Reference no: EM133480633

Case Study: Go through the case study and answer the questionsthat follow. Fostering Entrepreneurship Education

Part of the EU's growth strategy is a reassertion of the determination to develop and promote entrepreneurship more fully within the EU. While these have been sustained objectives for a sustained period, economic crisis has provided renewed emphasis on the attainment of this objective. Central to the realization of this objective is the establishment pf a stronger culture of entrepreneurship and entrepreneurial mind-sets of Europeans right across all income and age spectrums. Entrepreneurship education is key to realizing this objective. There is across the EU a broad consensus on the aims of entrepreneurship education, both in terms of generic capabilities (such as self-confidence, adaptability, risk assessment, creativity) and of a set of more bespoke business skills and knowledge. However, turning discourse into policy requires that entrepreneurship education moves from the periphery of the curriculum to its core at all levels and types of education.

Despite consensus on the required action, implementation has been very uneven across the EU. Only a small number of countries have coherent and consistent strategies. In general, states have a generic framework for action with many settings ill-defined targets and indicators. The focus tends to be on entrepreneurial competences across the entirestudent population. Approaches tend to be 'bottom-up' with minimal government intervention: the wide range of practice and approaches reflects a lack of consistency towardsthe subject both within and across states.Current practice regarding the process of entrepreneurial education in Europe is characterized by:

the pivotalrole played by teachers in initiating the subject;
the absenceof a systemic approach in the curriculum;
the use of a wide varietyof resources of varying qualityby teachers;
the key role playedby private associations and organizations;
recognition that only businesses can offer real, practical experience;
the importance of regional and local bodiesin providing links between educatorsand business.

The above indicates that much entrepreneurship education tends to be ad hoc and is frequently a reflection of the idiosyncrasies of a particular educational establishment. The removal of such inconsistencies requires teaching methods to reflect experiential learning; that students learn in businesses and that governments facilitate and co-ordinate curriculum changes. The emergent consensus for greater co-ordination and coherence has led to the suggestion for a more prescriptive approach to entrepreneurship education which embeds it throughout all stages of the system with a shift from how to run a business towards developing a more general set of competences. The aim is to achieve a greater consensus among all relevant stakeholders and involve them in establishing learning objectives and outcomes, targets and indicators.

In the light of these changes - and despite the very strong local dimension of entrepreneurship education - there was seen to be a role for supranational bodies in supporting a coherent and coordinated approach. The European Commission's role falls into one or more of the following functions. First, it can act as a catalyst to stimulate and spread best practice, including acting as a de facto monitor of the system. Secondly, it can establish a platform through which educators, businesses and other stakeholders can interact to share experiences as well as facilitate new links and strategies. Thirdly, it can act as an enabler by mobilizing resources through its own and member states' programs to support educational activities within this domain. Fourthly, through the establishment of a EuropeanCentre for Entrepreneurship Education, it can act as a core vehicle to oversee and implement other activities as well as act as anexus for local, regional and national bodies. Finally, the Commission has the opportunity to lead actions through its Directorates, especially the Enterprise and Industry and Education and Culture Directorates which can better co-ordinate actions within the Commission.

Provide your views and opinions on the givencase.

Question 1: IS EU a long term and sustainable governance structure? From a business perspective. Why or why not?

Question 2: Can Entrepreneurship be taught? Especially in Europeand European Union countries?

Question 3: What are the challenges in Europe in implementing Entrepreneurship training?

Question 4: What is the role of EuropeanCommission in fostering Entrepreneurship training?