INSTITUTE OF ACCOUNTANCY ARUSHA – DAR CAMPUS

ASSESSMENT PLAN (as per the curriculum) FOR MBA GEN; MBA PSM & MBA
ITM
MODULE NAME: ENTREPRENEURSHIP & INNOVATION
MODULE CODE: BAG 09202/PSG 09207 & ITG 09202
8.0. Enabling and Sub enabling Outcomes
Enabling Outcomes Sub enabling Outcomes
8.1 Analyse the theories, practices and 8.1.1 Examine different concepts of
Importance of entrepreneurship and innovation in Entrepreneurship.
small, medium and larger multinational organizations. 8.1.2 Examine the nature of entrepreneurship,

and innovation.
8.1.3 Apply processes of entrepreneurship
within existing and new businesses
Venture.
8.1.4 Apply Business plan process for
Entrepreneurial management and growth.
8.1.5 Apply financial principles for venture
Financing.

9.0 SPECIFICATIONS OF COMPETENCES (Grid Table)

The table below shows sub-enabling outcome, task associated for each sub-enabling outcome and
expected competences/outcomes or abilities for each item in the assessment area.

Knowledge (K) Skills (S) Understanding (U) Wider Attributes (W)

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 [K, U. S. W] Major Assign (S) - 30
TOPICS SUB TOPICS TASKS/ACTIVITIES Test20 Final
,

TOOLS: [Cases / Role play]

50

K U S W K U S W

 Explain the psychological √

(i) Psychological Based Theories of
Based Theories of Entrepreneurship

Cases / Role Play

9.1. Different Entrepreneurship  Analyse the premises of
concepts of psychological theories of √ √
entrepreneur entrepreneurship
ship  Assess the relevancy of
entrepreneurial theories to the √ √
changing global environments
(ii) Entrepreneurial  Classify the common
theories, behavior, operational entrepreneurial √
personalities and theories.
groupings.  Analyse the views of
economic; psychological;
Sociological; Anthropological;
and Behavioral theorists on √ √
the current entrepreneurial
global trend
 Analyse how entrepreneurial
theories influence
performance levels of √
Cases / Role Play

entrepreneurs in rural and

urban settings
 Examine the different
classification of √
entrepreneurship
√
(iii) Characteristics of  Identify the common √
entrepreneurship characteristics of
entrepreneurs
 Examine factors influencing
entrepreneurs differed √ √
characteristics
Cases / Role Play

 Analyse the strategies of

promoting entrepreneurial √ √
characters in an individual
 Review the inspiring
characters of the successful √
entrepreneurs

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 (iv) Common myths of  Identify the different myths of √

Cases / Role Play

entrepreneurs entrepreneurship
 Dispel the myths with
scholarly views
√
√
 Assess the impact of the
prominent myths to the growth √ √
of entrepreneurship.
9.2. The nature (i) Relationship  Relate entrepreneurship with √

Cases / Role play

of between small business
entrepreneur entrepreneurship  Classify business with differed
ship, and and small business industrial dimensions √ √
innovation  Review the level of SME
performance in Tanzania √ √
(ii) The role of  Conceptualize the terms √

Cases / Role Play

entrepreneurship in (creativity & business venture)
creation of new  Describe types (forms) of √
business ventures. business venture √
 Determine the proper
mechanisms for venture √ √
creation
(iii) Key elements of  Conceptualize the innovation √ √
innovation and (meaning; types; sources; and

Cases / Role Play

innovation process. areas)
 Explore the mechanism of
promoting innovations in √ √
forms
 Describe the important √ √
innovation process
9.3. Entrepreneu (i) Factors contributing  Explore entrepreneurial
rship to entrepreneurial perspectives in an individual. √
processes spirit.  Identify the drivers of
Cases / Role Play

within entrepreneurial spirit in an √ √

existing and individual
new  Discuss the entrepreneurial
businesses spirit killing threats in both
venture. social and corporate √ √
dimension
(ii) Exploiting  Conceptualize the term √ √
Cases / Role Play

entrepreneurial opportunity
opportunities.  Explore sources of
entrepreneurial opportunities √ √
 Evaluate venture
opportunities in diverse
industries for exploiting √
(iii) The impact of  Explain the impact of √ √
Cases / Role Play

entrepreneurs on entrepreneurs on economic

economic development √
development,  Examine how entrepreneurs
innovation and firm promote innovation in firms √
competitiveness.  Analyse entrepreneurship as
a competitive tool √

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 (iv) Approaches to  Explain the macro and micro √ √
business entry. views entrepreneurship
 Examine the different ways
√

Cases / Role Play

(v) Sources of capital
people consider for business √ √
entry
 Assess the merits and
demerits of acquisition of
ongoing venture over the √ √
start-up one
 Explore the types of capital √ √

Cases / Role Play

and operating
finance for an  Explain the type of finance
√
entrepreneur √
 Explore the source of capital
for venture financing √

9.4. Business (i) Entrepreneurial  Identify the available √

planning windows of entrepreneurial windows
process for opportunity. opportunities

Cases / Role Play

entrepreneur  Assess the entry √
ial requirements to √
managemen entrepreneurial windows
t and growth.  Evaluate the viability of each
entrepreneurial window √ √
opportunity
(ii) Influencing  Analyzing sources for new √
commitment from venture financing
various sources on  Evaluate the costs and
the new business benefits arising out ofthe new
Cases / Role Play

venture. venture financing sources √ √

 Describe the steps required to
influence commitment from
various sources on the new √
business venture. √

(iii) Startup business  Prepare the marketing

plan emphasizing research plan √ √
on financing, .Analyse the investment
Cases / Role Play


marketing, and options available √
organizing  Prepare a start-up business
plan emphasizing marketing
and organizing √
√
9.5. Financial (i) Entrepreneurial  Identify the important niches √
principles for marketing plan. and segments
venture  Analyze the firm’s strategic fit
Cases / Role Play

financing in relation to brand/product √

performance √
 Prepare the apt
entrepreneurial marketing
plan √ √

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 (ii) Pro forma financial  Prepare the important
statements; financial statements in the √ √
venture

Cases / Role Play

(iii) The choice of
 Analyze the role of each
financial statement √ √
 .Analyse the common
software used for financial
management in firms √
 Identify the types and sources √

Cases / Role Play

sources of funds / of capital
capital / finance for  Analyse the types and source √
business ventures of venturefinancing √
 Evaluate the criteria for the
choice of capital / fund √
√

Assessment Methods
Classroom Based Knowledge Tests
These are intended to measure the theoretical and practical ability of learners and evaluate their
performance in timed written test of not more than three (3) hours. The tests will be constructed, supervised
and marked by the Institute lectures.This will carry 20 marks

Term paper Assignments

These are questions/problems given to students, which require deep self-study through reading or other
means of investigation in order to reach decisions or find solutions to the questions/problems. Assignments
are given to enhance learners’ self-development as they inevitably involve their active participation,
creativity and critical thinking or problem solving. This will carry 30 marks

End of Module Examination

This is an examination given to learners at the end of a module, summing up all the theoretical and
practical tasks not assessed during the course of the module study. It is done in not less than three (3)
hours duration, under the administration of IAA Examinations Office. External examiners are involved in
moderating the questions and, thereafter, the scripts. The Examinations Office sets the required number of
questions for an examination after the external examiner has moderated a double number of questions
from the internal examiners. This will carry 50 marks

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Learning Context

The module will employ a variety of methods (formal lectures, group presentations, seminars, problem-
solving exercises) as appropriate. Directed reading on entrepreneurship and innovation theory will be core
to the module. Much work will be case-study-based, and will encourage individuals to contribute effectively
to group collaborative learning. There will be a strong emphasis on the use of critical analysis and critical
thinking methodology as a means of discussing and debating the module content.

Learning Materials:
Required Reading list
1. Birley S. & Muzyka D. F., (2000).Financial Times Mastering Entrepreneurship, 2nd Edition, FT
Prentice Hall.
2. Brouwer, M.T. (2002). 'Weber, Schumpeter and Knight on entrepreneurship and economic
development'. Journal of EvolutionaryEconomics, vol. 12(1-2), p. 83.
3. Casson, M. (2005). 'Entrepreneurship and the theory of the firm'. Journal of Economic Behavior &
Organization, 58 (2) , 327-348
4. Tidd, J. and Bessant, J.R. (2013).Managing Innovation: Integrating Technological, Market and
Organizational Change. Fifth edition. Chichester, West Sussex, United Kingdom: Wiley
5. Trott, P. (2012). Innovation Management and New Product Development. 5th ed. Harlow: Financial
Times/Prentice Hall.
Recommended Reading List

1. Birley S. & Muzyka D. F., (2000). Financial Times Mastering Entrepreneurship, 2 nd Edition, FT Prentice
Hall.
2. Christensen C.M. (1999). Innovation and the General Manager, 1 st Edition, Irwin McGraw-Hill.
3. Lambing P.A. and Kuehl C.R. (2006). Entrepreneurship, 4 th Edition, FT Prentice Hall.
Other Recommended Reading List Per Topic
1. Baum, J., Frese, M., & Baron, R. e. (2014). The psychology of entrepreneurship (1 ed.). New York:
PsychologyPress.

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 2. Chepurenko A. (2015). Entrepreneurship Theory: New Challenges and Future Prospects.
Foresight-Russia, 9(2): 44–57.
3. Da Rin, M., Hellmann, T., Puri, M. (2013). “A survey of venture capital research”. In Handbook
of the Economics of Finance 2: 573–648.

4. Hsu, D. (2007). “Experienced entrepreneurial founders, organizational capital, and venture capital
funding“. Research Policy 36: 722–741.

5. Kuratco D.&Hodget R.M (2004).Entrepreneurship: theory, process and Practice, 6th ed, Southern
Austria
6. Matiku, G.M. (2019). Factors Behind Inapt Performance of Entrepreneurs in Rural Income
Generating Activities: A Survey of Selected Rural Premises in Tanzania, International
Journal of ScientificResearch andPublications (IJSRP) 9(12).http://www.ijsrp.org

7. Ngailo L.N., (2016). Entrepreneurship and enterprise Management; 1st Ed; RENNICS, Moshi
Tanzania
8. Olomi, D (2003).Entrepreneurship and small business development: a Tanzania perspectives;
Daressalaam; UDEC
9. Simpeh, K. N. (2014).Entrepreneurship theories and Empirical research: ASummary Review of
the Literature.European Journal of Business and Management.3 (6); ISSN 2222-2839.
10. Zimna T & Scarborough (2009).Essentials of Entrepreneurship and Small Business Management;
5thed; New Delhi India

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