ELATE: E-Learning and Teacher Education

TEACHER’S GUIDE

Subject: Entrepreneurship Education

Unit: 3

Class: S.3

Topic: Managing a Small Business Enterprise

Sub-topics:

1. Meaning of management

2. The role of management

3. Functions of management

4. Importance of management.

5. Responsibilities of management.

6. Tasks of management.

Introduction

In Unit 2, we looked at businesses in Uganda and learnt that there are different types

of businesses. This unit focuses on managing a small business enterprise. In order to

understand how a small business enterprise can be managed effectively, we shall look

at the meaning, role, importance, and the functions of management. The unit will

conclude with a discussion of the tasks and responsibilities of management.

Main Content and Concepts to Emphasize

Meaning of management

Roles of an entrepreneur in the management of a small business enterprise

Importance of management in a small business enterprise

Functions of management in a small business enterprise

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The responsibilities of management

Management tasks

By the end of this topic, students should be able to:

(a) Define management.

(b) Explain the roles of an entrepreneur in the management of a small enterprise.

(c) Discuss the importance of management in a small business enterprise.

(d) Describe the functions of management in a small business enterprise.

(e) Examine the responsibilities of management in a small business enterprise.

(f) Outline the tasks of management in a small business enterprise.

Teaching/Learning Materials, Activities and Guidance

Markers

Flip charts

1. Meaning of management

Management is the art of getting things done through people and the proper utilisation

of resources like capital, raw materials and time, which enables the enterprise to

achieve its goals and objectives. Management is a problem solving process of

effectively achieving organizational objectives through the efficient use of scarce

resources in a changing environment. In a small business enterprise, the entrepreneur

acts as the top manager while the few employees and family members serve as lower

managers.

Who are the managers?

A manager’s job is highly crucial to the success of any organization. The more

complex the organisation is, the more crucial is the manager’s role. It is the manager’s

job to achieve the organizational objectives through the proper utilization of its human

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and material resources. However, since the material resources of equipment, capital,

facilities, information, etc., can only be used by humans, the human resources are the

most valuable assets of any organization. Accordingly, a manager must be highly

skilled in the art of optimally utilizing the human resources. Some of the essential

skills are:

(1) Technical skills

These involve the knowledge, methods and techniques and the ability to use these

techniques in performing a job effectively.

(2) Human skills

Human skill is the ability to work with other people amicably. It involves patience,

trust and genuine involvement in interpersonal relationships.

(3) Analytical skills

Effective and right decision making is the most important function of management. A

successful manager must possess the analytical skill, involving the ability to logically,

objectively, and scientifically analyse the problems and opportunities and use

scientific approaches to arrive at feasible and optimal solutions.

(4) Conceptual skills

The conceptual skill is the ability to view the organisation as a whole, and as a system

comprised of various parts and sub-systems, integrated into a single unit.

Characteristics of a good manager

Not all managers are successful. Those managers who are successful have certain

characteristics which create a climate for success for themselves and their

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subordinates. Some of the more important personality traits of a successful manager

are:

(a) Knowledge

To have the knowledge about competitive markets, about technological advancements

and about social changes is very important for taking action.

(b) Decisiveness

Decision making involves more than simply choosing the best alternative. A good

manager should possess conceptual logical ability, intuitive and courageous

judgement and ability to analyse the problem by breaking it into parts and identifying

the nature and effect of each part.

(c) Ability to handle conflict

A good manager is calm, able to listen, is positively responsive to criticism and is able

to handle conflicts and differences in a constructive manner. In order to handle

conflicts well, a manager must be confident, self-assertive, fair and dominant.

(d) Emotional stability

Emotional stability is the major ingredient for effective leadership and an effective

manager is always an effective leader. Emotional instability often leads to wrong and

impulsive decisions with dire consequences.

Student Activity 1

1. Define management.

2. What are the various skills that an effective manager must possess? Are all these

skills equally important?

3. Are the characteristics of a good manager in-born traits or can these be acquired by

environmental influences?

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2. Roles of an entrepreneur in the management of a small business enterprise

An entrepreneur plays a number of roles in a small enterprise. Among these are:

(a) Decision making

Decision making is the process of choosing the best alternative from among different

alternatives to maximize the achievement of business goals and objectives. The

decision-making role can be seen in resolving conflicts, resource allocation and in

negotiations. The entrepreneur makes decisions concerning:

Identifying markets and business opportunities

Making available the necessary resources, such as capital, labour, raw

materials, etc., for the identified business opportunities

Translating the business idea into a real business that produces goods and

services

Searching for new ideas and innovations to meet changing customer needs,

tastes and preferences

Conducting regular meetings with business employees, staff involved in

research and development, etc

Solving conflicts among employees, other business competitors

Allocation of resources such as money, time, equipment, etc

Negotiating business contracts with suppliers, customers, etc

(b) Information processing

Under information processing, an entrepreneur acts as a monitor as well as an

information disseminator.

In his/her role as a monitor, the entrepreneur regularly scans the internal and

external environment which affects the business. He/she collects information

on changes in customer’s needs, tastes and preferences. This information can

be collected from newspapers, magazines, and other media.

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In his/her role as a disseminator of information, an entrepreneur finds possible

solutions to the changes in the internal and external environment and

disseminates the changes in company policies to employees. This information

is disseminated through memoranda, telephone calls, electronic mail, etc.

(c) Interpersonal relationships

An entrepreneur can maintain good interpersonal relationships by playing a leadership

role, network officer and figure head.

As a leader, an entrepreneur must lead by example. He/she should guide other

employees, treat them with respect and be dedicated to the business. This will

motivate the employees to perform their duties.

As a network officer, an entrepreneur should have contacts outside of the

business. This helps in assessing changes in the business environment, social

changes and changes in government policy.

As a figure head, an entrepreneur receives company visitors; signs legal

documents, gives public speeches, and attends workshops and conferences, etc

on behalf of the enterprise. Within the enterprise, an entrepreneur plays the

figure head role by attending employees’ functions such as weddings, funerals,

etc. This helps to build rapport and shows a good image to the outside world.

Student Activity 2

1. What are the different roles that an entrepreneur is expected to play?

2. Describe in detail the manager as a decision maker.

3. How do manager’s different work roles affect his/her ability to perform as an

effective manager?

3. Importance of management in a small business enterprise

Management is important to different stakeholders such as owners of the business or

the shareholders, employees, customers, government and the community.

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(a) Shareholders

The shareholders are the owners of the business who invest capital in the business.

The main purpose of investing capital in the business is to generate profits.

Management therefore plays an important role of investing the shareholder’s

resources (capital) into projects that can yield satisfactory rate of return and produce

quality products and services that can meet customer’s needs.

(b) Employees

The importance of management to employees can be seen in:

Assigning employees the right jobs as per their knowledge, experience,

attitudes and interest

Communicating to employees the business policies, procedures and

objectives and the strategies to be used to achieve the objectives

Ensuring that the working conditions of employees are conducive

Provision of social activities and additional benefits to boost the

employees’ morale and dedication

Involvement of employees to participate in business affairs like how to

improve on business performance, etc

Provision of fringe benefits in addition to salary, medical insurance, sick

leave, etc

(c) Consumers

Management tries to ensure that a customer is their business lord and is always right.

Management thus produces quality products and services at fair prices with

guaranteed satisfaction to meet the interests/needs of their customers.

(d) Government

Management ensures that its business operates within the legal system abiding by all

the laws and regulations of the state. This is important to the government in that;

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There is payment of taxes and on time

Environmental laws are respected

Provision of employment by hiring/employing people on merit

(e) Community interests

Management is important to the community in the following ways:

Providing jobs for the people within the community

Raising funds for public activities like hospitals, roads

Provision of products and services needed by the community

(f) Inter-business relations

Management helps to maintain the inter-business relations through fair trade practices

like fair prices, good quality products, and fast mode of delivery and quality services.

This is because businesses are interdependent on each other in terms of products

produced by them.

Student Activity 3

1. Discuss the importance of management to the following stakeholders:

(a) Shareholders

(b) Employees

(c) Consumers

(d) Government

(e) Community

4. Functions of management in a small business enterprise

Management carries out a number of functions in a small business enterprise. These

functions include planning, organising, staffing, leading, controlling, communication,

motivation, and budgeting.

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(a) Planning

Planning involves the establishment of business goals and objectives, and determining

the ways in which they will be achieved. In planning, an entrepreneur is envisaged to:

Set business goals and objectives

Determine different courses of action to achieve the business goals and

objectives

Select the best option

Formulate business strategies to translate the chosen option into action

Planning aims at reducing future uncertainty. Planning answers questions like: what

should be done? When will it be done? Where will it be done from? Who will do it?

How will it be done?

(b) Organising

This refers to identifying the activities to be done, categorising them into

sections/departments and assigning the activities to particular people to carry them

out. In order to organise efficiently, an entrepreneur should:

Identify the tasks to be performed and group them into departments, for

example, sales and distribution under the marketing department

Assign tasks/activities to individuals and define their responsibility and

authority, for example, a sales manager can be assigned marketing tasks

Delegate the authority to the chosen employees, for example, heads of

departments, managers, etc

Co-ordinate the activities to ensure that they are done as scheduled

(c) Staffing

This involves the process of recruiting, training, developing, compensating and

evaluating employees. It also involves maintaining employees with incentives like

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good salaries, housing and medical facilities or allowances, etc. This is likely to result

in commitment to work on part of the employees.

(d) Leading

This involves motivating and guiding the employees about business procedures and

methods. There should be open communication such that employees receive

information and also give feedback. An entrepreneur should lead by example and

employees should be motivated either verbally or through other rewards like money,

promotion, recognition, etc.

(e) Controlling

Controlling in a small business enterprise is concerned with monitoring purchases and

sales, money received and paid out, stock and other business property. It consists of

those activities which are undertaken to ensure that the activities done are not

different from the pre-planned ones. An entrepreneur should look at the original set

goals, and find out whether or not they have been achieved as planned.

(f) Communication

This is the process of receiving and sending messages. It is the process of passing

information from one individual to another. An entrepreneur should transmit and

share messages, ideas, facts and information with his/her suppliers, employees,

customers, etc.

(g) Motivation

This is the process of encouraging employees to do their best towards the desired

goals of the business. Employers should aim at getting their employees to willingly

pursue company objectives. Motivation can be through fair payments/salaries,

allowances, promotion, fringe benefits like free housing, medical care, etc.

(h) Budgeting

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A budget is a quantitative statement, for a defined period of time, which may include

planned revenues, expenses, assets, liabilities and cash flows. It is a financial plan

outlining how funds will be spent in a given period of time and how these funds will

be obtained. The process of preparing a budget is known as budgeting.

Types of budgets

1. Master budgets

This is a comprehensive summary budget, incorporating all the functional and

operational budgets, generally including sales, production, material and labour costs,

any overhead costs, profit, etc.

2. Materials and utilities budget

This budget also known as operations budget includes budgeting for raw materials

required for production, spare parts for maintenance, labour time, machine time,

energy consumption, etc. Labour time and machine time is the output per unit of time.

3. Control of liquidity

This involves cash flow and is very important in controlling and meeting current

financial obligations. This budget forecasts cash receipts and outlays in a set time

basis and is necessary to control the income and expenses, so that there is no shortage

of cash to pay bills, and also no excessive unused cash which may be unproductive.

4. Revenue and expenses budgets

The revenue budgets should show anticipated sales by product or by geographical

area or department, etc. The expense budgets should cover all necessary and relevant

areas such as rent, utilities, supplies, security, etc.

5. Capital expenditure budgets

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These budgets plan for long term investments and include expenditures for new plant

and equipment, major installations, replacement of existing equipment, building, etc.

6. Sales budget

The sales budget is the direct outcome of sales forecast and is based on the

consideration of the following factors: demand and supply, competition, past sale

trends, future prediction of sales, seasonal changes that affect sales, etc. The sales

forecasting is based on such factors as population trends, consumer’s purchasing

power, disposable income, price trends of the products, inflation rate and the general

business economy, etc.

7. Production budget

The production budget contains manufacturing program for future operations and is

based upon the sales forecasts and sales budgets. It aims at obtaining maximum

utilization of manufacturing methods and facilities.

8. Balance sheet

It is a composite budget and reflects anticipated assets, liabilities and owner’s equity

or net worth at the end of a given period in the future. It provides a forecast of the

anticipated financial status of the company at a future date.

9. Flexible budget

Flexible or variable budget reflects and combats the changes in expenditure as a result

of changes in volume of production and revenues. These expenditures are primarily

variable costs since the fixed costs are not generally affected by changes in revenues.

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Benefits of budgeting

Budgets are produced in all organizations, whether they are small, large, private or

public sector. They are important and are produced for the following reasons:

To compel planning – by having a formal budgeting procedure, managers are

forced to consider business objectives and ways in which those objectives can

be achieved

To co-ordinate the activities of the various parts of the business and to ensure

that the parts are working together

To communicate plans to the various responsibility managers within the

enterprise

To motivate managers to work towards the business objectives

To control activities – the budget provides a yardstick against which the

performance of the business can be compared

To evaluate the performance of the managers

The budgeting process helps management learn from past experience.

Management can critically look at the success or failure of the past budgets

and isolate errors and analyse their causes and establish steps to avoid

repetition of the same errors

Budgets help in the just measurement of performance. Due to quantification of

budgets, the measurement is more objective, thus eliminating biases that might

be introduced due to subjective evaluations

The budgeting process induces the management to shift attention to the future

operations. It forces managers to anticipate and forecast the trends and

changes in the external environment

Limitations of budgeting

Some of the problems associated with budgeting are:

Budgets are often too rigid and restrictive and supervisors are given little free

hand in managing their resources. The budgets may either be changed too

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often or not at all, making it difficult for employees to meet performance

levels

Budgets are used to evaluate the performance and results, but the causes of

failures and successes are not thoroughly investigated

Budgets may be used punitively. The employees may regard budgets simply as

rating tools or as a device for catching their mistakes. This will lower their

morale and dilute their sense of dedication

Budget goals may be conceived as too high. A high production level or sales

level may be resented as un realistic and may create tension and pressures

which could very well result in worker inefficiency and create conflict

between workers and the management

Student Activity 4

1. (a) List seven functions of management in a small business enterprise.

(b) For any four functions chosen, describe the activities managers must perform to

achieve a desired goal.

(c) List two problems managers might encounter in performing any one of the

functions chosen in part (a).

(d) Describe one way in which any one of the problems chosen in part (c) might be

eased or solved.

2. Define budgeting and a budget.

3. List six types of budgets.

4. Why is budgeting important to an entrepreneur?

5. What are some of the problems associated with budgeting?

5. The responsibilities of management

Management is responsible and answerable to many groups. Sometimes the interests

of these groups conflict with each other. Hence, management must conduct its affairs

in a manner so as to be fair and equitable to all parties who have a vested interest and

claim on management. These parties include the government, shareholders, the

community, employees, customers and board of directors. These responsibilities are

discussed in more detail as follows:

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(a) Responsibilities to government

Management responsibilities towards government are to maintain the law of the land,

not to flout trading practices, to pay taxes such as (corporation tax and value added

tax). Managers must operate within guidelines established by the National Bureau of

Standards.

(b) Responsibilities to shareholders

These responsibilities include calling annual general meeting, inviting shareholders to

attend, declaring the dividend and making profits for the company.

(c) Responsibilities to society and the environment

Management should use environmentally friendly practices and every board of

directors should be fully aware of the disastrous consequences of environmentally

damaging actions.

(d) Responsibilities to employees

These responsibilities include the provision of adequate facilities and amenities for

workers, such as a clean working environment, proper toilet, canteen and health

facilities, and the provision of essential work-wear. Managers should also ensure that

workers receive pensions and gratuities on time. Managers’ responsibilities also

include the protection of female employees against sexual harassment and

discrimination.

(e) Responsibilities to customers

Individuals, wholesalers, retailers, other companies, importers and exporters and even

the government may be customers of a business. To all of these managers have many

different responsibilities. Managers must, for instance, ensure that goods coming off

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the production line are of good quality and fit for the purpose for which they are

intended.

(f) Responsibilities to the board of directors

Some mangers may be members of the board of directors and may deal with one

another directly. However, managers have certain specific responsibilities towards

board members and these may include:

maintaining a close working relationship with board members

working towards a common goal or objective

working within a framework of harmony and co-operation for the common

good of the entire business

promoting the aspirations of board members in trying to achieve company

objectives

making frequent reports to the board of directors

preparing research materials, statistics, data and other important information

needed by board members for use in preparing results for presentation at an

annual general meeting

Student Activity 5

1. (a) Outline, briefly, five responsibilities of management.

(b) For any three responsibilities chosen give two activities for each to show how

managers operate.

(c) Explain one problem for any one responsibility chosen in part (a) that might

hinder the performance of managers.

(d) Explain the role of workers in the solution of the problem outlined in part (c).

2. What are the management’s responsibilities towards employees? Should the return

on investment be the primary concern of the shareholders?

3. Are the management’s responsibilities towards employees applicable in all

situations or in the democratic style of management system only?

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6. Management tasks

A task refers to activities organised in units for particular purposes. In a small

enterprise, the management tasks include production, marketing, personnel and

financial management.

(a) Production management

Production management is the process of taking a set of inputs and turning them into

outputs. The inputs are the factors of production while the outputs are the goods and

services. Production management is the process of effectively planning and regulating

the operations of that part of an enterprise which is responsible for the transformation

of materials into finished products. Production management deals with planning and

controlling production activities, which include:

acquisition of inputs such as land, capital, raw materials, human resources and

information

Transformation of the inputs into output. Output refers to products that have

been processed from raw materials into finished or semi-finished goods.

(b) Marketing management

Marketing management concentrates on marketing products (outputs) produced by the

production management of the business with an aim of satisfying the customers with a

view of making profit. The aspects of marketing include:

providing the products which customers need

setting prices that customers are willing to pay but are still profitable to the

enterprise

getting products within the reach of the customers

informing and persuading customers to buy the goods/services

selling the products to the customers

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(c) Personnel management

This is also referred to as human resource management. It is that part of management

which deals with the effective control and use of employees to do all the activities

involved in the business. Human resource is the most significant factor which

contributes to the success of a business because it is people who have to acquire

factors of production (inputs), manage them, transform or process raw materials into

finished products, market them and collect and manage the finances. Personnel

management deals with:

manpower planning, which is concerned with assessing the manpower

requirements of an enterprise in terms of both quality and quantity

recruitment, which refers to the process of attracting and identifying suitable

workers for a given job

selection, which is the process an entrepreneur follows to pick out the most

suitable candidate for a particular job

placement, induction, training and termination, which involves assigning a

worker tasks to be done in the enterprise, introducing the new employee to the

enterprise and laying off a worker from the job

human resource development, which is concerned with improving the skills of

employees through further training, study tours, etc

determination of employee remunerations and terms of employment and

standards of working conditions

communication, which deals with putting in place formal and informal

communication channels and procedures for the business

Human resource management is important to the proper functioning of an enterprise

in the following ways:

human resource management enables an entrepreneur to get the right type of

workers with the necessary training and skills

Human resource management helps in staff development and training.

Employees acquire needed skills through various training programmes

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personnel management improves working conditions and provides a good

working environment which motivates employees to work hard

eliminates wastage or improper utilization of resources since it allows

employees to put together their efforts and properly use the materials and

resources to achieve business objectives

personnel management plays a vital role in attainment of business objectives

as it provides motivation and helps to instil commitment in the employees

personnel management helps to promote good relations between employees

and management or between fellow employees

Personnel management promotes good image of the business to the public.

The good will created can enable the business to meet the demands of the

community

personnel management aids in evaluating the performance of employees in all

departments of the business

(d) Financial management

Financial management refers to the routine functions, which are performed within the

enterprise to ensure efficient use of funds. Examples of routine functions of financial

management include:

supervising daily cash receipts and expenditures

banking of surplus cash balance

settling debts of suppliers of goods/services and funds on time

record-keeping

Student Activity 6

1. Examine the various management tasks in a small business enterprise.

2. Define personnel management.

3. What is the importance of personnel management?

4. Ask students to visit any business of their choice and find out how the roles,

functions and tasks of management are being performed.

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5. Ask students to write a report of their findings and include a list of the aspects

which they think are missing and should be done to enable the business to perform

better.

References:

Abiraj, B.M.C. 1998. Higher Level Business and Economics for Caribbean Students.

Hodder Headline Group. pp.258-260.

Broadbent, M. and Cullen, J. (eds). 2003. Managing Financial Resources. Third

Edition. Butterworth-Heinemann. pp.116-117.

Chandan, J.S. 2005. Management Theory and Practice. Vikas Publishing House PVT

Ltd. pp3-23.

Kabatire, S. and Mutyaba, S.V. 2007. Entrepreneurship Skills. Net soft Publishers.

Kampala, Uganda. P.114-126.

National Curriculum Development Centre (NCDC). 2002. Entrepreneurship for

Secondary Schools. Book 3. National Curriculum Development Centre, Kampala,

Uganda. P.1-9.

Tayebwa, K. 2007. Entrepreneurship Education Skills. First Edition. Bagah Printers

and Stationers. Kabale, Uganda. Pp.26-27.

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LESSON PLAN

Date: ………… Class: …………. Period: …………. No. of Students: ……………

Topic: Managing a Small Business Enterprise

Sub-topic: Functions of management in a small business enterprise

Lesson objectives:

By the end of the lesson, students should be able to:

(i) Describe the functions of management in a small business enterprise.

(ii) Explain problems managers might have in performing their functions.

Teaching methods: (i) Guided discovery; (ii) Demonstrations; and (iii) Question and

Answer

Teaching Aids/Materials: Chalkboard; Flip Chart; Markers

References:

Abiraj, B.M.C. 1998. Higher Level Business and Economics for Caribbean Students.

Hodder Headline Group. Pp.250-251.

Chandan, J.S. 2005. Management Theory and Practice. Vikas Publishing House PVT

Ltd. pp3-23.

Kabatire, S. and Mutyaba, S.V. 2007. Entrepreneurship Skills. Netsoft Publishers.

Kampala, Uganda. P.120-122.

21

National Curriculum Development Centre (NCDC). 2002. Entrepreneurship for

Secondary Schools. Book 3. National Curriculum Development Centre, Kampala,

Uganda. P.4-6.

Step Time Content Teacher’s activity Student’s activity

1 10 mins Review of the

importance of

management

Reviews previous

lesson on importance

of management

Students respond to

questions on the

importance of

management

II 10 mins Introduction to the

functions of

management

Introduces and writes

topic on the

blackboard

Students listen and write

topic in their notebooks

III 40 mins Functions of

management in a small

Asks students to form

into groups of three or

Students form into

groups of three or four

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business enterprise

Problems managers are

likely to face while

performing their

functions

four and discuss the

functions of

management

Displays a chart

showing the functions

of management

Asks students to

identify the problems

managers are likely to

face while performing

their functions

and discuss the functions

of management

Students view the chart

showing the functions of

management

Students identify the

problems managers are

likely to face while

performing their

functions

IV 10 mins Exercise Gives exercise and

moves around

Students copy and

answer the exercise in

their note books

V 10 mins Conclusion and

summary

Summarises lesson

and informs students

of what to be covered

in the next lesson

Students listen

Self Evaluation

..........................................................................................................................................

…………………………………………………………………………………………..

Evaluation Exercise

1. (a) Describe any two functions of management that help managers to perform their

duties.

(b) Explain two problems managers might have in performing any one function

mentioned in part (a).

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SCHEME OF WORK

Subject: Entrepreneurship Education Year:………..

No of students ………….. Topic: Managing in a Small Business Enterprise

No of periods……………. Class: S.3

Week No. of

periods

Topic Sub-Topic Aims/objectives Teaching

methods

Teaching

aids

References Comments

1 4 Managing in a

Small Business

Enterprise

Meaning of

management

Skills of a

manager

Characteristics of

a good manager

By the end of the lesson,

learners should be able

to:

-Define the term

management

-Identify the skills of an

effective manager

-Identify the

characteristics of a good

manager

Guided

discovery

Questions and

answers

Discussion

Self test

exercises

Chalkboard

Textbooks

N.C.D.C. 2002.

Entrepreneurship

Education Skills

for Secondary

Schools. Book 3.

Kabatire, S. and

Mutyaba, S.V.

2007.

Entrepreneurship

Skills.

25

2 2 Managing in a

Small Business

Enterprise

Roles of an

entrepreneur in the

management of a

small business

enterprise

By the end of the lesson,

learners should be able

to:

- Explain the roles of an

entrepreneur in the

management of a small

business enterprise

Guided

discovery

Questions and

answers

Discussions

Self test

exercises

Chalkboard

Textbooks

NCDC. 2002.

Entrepreneurship

Education Skills

for Secondary

School. Book 3.

3 4 Managing in a

Small Business

Enterprise

Importance of

management

Functions of

management

By the end of the lesson,

learners should be able

to:

- Discuss the importance

of management to

various groups of people

- Describe the functions

of management in a small

Discussion

Question and

answers

Guided

discovery

Chalkboard

Textbooks

NCDC. 2002.

Entrepreneurship

Education Skills

for Secondary

Schools. Book 3.

26

business enterprise Self test

exercises

4 4 Managing in a

Small Business

Enterprise

Responsibilities of

management

Management tasks

By the end of the lesson,

learners should be able

to:

- Examine the

responsibilities of

management in a small

business enterprise

- Outline the tasks of

management in a small

business enterprise

“ “

NCDC. 2002.

Entrepreneurship

Education Skills

for Secondary

Schools. Book 3.

27