Management development has traditionally been perceived as being the domain of large rather than micro‐enterprises, with developmental issues normally being addressed by means of educational interventions.However, the challenges and obstacles for growth facing these micro‐enterprises (businesses employing ten people or fewer) differ significantly from those of a larger organisation. Reports on the current provision for management development as it relates to micro‐enterprises, and the perception of owners/managers in Ireland of the role of management development in the running of their companies. The objective of the research was to establish the nature and content of training and development interventions required by the owners/managers of micro‐enterprises. Preliminary research and findings indicated the need for a new approach towards the design of management development programmes for micro‐entrepreneurs. Taking into account the perceptions and preferences of owners/managers it is clear that a new approach to the design and delivery of management development programmes for micro‐entrepreneurs is needed. This new approach has implications for trainers as it includes changes not only in the content but also in the timing, location and delivery mechanism of programmes. The research results suggest a model for the formulation ofamanagement development training strategy for owners/managers of micro‐enterprises. Outlines design specifications for a management development programme for owners/managers, based on the model developed from the research findings.
O’Dwyer, M. and Ryan, E. (2000), "Management development issues for owners/managers of micro‐enterprises", Journal of European Industrial Training, Vol. 24 No. 6, pp. 345-353. https://doi.org/10.1108/03090590010373334
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