National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
Правительство Российской Федерации
Нижегородский филиал
Федерального государственного автономного образовательного
учреждения высшего профессионального образования
"Национальный исследовательский университет
"Высшая школа экономики"
Факультет менеджмента
Программа дисциплины
Управление малым бизнесом
для направления 38.03.02 «Менеджмент», для магистерской программы
«Менеджмент» специализация «Общий и стратегический менеджмент»
подготовки бакалавра
Автор программы:
Зинчак Елена Владимировна, старший преподаватель, E-mail: ezinchak@hse.ru
Одобрена на заседании кафедры общего и стратегического менеджмента «___»_______ 2014 г.
Зав. кафедрой А.Г. Городнов
Рекомендована секцией УМС «Менеджмент» «___»____________ 2014 г.
Председатель Ю.В.Кузнецова
Утверждена УМС НИУ ВШЭ – Нижний Новгород «___»_____________2014 г.
Председатель В.М. Бухаров
Нижний Новгород, 2014
Настоящая программа не может быть использована другими подразделениями университета и другими вузами без разрешения кафедры-разработчика программы.
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
Small Business Management
2nd - 3d modules 2015/16
Elena Zinchak, Senior Lecturer
Contact details:
Email: ezinchak@hse.ru
Course information: 144 hours
Course assignments: Midterm test, Final test
1. Course Description
Small businesses account for a significant proportion of business activity in Russia. This course is
aimed to equip students with the basic knowledge about starting a small enterprise, practical methods
of creating and running a small business, give a systematic overview of entrepreneurship principles
and methods to successfully implement them in decision-making and enhancing effectiveness of small
business.
Classes are grounded in a combination of lectures, discussion, reading, and reflection on the underlying concepts of business. The added value of the course is the workshops and master classes delivered
by business professionals.
Some of the course topics include theory and practice of small business analysis and planning, which
enable students to evaluate and present in a formalized format economic processes and phenomena of
a small business as well as justify and employ optimal managerial decisions; methods of strategic
analysis of small business activity.
The course is taught in English.
Methodology: Case-studies, open discussions, role plays, and simulations will be the key forms of
seminars that will enable students to become actively involved in the educational process.
2. Sphere of application and normative references
The course program “Small Business Management” establishes minimum requirements for students’
competencies and determines the structure and content of training sessions.
The course is designed for students of Management Department, HSE – Nizhny Novgorod, participants of the Bachelor program “Management”.
This program is developed in accordance with:
- NRU - HSE educational standards;
- Educational program and curriculum for Bachelor's Degree 38.03.02 “Management”, “General
and Strategic Management” specialization.
3. Course goals
The course aims to equip students with the necessary knowledge and skills to successfully build, manage, and analyze small enterprises in their home countries and worldwide.
Goals to achieve:
• develop an understanding of small business specific features;
• become familiar with different forms of small enterprises;
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
• understand how to adapt basic management functions to small business;
• gain knowledge of barriers to successful small business management.
4. Learning Outcomes:
Students will learn to:
-
Use course concepts and terminology
Prepare formal and informal planning systems
Develop small business strategy
Identify and manage critical functions of small enterprises
Identify, counter and employ strategies and tactics to achieve objectives at early stages of business
Develop action plans for business growth.
5. Course structure
№
Topic
Hours
Lectures
Seminars
1
Brief introduction into Russian business
and entrepreneurship context. How politics
influence small business.
The Mechanics of Forming a Legal Entity
in Russia.
2
Selfstudy
2
2
14
2
6
14
3
Small Business Planning and Basic Strategies.
2
4
12
Business Processes at Small Enterprises.
2
6
12
HR in Small Business.
2
4
12
Negotiations in Small Business.
1
2
12
Dispute Resolution and Mediation.
1
2
12
Growing Small Business: Key Alternatives.
2
4
12
TOTAL
14
100
4
5
6
7
8
30
6. Grading Scheme
Type of
Form of as-
1year
Description
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
assessment sessment
Mid-term Written assignment
Final
1
2
*
Exam
3
*
4
1000 words on student’s reflection on and
analysis of small business challenges in
Russia and ways of addressing them.
Written closed book exam. Questions based
on course topics and case getaways.
7. Grading procedure
Class Attendance and Participation
Students are expected to be on time and prepared for all classes, participate in classroom-based simulations and discussions; engage in feedback and self-reflection activities; treat instructor and fellow students with respect and tolerance. Students who miss more than 20% of scheduled classroom/activity
hours fail the course.
Instructor may impose additional and/or stricter attendance requirements and penalties for tardiness or
absence, as they see appropriate for their courses. Students should carefully read course syllabus to be
sure that they understand the particular expectations for attendance in each course.
If a student misses a class or other required activity, it is his or her responsibility to review, with
classmates, the material covered, and to consult with the Instructor prior to the next class meeting regarding any possible make-up requirements. In case of illness or absence due to religious obligations,
students must notify the Instructor(s) by email as soon they are aware of the time conflict. (Note: any
make-up work approved by the course Instructor must be completed either immediately before or immediately after the class session missed. It is not acceptable to submit make-up work after the course
has ended and/or grades have been issued.)
In assessing students’ class participation several aspects are taken into account: working on cases and
designing own ideas and strategies about specific small enterprises, participation in class discussions,
debrief sessions after cases and simulations:
20% - Attendance;
30% - Participation;
Thus the course grade consists of the following elements:
50% - Class Attendance and Participation
30% - Midterm Test
20% - Final Test
The formula of the final grade is:
Final grade = 0,5*Participation+0,3*midterm+0,2*final test
Maintaining the Learning Environment
Certain behaviors may disrupt class, such as students arriving late, phone ringing, student leaving in
the middle of class, etc. Instructors have the authority to decide policies for their classroom regarding
these and similar behaviors that may disrupt the learning environment. All members of the class are
expected to respect the learning environment and the instructor’s efforts to maintain it.
8. Course content
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
Topic 1. Brief introduction into Russian business and entrepreneurship context. How politics influence
small business.
Lecture: Main historical aspects of Russian business, current political situation. Russia and other
countries compared in terms of political influence on business. Pros and cons of political influence
discussed. The future of Russian economy and its perspectives in terms of globalization and international unions.
Class: В-Bamboo Home and Garden Shop case
Topic 2. The Mechanics of Forming a Legal Entity in Russia
Lecture: Types of entities. Advantages and disadvantages of every type. A brief introduction into customs regulations and taxes in Russia. Forms of partnership in small business. Contacts and support a
business person might need to call on during the start-up process.
Class: Yellowtail Marine case
Topic 3. Small Business Planning and Basic Strategies
Lecture: Characteristics of a small business owner/general manager: social, personal and professional.
Understanding the market, identifying and covering the main issues before starting. Identifying entrepreneurial opportunities. Outlining resource requirements for early stages of small business. Information needed to plan small business. Important issues and strategies to consider when staring a small
business.
Class: R&R case
Topic 4. Business Processes at Small Enterprises
Lecture: Methods, techniques and software involved throughout all stages of the business process
lifecycle. Can mainstream business process management tools, techniques and technologies be successfully applied in a small business environment? What are the advantages of applying business process management in a small business? Designing process governance framework: decision-making,
process roles and responsibilities, process standards, measurement and compliance.
Class: Sawchyn Guitars: Can an Old Business Learn New Tricks?
Topic 5. HR in Small Business
Lecture: Team building in small business. The right team, the right leadership, the right touchpoints,
the right technology. Motivational programs and their specific features in small companies.
Class: Rob Parson case, Team and Concepts Limited: Managing the Growth of a Small Business case
Topic 6. Negotiations in Small Business
Lecture: Basic negotiation styles, managing relations, networking, intra- and inter-group negotiations,
perceptions and biases, communication barriers, group decision-making, types of voting and their application, coalitions, multiparty challenges, strategies for dealing with multiple parties and coalitions.
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
Strategies for expanding the pie, defining agendas, designing creative options, non-monetary interests,
exploring alternatives.
Class: Medical Equipment
Topic 7. Dispute Resolution and Mediation
Lecture: Fairness and justice; equity, equality, and needs approaches; interest-based approach, rightsbased approach, power-based approach; different sources of power and respective power tactics;
threats; contract interpretation; ethics.
Class: Viking Investments, Viking Investments Debrief
Topic 8. Growing Small Business: Key Alternatives
Lecture: Stages of small business growth (growth through creativity, direction, delegation, coordination, collaboration). Characteristics of small business at each stage of development. Business development models. Small business growth challenges. Key small business management factors.
Class: Apple’s Core, Nantucket Nectar case
9. Types of control
Midterm:
The midterm assignment for this course is an essay. 1000 words on student’s reflection on and analysis
of small business challenges in Russia and ways of addressing them. The main goal of this essay is to
check the level and depth of the students’ reflection and analysis of their in-class experience. Apart
from the material covered throughout the course the students are expected to provide evidence from no
less than 5 up-to-date scientific and business articles on small business in top management and business journals and professional magazines.
Students who fail to submit the paper in time will be graded “0” (zero) for this task.
The essay will be graded based on the following criteria:
- Articles used, evidence provided (every statement should be justified)
- Structure & style (closer to academic style, structured properly with introduction, main body and
conclusion)
- Orientation on future growth (in the form of an action plan of transforming the existing small
business challenges into opportunities)
- Originality and creativity (95% original text, creative approach)
Citation is required, the sources should be cited properly.
The marking scheme for the essay is as follows:
Grade
10
8-9
6-7
Description
Clear discussion of the questions, clearly linked to course material, deep understanding
of key course concepts, future action plans should be realistic yet challenging and persuasive that future development will occur. Extremely well-written.
Clear discussion of the questions, demonstrating understanding of course material in
relation to these. Future action plans should be reasonably realistic yet reasonably challenging and persuasive that future development will occur. Reasonably well-written.
Demonstrates a moderate level of understanding and generally clear discussion of
questions. Some reference to course material in relation to these should be included.
Future action plans are clearly discussed but are marginally realistic, yet are somewhat
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
5
4
Lower than 4
0
persuasive that future development is likely to occur. Reasonably well-written.
Somewhat clear discussion of the questions, though link to course material may not
have been made. Some confusion or lack of clarity allowed. Should appear as though
the student has taken the assignment seriously. Future action plans mentioned may not
be realistic nor clear.
Some discussion of the question. May have significant errors of understanding or clarity of expression. Future action plans mentioned but definitely are neither realistic nor
clear.
Little to no discussion of the questions. May appear as though the student has not taken
the assignment seriously. May be in point form.
No essay submitted.
Academic integrity
Any work submitted for academic credit by a student in this course must be the student's own work. If
you present, as your own idea, any material copied, paraphrased, or extensively drawn upon, you are
plagiarizing – unless you give full citations for your sources. You may make full use of ideas, arguments and information obtained from books etc. but you must make clear in a footnote whose work
you are drawing on. Failure to cite your sources will result in a failing grade for that assignment. In
cases of blatant and intentional misrepresentation, a student will receive a failing grade for the course
and may face disciplinary action before the Dean and the Commitee (if necessary), which, in extreme
cases, may result in dismissal from the University.
Final Test
A 2-hour closed book exam. Students should answer 3 questions out of 4 to show understanding of
course concepts and ability to apply it as well as ability to write clearly and coherently. A student can
be exempt from the exam based on oustanding academic achievements in the course.
Example of exam questions:
1. Creating a small business: What factors create an entrepreneurial opportunity? What risks and obstacles have to be overcome in order to pursue the opportunity successfully? Use class exercises and
tools provided to support your answer.
2. Managing a small business: How performance appraisal can support larger organizational goals and
organizational change? Weigh the relative importance of “fit” versus performance. See how performance appraisal can provide the opportunity for employees to become involved in a career development process. What are the effects of bias and interpersonal affect on the evaluation process?
3. Growing a small business: What are the pros and cons of remaining independent? Going public?
Selling the company? How to identify and deal with prospective buyers? What is a company worth?
To whom? Why? If management decides to sell the business, how should they think about their role
after the sale? Use class exercises and discussions to support your answer.
10. Literature
Course book:
Sonora Beam L.S., “The Creative Entrepreneur: A DIY Visual Guidebook for Making Business Ideas
Real”, 2010
Readings:
1. Almquist, E., and G. Wyner, "Boost Your Marketing ROI with Experimental Design," HBR,
2001 (Reprint No. R0109K).
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
2. Armstrong, Larry. "Nurturing an Employee's Brainchild." BusinessWeek, October 23,
1993.David, Byron. "How Internal Venture Groups Innovate." Research Technology Management
37 (1994): 38.
3. Badaracco, Joseph Jr. The Knowledge Link: How Firms Compete Through Strategic Alliances.
Boston, MA: Harvard Business School Press, 1991. ISBN: 9780875842264.
4. Barriers to Conflict Resolution. New York, NY: W.W. Norton
5. Block, Z., and I.C. Macmillan, “Milestones for Successful Venture Planning," HBR, 1985 (Reprint No. 85503).
6. Block, Zenas, and Ian MacMillan. Corporate Venturing. Frederick, MD: Beard Books, 2003.
ISBN: 9781587982118.
7. Breslin, J.S., and Jeffrey Z. Rubin. Editors. 1993. Negotiation: Theory and Practice. Cambridge, MA: Program on Negotiation Books
8. Brett, Jeanne M. 2004. Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and
Make Decisions Across Cultural Boundaries. San Francisco, CA: Jossey-Bass
9. Bruce Patton, Douglas Stone, and Sheila Heen Difficult Conversations: How to Discuss What
Matters Most (2000)
10. Büchel, Bettina. "Managing Partner Relations in Joint Ventures." Sloan Management Review
44, no. 4 (Summer 2003): 91-95.Kumar, N., "The Power of Trust in Manufacturer-Retailer Relationships," HBR, 1996 (Reprint No. 87411).
11. Campbell, Andrew, Julian Birkinshaw, Andy Morrison, and Robert van Basten Batenburg.
"The Future of Corporate Venturing." Sloan Management Review 45, no. 1 (Fall 2003): 30-37.
12. Caplan, Pat. Editor. 1995. Understanding Disputes: The Politics of Argument. Providence, RI:
Berg Publishers
13. Chesbrough, Henry. Open Innovation. Boston, MA: Harvard Business School Press, 2003.
ISBN: 9781578518371.
14. Coulter, Mary. Entrepreneurship in Action. Prentice-Hall, 2001.
15. Cusumano, Michael. "How Microsoft Makes Large Teams Work Like Small Teams."
MITSloan Management Review 39, no. 1 (1997): 9-20.
16. De Dreu and Michele J. Gelfand, The Psychology of Conflict and Conflict Management in Organizations, edited by Carsten K. W. (2008).
17. Dean, J., "Pricing Policies for New Products," HBR, 1976 (Reprint No. 76604).
18. Dolan, R.J., "How Do You Know When the Price Is Right?" HBR, 1995 (Reprint No.95501).
19. Dorf, Richard, and Thomas Byers. Technology Ventures: From Idea to Enterprise. New York,
NY: McGraw-Hill, 2004. ISBN: 9780072853537.
20. Fisher, Roger, Elizabeth Kopelman, and Andrea Schneider. 1994. Beyond Machiavelli: Tools
for Coping with Conflict. New York, NY: Penguin Books
21. Goffee, Rob, and Gareth Jones. "Leading Clever People." Harvard Business Review 85, no. 3
(2007): 72-79.
22. Hamel, Gary, Yves Doz, and C. K. Prahalad. "Collaborate with Your Competitors – and Win."
Harvard Business Review (1989)
23. Hammermesh, Richard G. A note on Business Model Analysis. HBS Case (9-802-048).
24. Hammermesh, Richard G. A Note on Managing the Growing Venture. HBS Case (9-805-082).
25. Harbison, John, and Peter Pekar Jr. "How Great Alliances Grew." In Smart Alliances. San
Francisco, CA: Jossey Bass Publishers, 1998. ISBN: 9780787943264.
26. Hickman, C., and C. Raia. "Incubating Innovation." Engineering Management Review 31
(2003): 3.Andreasen, A.R., "Cost-Conscious Marketing Research," HBR, 1983 (Reprint No.83401).
27. Ho, Teck-Hua, and Kay-Yut Chen. "New Product Blockbusters: The Magic and Science of
Prediction Markets." California Review Management 50, no. 1 (2007): 144-158.
28. Jones, T.O., and W.E. Sasser, Jr., "Why Satisfied Customers Defect," HBR, 1995 (Reprint No.
95606).
29. Karol, R. A., R. C. Loesser, and R. H. Tait. "Better Business Development at DuPont." Research Technology Management 45, no. 1 (2002): 24-30.
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
30. Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler Crucial Conversations: Tools
for Talking When Stakes are High (2002)
31. Kline, Listening Effectively, Prentice Hall 2003
32. Lewis, Jordan. Partnerships for Profit: Structuring and Managing Strategic Alliances. New
York, NY: The Free Press, 2002, chapter 8. ISBN: 9780743237635.
McGrath, R.G., and MacMillan, "Discovery-Driven Planning," Harvard Business Review, JulyAugust, 1995 (Reprint No. 95406).
33. Pinchot III, Gifford. Intrapreneuring. New York, NY: Harper & Row, 1986. ISBN:
9780060913359.
34. Pinchot, G. "Introducing the 'Intrapreneur'." IEEE Spectrum (1985): 74-79.
35. Pine II, B.J., D. Peppers, and M. Rogers, "Do You Want to Keep Your Customers Forever?"
HBR, 1995 (Reprint No. 95209).
36. Roberts, Edward, and Charles Berry. "Entering New Businesses: Selecting Strategies for Success." Sloan Management Review 26 (Spring 1985).Joachimsthaler, E., and D.A. Aaker, "Building
Brands Without Mass Media," HBR, 1997 (Reprint No. 97107).
37. Roberts, Edward, and Charles Berry. "Entering New Businesses: Selecting Strategies for Success." Sloan Management Review (Spring 1985): 3-17.
38. Roberts, Edward, and Wenyun Kathy Liu. "Ally or Acquire? How Technology Leaders Decide." Sloan Management Review 43, no. 1 (Fall 2001): 26-34.
39. Roberts, Edward. Entrepreneurs in High Technology: Lessons from MIT and Beyond. New
York, NY: Oxford University Press, 1991. ISBN: 9780195067040.
40. Stevenson, Howard H. A Perspective on Entrepreneurship. HBS Case (9-384-131).
41. Stevenson, Howard H. Intellectual Foundations of Entrepreneurship / in The Entrepreneurial
Millennium, San Antonio: February, 2000
42. Stringer, Robert. "How to Manage Radical Innovation." California Management Review 42, no.
4 (2000): 70-88.
43. Urban, Glen L., and Eric von Hippel. "Lead User Analyses for the Development of New Industrial Products." Management Science 34, no. 5 (1988): 569-82.
44. Wolcott, Robert, and Michael J. Lippitz. "The Four Models of Corporate Entrepreneurship."
MIT Sloan Management Review 49, no. 1 (2007): 75-82.
45. Yoshino, Michael, and U. Srinivasa Rangan. Strategic Alliances: An Entrepreneurial Approach
to Globalization. Boston, MA: Harvard Business School Press, 1995. ISBN: 9780875845845.
Online Resources:
Resource name
HBS Working Knowledge
Path
http://hbswk.hbs.edu/
Description
HBS faculty comment on the
various business issues
Complete info bank for growing a venture
Arthur Rock Center for Entrepreneurship
http://hbs.edu/entrepreneurship/
Harvard Business
Publishing
http://hbsp.harvard.edu/
Articles, cases, teaching notes,
books
National Academy Press
http://www.nap.edu/
More than 4000 free e-books
Stanford University’s
Entrepreneurship Corner
http://ecorner.stanford.edu/
Video and audio podcasts
MIT Open Courseware
http://ocw.mit.edu/
The Entrepreneur Journal
http://www.entrepreneur.com/
MIT courses materials for students and teachers
Sharpest and up to date issues
National Research University – Higher school of economics
Small Business Management for Bachelor Program 38.03.02 “Management”
on entrepreneurship
Автор программы ___________________(Зинчак Е.В.)