in entrepreneurship course presents entrepreneurship as one of the driving forces behind any successful small business. Entrepreneurs with good business plans and a willingness to assume market risks of the market are the heart and soul of Nigeria capitalism.  The course focuses on the critical steps required for starting and maintaining a business operation. The course takes students through the entire process of entrepreneurial activity, from envisioning the business opportunity as a “concept” to its ultimate realization. Important factors to consider in converting a personal concept into a tangible reality include financial support, knowledge of legal constraints, and an awareness of the fundamentals of economics and marketing.  Advantages and disadvantages related to self-employment will also be discussed. Upon completion of the course, students will have acquired the necessary tools to launch and manage successfully a small business operation in today’s competitive environment.

 

MASTER CERTIFICATE IN ENTREPRENEURSHIP  COURSE OBJECTIVES

Upon completion of this course students should have gained the knowledge and skills to:

  1. Outline the characteristics and principles of entrepreneurship and contrast entrepreneurship for large versus small business ventures.
  2. Explain the key components of building successful ventures, including management, market analyses, intellectual property protection, legal and regulatory issues, operations, entrepreneurial financing, and the capital markets.
  3. Identify and articulate the steps of initiating a business venture.  Calculate the viability of a new business concept or idea.  Discover opportunities of value to finance a venture.
  4. Apply critical thinking to assess potential for a career in entrepreneurship.
  5. Evaluate methods of creating and organizing a vision and mission for a new business.
  6. Analyze organizational design issues involved in developing a business, and formulate solutions encourage success.
  7. Identify and describe variables to consider when starting a business.  Design a sales promotion program.  Assess locations to determine the most suitable area.  Prepare a list of start of costs.
  8. Analyze and articulate human relation and communication skills necessary to owning and successfully operating your own business.
  9. Identify and describe the laws and contracts involved in owning and operating a business.
  10. Examine means of collecting capital for a business.
  11. Analyze the impact of financial planning on entrepreneur’s success and solvency.
  12. Create a business plan and marketing plan.

Course Outlines

MBA 600 Human Capital Management in Organization

1. Managing Human Resources

2. Understanding the External and Organizational Environments.

3. HR Planning for Alignment and Change

4. Ensuring Fair Treatment and Legal Compliance

5. Using Job Analysis and Competency Modeling

6. Recruiting and Retaining Qualified Employees

7. Selecting Employees to Fit the Job and the Organization.

8. Training and Developing a Competitive Workforce.

9. Conducting Performance Management 10. Developing an Approach

to Total Compensation

11. Using Performance-Based Pay to Achieve Strategic Objectives

12. Providing Benefits and Services.

13. Promoting Workplace Safety and Health

14. Understanding Unionization and Collective Bargaining.

HR410 FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT

1. The Strategic Role of Human Resource Management.

2. Equal Opportunity and the Law -Identify and explain: activities that comprise human resources management functions. -Discuss the difference in the roles of line managers and staff managers. -Be aware of what actions constituting discriminatory employment practices. -Know levels of strategic planning performed by managers

3. Job Analysis

4. Personnel Planning and Recruiting – Define and understand job analysis, methods of recruiting, and how to forecast the supply of candidates. -Describe the various types of employment agencies. -Understand how to properly create and use an employment application form.

5. Employee Testing and Selection 6. Interviewing Candidates – Define and explain: different types of selection tests. – Distinguish between types of test validity and various types of interviews. -Discuss how to conduct an effective interview -Explain how to develop a structured or situational interview.

7. Training and Developing Employees. 8. Managing Strategic Organizational Renewal. – Define and explain: management development techniques. – Distinguish the steps required to plan and implement the basic training process – Understand how to evaluate a training program -Know the uses of various training techniques. -Understand the nature of self-directed teams and worker empowerment. -Know the role of HR in Basic Process Reengineering.

9. Appraising and Managing Performance.

10. Managing Careers and Fair Treatment. – Discuss and understand: methods and problems of performance appraisal – Understand the procedures for making promotions and transfers. – Discuss the basics of career management.

11. Establishing Strategic Pay Plans.

12. Pay-for-Performance and Financial Incentives. – Define and understand: the legal considerations of compensation. – Discuss and understand how to establish pay rates -Explain steps in developing effective incentive plans -Understand how to evaluate jobs. -Understand the advantages and disadvantages of various incentive plans.

13. Benefits and Services.

14. Labor Relations and Collective Bargaining.

15. Employee Safety and Health. -Describe: various types of strikes. -List provisions of the major labor laws. -Know the purposes of the grievance procedure -Understand the role of management in workplace safety. -Understand why workers unionize. -Understand the Occupational Safety and Health -Administration’s  requirements  for  employers.

HR 452 Leadership and Organizational Change

1.  Leadership  is  Everyone’s   Business

2. Leadership Involves an Interaction between the Leader, the Followers, and the Situation -Leadership definitions -Distinctions between leaders and managers -Styles of Followership -Leader Traits That Influence the Leadership Process -How Leaders Interact with Followers

3. Leadership is developed through Education and Experience

4. Assessing Leadership and Measuring its Effects -Factors That Affect a Perceptual Set -Factors Affecting the Attribution Process -The Role of Expectations In Social Interaction -Techniques Used To Teach Leadership Concepts -Research Findings About Leadership -Measures Of Successful and Unsuccessful Leadership

5. Power and Influence 6. Leadership and Values -Sources of leader power -Influence -Motivations To Manage -Assessing Types Of Influence Tactics -Some Influences On the Development Of Personal Values -Stages Of Moral Reasoning -Actions That May Be Legal But Unethical -How Good People Justify Doing Bad Things -The Narrow Band of Acceptable Behavior 7. Leadership Traits 8. Leadership Behavior -The Five Factor Model of Personality -Emotional Intelligence -Categories That Contribute To Effective Group Performance -The Most Useful Factors in Coaching

9. Motivation, Satisfaction and Performance

10. Groups and Teams -Relationships Between Leadership, Job Satisfaction, and Performance -Ten Motivational Approaches -Differences between Maslow and Expectancy theories -Theories of Job Satisfaction -Differences Between Organizations and Groups -Differences Between Groups and Teams -Ginnett’s  Team  Effectiveness  Leadership  Model

11. Characteristics of the Situation

12. Contingency Theories of Leadership -Research  exploring  How  Situational  Factors  Affect  Leaders’   Behaviors -Situational Levels In Which Leaders and Followers Operate -Schein’s  Four  Key  Organizational Culture Factors -Factors From the Situational Leadership Theory and the Interactional Framework -Motivational Hierarchies For Low- and High-LPC Leaders -Factors  From  Fiedler’s  Contingency  Theory  and  the   Interactional Framework -Path-Goal Theory

13. Leadership and Change; Leadership Skills Part V: Leadership Skills -Beer’s  Model  of  Organizational  Change -The Components of Organizational Alignment -The Expectation-Performance Gap -Common Losses with Change -Reactions To Change -The Rational Approach To Organization Change and the Interactional Framework -Basic Leadership Skills (Part V) -Advanced Leadership Skills (Part V)

HR465Employee Performance: Appraisal and Management

1 – The Pay Model

2 – Strategic Perspectives -Compensation: Definition -Forms of Pay -Pay Techniques -Which Pay Decisions Are Strategic? -Source of Competitive Advantage

3 – Defining Internal Alignment

4 – Job Analysis

5 – Evaluating Work: Job Evaluation

6 – Person-Based Structures -Compensation Strategy: Internal Alignment -Structures Vary among Organizations -Strategic Choices in Designing Internal Structures -Which Structure Fits Best? -Structures Based on Jobs, People, or Both -Why Perform Job Analysis? -How Can the Information Be Collected? -Job Analysis: Bedrock or Bureaucracy? -Person-Based Structures: Competencies

7 – Defining Competitiveness

8 – Designing Pay Levels, Mix, and Pay Structures -Compensation Strategy: External Competitiveness -What Shapes External Competitiveness? -Labor Market Factors -Modifications to the Demand Side -Modifications to the Supply Side -Product Market Factors and Ability to Pay -Organization Factors -Competitive Pay Policy Alternatives -Consequences of Pay-Level and Mix Decisions -Design the Survey -Who Should Be Involved? -How Many Employers? -Which Jobs to Include? -What Information to Collect? -Compensation Comparison

9 – Pay for Performance: The Evidence

10 – Pay for Performance Plans

11 – Performance Appraisals -Components of total rewards systems, how they work, and their outcomes -Merit pay -Incentives -How reward systems motivate behavior -How pay for performance programs should link to the strategy of the organization. -Characteristics, advantages, disadvantages and outcomes of individual incentive programs -Characteristics, advantages, disadvantages and outcomes of group and organizational incentive programs -Characteristics, advantages, disadvantages and outcomes of merit pay -Different types of performance appraisal formats; advantages and disadvantages of each; how to evaluate and choose rating formats -Basics of conducting performance appraisals -Types of rater error

12 – The Benefits Determination Process

13 – Benefit Options -Issues in benefits plan administration, especially how benefit plans should relate to organizational strategy -Defined contribution versus defined benefit plans -Communicating benefits -Financing benefits -Legal issues in benefits, particularly ERISA -Health care insurance issues in benefits programs -Pension and retirement issues in benefits programs 14 – Compensation of Special Groups

15 – Union Role in Wage and Salary Administration

16 – International Pay Systems -Who Are Special Groups? -Compensation Strategy for Special Groups -The Impact of Unions in Wage Determination -Unions and Alternative Reward Systems -Gainsharing Plans -Profit-Sharing Plans -Comparing domestic and international systems

17 – Government and Legal Issues in Compensation

18 – Budgets and Administration -Pay Discrimination: What Is It? -Definitions of Skill, Effort, Responsibility, Working Conditions -Your Turn: Conducting an OFCCP Audit -Administration and the Total Pay Model -Managing or Manipulating? -Controls as Guidelines: Let (Thoughtful) Managers Manage

Who Should Attend?

business owners,CEO,COO,Leaders