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Some evidence of a relationship between training provision and the extent of skills shortages is provided by presenting the results of a survey of small firms operating across a range of manufacturing and service industries within the Portsmouth area of south Hampshire. By empirically distinguishing between different types of training providers and measuring the severity of skills shortages between companies, it is shown that those organisations which lay emphasis on the development of human resources are less adversely affected by skills shortages than those organisations which, in contrast, lay emphasis on the exploitation of human resources.

In a study of companies operating in the mechanical, technical and electronic engineering sector within the Portsmouth, Fareham and Gosport travel‐to‐work areas in South Hampshire the authors found that high training companies with an emphasis on the development of human resources were far less affected by skill shortages than low training companies which traditionally have emphasised the exploitation of human resources. Organisations which fail to offer any development possibilities may gradually lose their ability to retain and attract labour into the enterprise so that they effectively become side‐lined within the labour market. Organisations are urged to adopt a managerial vision which stresses company responsibility for training and development policies within a regenerative and community‐based framework for the enterprise.

Multivariate logistic regression analysis was used to detect the combination of factors associated with the provision of job‐related training provided by employers located throughout the United Kingdom. The efficacy of broad brush policy initiatives to encourage the provision of training in all very small firms is questioned. A case for targeting training provision assistance is presented.

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.

THE VALUE OF ABSTRACTS AND THEIR USE ‐ MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to regenerate and develop itself in accordance with current trends, most notably those in customer and market requirements.

This research explores the learning process of entrepreneurs in relation to the parallel processes of personal and business development. Building on theories of individual learning and of the business life‐cycle, this paper discusses the impact of critical incidents from an individual perspective and, in particular, their role within entrepreneurial learning. A phenomenological case study approach was employed, with the sample consisting of six small business owners. The interviews concentrated on the developmental history of the business, focusing on critical incidents as they arose in the general conversation. The findings emphasise the complexity of the concept of “critical incident” and demonstrate that entrepreneurs often face prolonged and traumatic critical periodsor episodes, illustrating the emotionally‐laden nature of these events. Furthermore, the critical incidents described here resulted in fundamental, higher‐level learning, and highlight the need for mentoring support programmes designed to help entrepreneurs to interpret critical incidents as learning experiences, in order to increase the power of the learning outcomes. The authors conclude by stressing the need for further theory development that conceptualises the complex and dynamic interactivity between the individual and the business.

In 1995 the Universities of Plymouth and Exeter (with backing from the local Training Enterprise Council) took the decision to collaborate on an extensive piece of market research, designed to bring them closer to their local business community. Reviews the findings of that study which relate to businesses’ perceptions of the two institutions. Concludes that university services are perceived as being of the highest quality, but there is little awareness of the full range of services currently on offer. There is also evidence that both institutions need to improve their marketing activities, both in terms of providing an appropriate range of services and by ensuring that these are adequately promoted to the target market.

This article proposes the development of a conceptual model to help understand the nature of management learning in the micro business context and to inform research and policy discourse.

The model is developed on the basis of a literature search and review of academic and grey literature.

The model highlights the unique nature of the micro business learning environment. Meeting the diverse interests of micro business managers is a major challenge for agencies seeking to promote and deliver management and leadership skills. An intervention approach founded upon the relationship between the micro business manager and the intervention agency is crucial to the successful design and delivery of relevant services.

The research identified a lack of literature associated with learning in the micro business context. The model should therefore be considered as partial, to be tested in practice and subject to revision as new understanding unfolds.

The conceptual model suggests that the foundation of successful intervention should be the interests of the managers themselves. Closer relationships between a flexible supply‐side and the micro business manager provide the foundation to improve the relevance of these interventions in the micro business context and to encourage access to learning opportunities amongst the employed workforce.

The research subject and the development of a unique conceptual model may be of use to researchers, practitioners, and policy makers.

Presents an examination of human resource development (HRD) in the Irish hotel industry and focuses primarily on the case of the small firm as part of a larger study examining best practice HRD within the Irish hotel sector. HR utilisation has clearly become a critical feature for those firms where HRs are potential assets in the search for competitive advantage; this is particularly pertinent for the hotel industry. Almost every hotel firm claims to be people‐oriented and to believe in HRD. In practice, however, a much smaller number follow through on these claims. All in all, it is clear that many employers in the hotel industry still have to be convinced of the benefits to be derived from HRD. Current research suggests that small hotel firms tend to favour informal training methods and usually value training which is specific to the job in question. In addition, HRD activity is almost exclusively directed at the solution of immediate work problems rather than the long‐term development of people. Where a more strategic HRD approach is adopted, the most significant driving force is the importance placed on training and learning by owner‐managers. Their positive attitude and belief in staff development is a key feature. Concludes that until the connection between sound HR practices and organisational success is firmly rooted in the mindset of the hotel industry, HRD will not gain the status it deserves.

In today’s highly competitive business scenario, advertising symbolizes one of the key marketing activities. The purpose of this paper is to understand the relationship between advertisement effectiveness and consumer buying behavior for major automobile companies of central India.

A judicious mix of qualitative (focus group and Delphi technique) and quantitative (structured questionnaire survey) research methods was used for the present study.

Study found that for automobile sector, effective advertisements have a positive impact on consumer buying behavior. It suggests that customer’s attitude can be shaped favorably through effective advertising. Automobile companies must arrange special training sessions and learning programs for their sales force to ensure supportive customer purchasing behavior.

The scope of the present study is limited to major automobile companies of central India only. Although, the findings can be interpreted and generalized in a global business scenario.

The research work is first of its kind that attempts to study the impact of effective advertising on consumer buying behavior in Indian automobile context. The findings and recommendations can be used for strategic planning of training sessions and workshops for different stakeholders in automobile industry.