MODULE SPECIFICATION
Code: UA1AGY-20-3 Title: Enterprise for Creative Practice Version: 1
Level: 3 UWE credit rating: 20 ECTS credit rating: 10
Module type: Project
Owning Faculty: Creative Arts Field: Art & Design
Faculty Committee approval: Quality & Standards Committee Date: 24 June 2010
Approved for Delivery by: indicate name of affiliated institution if module will only be delivered by them
Valid from: Sept 2010 Discontinued from:
Contributes towards: BA (Hons) Drawing & Applied Arts, BA (Hons) Fashion Design, BA (Hons) Fashion/Textile Design), BA (Hons) Fine Art, BA (Hons) Art & Visual Culture, BA (Hons) Graphic Design, BA (Hons) Illustration, BA (Hons) Photography, BA (Hons) Animation, BA (Hons) Design: process, material, context, BA (Hons) Media Practice with Animation, BA (Hons) Illustration with Animation, BA (Hons) Graphic Design with Animation and BA (Hons) Media Practice
Pre-requisites: None
Co-requisites: None
Entry requirements: If the module is offered as CPD or stand alone, indicate the entry requirements
Excluded combinations:
Learning outcomes:
On completion of this module, students will be able to:
Knowledge and Understanding:
1. Understand and critically evaluate a range of theories, models and approaches to enterprise and creativity;
2. Understand the factors that facilitate and hinder the development of commercially viable ideas across a range of art, design and media practices;
Intellectual skills
3. Identify and analyse an area of enterprise relevant to their area of creative practice;
4. Consider opportunity and risk in relation to creative ideas and enterprise;
5. Use a range of theory and methods to evaluate and analyse material relevant to areas of individual interest;
Subject/practical skills
6. Identify and develop own enterprising skill sets, values and competencies;
7. Apply theoretical concepts to organisational situations;
8. Apply costing and strategic planning models;
9. Communicate and present information and ideas in appropriate written and verbal forms;
10. Develop research skills and techniques that can include: library/database searches; interviewing; use of business databases, archives, case studies, business plans; financial and commercial data;
Transferable skills
11. Develop independent, self directed learning;
12. Recognise and use different writing forms and conventions for business and academic applications;
13. Show confidence in engaging with debate, discussion and presentation of ideas and proposals
14. Employ problem-solving skills.
Syllabus outline:
The module is designed to be student-centred, with the opportunity for students to apply the practical, commercial and conceptual ideas introduced to the identification, development and evaluation of a business plan related to their own ambitions and areas of interest.
The module aims to provide and identify:
• Opportunities to develop and practice a broad range of enterprising skills in an,
experiential and action-based way
• A broad knowledge base that encompasses functional and practical aspects of enterprise
• Enterprising skill set
• Enterprising values
• Entrepreneurship competencies
• Presentation skills
The module provides fundamental grounding in an enterprising way of thinking, seeing and behaving. It prepares students by giving a broad base of enterprising knowledge, skills and abilities. An enterprising skill set is particularly important in any type of venture, and the broad conceptualisation of enterprise adopted for this module can take place in any individual or organisation and in any context. This means that students will be able to apply their skills in many ways.
Part 1
The first part of the module introduces students to enterprise skill sets, values and competencies, and the role of creative industries and enterprise in the economy, business and society. Lectures, interactive workshops, and seminar sessions will consider how different types of successful enterprises combine creative ways of thinking and working with analysis of strategic opportunities and market research, technical awareness and awareness of broader contexts. Case studies will look at the relationship between creativity, design, innovation, and entrepreneurship.
Examples of the concepts and issues introduced may include:
• Process, roles and models of working in different sectors and types of organisations, freelance/sole trader/practitioner, retail, social enterprise, and micro-business
• Starting and establishing an enterprise
• Costing models and fundraising
• Legal issues - Intellectual property and copyright, liability, self employment
• Sustainable development, creative opportunity and risk
• Marketing strategy
• Research methods and sources - literature review, industry analysis, market information
• Business case study and planning
• Ethical and environmental concerns
• Presentation methods
Students will produce and deliver a power-point (or similar) presentation in response to this content, and identifying their area of focus for their business plan.
Part 2
The later part of the module brings these concepts together through taught input on developing, writing and evaluating the student’s individual business plan. Each student will identify an area of creative activity/opportunity that is relevant to their career ambitions and interests. They will develop and test this idea by gathering and analysing appropriate data, evolving a strategy/business case study, evaluating their findings and drawing conclusions.
The second part of the module leads to the submission of the individual business plan, critical evaluation, and module research file.
Teaching and learning methods:
The delivery of this module is designed to give students a combination of practical and theoretical approaches to developing their careers, with particular regard to the identification and development of an enterprising skill-set, values, and competencies relevant to their career ambitions and interests.
Lectures, by staff and visiting professionals, will be used to impart knowledge of theories and concepts relevant to the topic being covered, and highlight key entrepreneurial practices and processes.
Seminars and workshops will enable students to develop and check their understanding of the theories, concepts and methods from the lectures through debate, group exercises, case studies, presentations and research activities. Through these, students will engage with peer learning and develop their communication, presentation and interpersonal skills. They will also develop their research and problem solving skills through practical exercises.
Directed and private study involves a range of reading material to deepen the students’ understanding of theory, concept and practice, and the practical development and evaluation of a business case study for an enterprise proposal relative to their individual ambition and area of practice.
Reading material and blended learning materials will be available through Blackboard and/or other on-line sources.
Assessment Criteria
Students will be assessed on the level of their ability to:
Criteria |
Relates to learning outcomes: |
Source of evidence | |
i |
Demonstrate knowledge and understanding of theories, models and approaches to enterprise and creativity; |
1, 6, 8, 13 |
Assessment component A Business plan Critical evaluation Module File |
ii |
Understand and develop strategies to address the commercially viable development of their ideas in an area of enterprise relevant to their area of creative practice; |
2, 3, 4, 8, 14 |
Assessment component A Business plan Critical evaluation Module File |
iii |
Apply critical and creative independence in the development and realisation of their ideas within the context of business practice; |
5, 11, 14 |
Assessment component A Business plan Critical evaluation Module File |
iv |
Conduct research across a range of contextual and subject-specific sources and synthesise the information gained to make strategic decisions; |
7, 10, 14 |
Assessment component A Business plan Critical evaluation Module File |
v |
Demonstrate effective communication skills in writing, discussion and presentation (articulation, accuracy, referencing, bibliography). |
9, 12, 13 |
Assessment component A Business plan Critical evaluation Module File |
Reading Strategy
As part of their induction students are given an introduction to the library, which includes guidance on accessing and using resources including e-journals and UWE online. Within the teaching and learning of this module students will be required to carry out research using these sources.
This module also includes further sessions relating to sources information and resources available that are directly related to this syllabus.
The titles on the essential reading list are available in the Bower Ashton Library and should be regarded as key texts. Suggested further reading, listed below is also held in the UWE Libraries.
Under the university’s Copyright Licensing Agency (CLA) permit, reading packs with relevant chapters or excerpts from books will be given to students where applicable, supplied at the beginning of the module. Text excerpts from books published in the UK may also be available via UWE Online Digital Collections, where permissible, during the module period. Access details for UWE Online digital resources for this module will be included in the course handbook.
Indicative Reading List: (see guidance notes)
The following list is offered to provide validation panels/accrediting bodies with an indication of the type and level of information students may be expected to consult. As such, its currency may wane during the life span of the module specification. However, as indicated above, CURRENT advice on readings will be available via other more frequently updated mechanisms.
Essential reading: all titles are available from UWE Libraries
The essential reading will be specified in the module handbook and on Blackboard at the start of the module. This is potentially subject to change at short notice and students should not purchase any text without the guidance of the module leader. An example of the essential reading for this module may be:
Gibson, D.A. (2009) The Streetwise Guide to Being Enterprising: Increase Your Career, Business or Social Enterprise Prospects by Using the e-Factor. Oak Tree Press; London.
Howkins, J. (2007) The Creative Economy: How People Make Money from Ideas; London: Penguin, (2nd edition)
Suggested further reading: all titles available from UWE Libraries
In addition a number of the more general Entrepreneurship & Small Business texts include sections relevant to new venture creation / business start-up / business planning, e.g.
Bhide A. (2000) The Origin & Evolution of New Businesses. OUP
Bolton, W. and Thompson, B.K. (2000) Entrepreneurs : talent, temperament, technique.
Oxford, Butterworth-Heinemann.
Bridge, S, O'Neill, K. & Cromie, S. (2009) Understanding, Enterprise and Entrepreneurship . 3rd ed. London Palgrave Macmillan.
Burns, P. (2007) Entrepreneurship and Small Business. 2nd edition. London: Palgrave Macmillan.
Deakins D. (2006) Entrepreneurship and Small Firms. Maidenhead: McGraw-Hill.
Golzen G. and Reuvid J. (2002) A Guide to Working for Yourself: Kogan Page
Kirby, David A. (2003) Entrepreneurship. Maidenhead: McGraw-Hill.
Kuratko, D.F. and Hodgetts, R.M. (2008) Entrepreneurship: A Contemporary Approach. 3rd ed. London, The Dryden Press.
Perkins, S. (2006) Talent Is Not Enough: Business Secrets for Designers. Berkeley, CA: Peachpit Press,
Rae, D. (2008) The entrepreneurial spirit: learning to unlock value. Dublin, Blackhall Publishing.
Timmons, J. (2008) New Venture Creation. 5th edition. Boston: Irwin/McGraw-Hill.
Suggested further reading (continued):
In addition the major clearing banks issue comprehensive materials on writing business plans.
Journals
A-N
Animation Magazine
Art Week
Blueprint
Campaign
Crafts
Creative Review
Design Week
DR
Journal of the Association of Illustrators
Sight and Sound
Websites
www.artscouncil.org.uk
www.bristolmedia.co.uk - Bristol Media
www.ccskills.org.uk - Creative and Cultural Skills (Sector Skills Council)
www.creativegreenhouse.org.uk
www.creativepeople.org.uk
www.creativesouthwest.org.uk - Creative Enterprise Gateway
www.makeyourmark.org.uk
www.ncge.org.uk - National Council for Graduate Entrepreneurship
www.nesta.org.uk - National Endowment for Science, Technology and the Arts
www.patent.gov.uk/about/marketing/thinkkit - includes case studies
www.skillset.org – Skillset (Sector Skills Council)
www.swscreen.co.uk - South West Screen
Assessment
Please state which element of assessment should be recorded as the final assessment for the purposes of submitting data on non-submissions to HEFCE. (For further information please contact Academic Registry.)
Weighting between components A and B (standard modules only) A: 100% (Final Assessment)
ATTEMPT 1
First Assessment Opportunity
Component A 100%
Description of each element Element weighting
1 A business plan (2000 – 3000 words) and critical evaluation (1000 – 2000 words)
Module research file. 100%
Second Assessment Opportunity (Resit) (further attendance at taught classes is not required)
Component A 100%
Description of each element Element weighting
1 A business plan (2000 – 3000 words) and critical evaluation (1000 – 2000 words)
Module research file. 100%
EXCEPTIONAL SECOND ATTEMPT (Retake): Attendance at taught classes is required.
Specification confirmed by …………………………………………………Date ……………………………
(Associate Dean/Programme Director)