The framework that we would like to develop is based on a hierarchy that places the student experience as a priority linked closely to subject development and research, knowledge transfer and third stream income generation and value added in this priority order. It is based on the principle that we can tap into the latent potential of our staff and students more fully if we stay close to what we do best and think clearly about our priorities and focus on strengths. This process is supported by Drucker (2002:123) who states that ‘Purposeful, systematic innovation begins with the analysis of the opportunities’ and it is the various modular opportunities that have parallel learning themes (finance, marketing and enterprise) that will support the relevance of this scheme and enhance its relevance and understanding to students. We would like to engage students in the ‘real-world’ and enhance their appreciation and learning of business, marketing and enterprise the BAHSBM students would like to develop a new initiative. This initiative would be focused on the development of a real ‘live’ business. This would be facilitated, directed, and managed by the course team and their students. Its sole purpose would be to act as an Enterprise and Business Unit, which would assist students to plan, develop and implement funding and pursue enterprise ventures and business ideas and. E.G: The launch of the ‘Academic Team Wear’ initiative for the BAHSBM students and staff. In fact, students are also encouraged to develop their personal business and enterprise skills such as; Skills: Problem solving, Creativity, Persuasiveness, Planning, Negotiating and Decision Making (Bill, 2009:128)
CORE (COnnecting REpositories)
CORE (COnnecting REpositories)