Abstract:
As small business owners require to fulfill a wide range of management responsibilities, these responsibilities may lead to the identification of perceived learning needs by small business managers (SBMs). The purpose of this study is to identify and understand how SBMs acquire the know necessary to succeed in their businesses.
This study invited 14 participants who attended the small business training course offered by the
Institution for small business medium enterprise development and Chachoengsao Chamber of commerce in June 2003. The participants were the business owners, managers, and the business owners’ sons or daughters. They are divided into 3 categorizes, i.e., wholesale/ retail business, service organizations, and manufacturing firms. The data collected method is in the form of qualitative research by using in-depth interview. Observation, and document review. The trustwothiness of this study was conducted by providing triangulation method and peer review. The theme from this study has transferability to explain the behavior and situation of other
Thai SBMs, especially the people who be in the same field of the participants.
In this investigation, it can be concluded that the knowledge, skills and competencies needs for
SBMs are personal relationship and communication skills, management skills and technological and production management skills. The personal relationship skills are the set of skills related
To the relationship of SBMs and other people. It included the ability to recruit. Retain, motivate, assess, train, communicate and develop their subordinates, clients and suppliers. The management skills related to the planning, organizing, directing and controlling business competencies. The technological and production management skills indicate the knowledge that related to technological innovation and production improvement.
The SBMs participate in continuous education because of both internal and external forces. The internal forces are the forces that emerge from the SBMs themselves and organization itself to improve their management, while the external forces are driven by the outside factors, such as the franchiser, the competitors, government regulation, and the business environmental changes.