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close this bookTraining Entrepreneurs for Small Business Creation: Lessons from Experience (ILO, 1988, 154 p.)
View the document(introduction...)
View the documentManagement Development Series
View the documentPreface
View the document1. Introduction
close this folder2. Factors influencing programme design
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close this folder2.1 Nature of the market
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View the document2.1.1 Subsistence and low-income economies
View the document2.1.2 Cash economies
View the document2.1.3 Modern market economies
close this folder2.2 Objectives
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View the document2.2.1 Economic or social objectives
View the document2.2.2 Self-employment, small business, growth business
View the document2.2.3 Target groups
View the document2.2.4 Target sectors
close this folder2.3 Development infrastructure
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View the document2.3.1 Credit and venture capital
View the document2.3.2 Sites and facilities
View the document2.3.3 Technology evaluation and transfer
View the document2.3.4 Membership organisations
View the document2.3.5 Training and development organisations
View the document2.3.6 Consulting and advisory services and follow-up
close this folder3. Organisation and administration
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View the document3.1 Institution
View the document3.2 Staffing
View the document3.3 Financing
View the document3.4 Evaluation
close this folder4. Components of training programmes
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View the document4.1 Identification, recruitment and selection of trainees
View the document4.2 Business opportunity guidance
View the document4.3 Motivation and behaviour training
View the document4.4 Technical training
View the document4.5 Management training
View the document4.6 Project preparation
View the document4.7 Training methodology
View the document5. Some observations
View the document6. Xavier Institute of Social Services, Ranchi, India
View the document7. Madhya Pradesh Consultancy Organisation Ltd., India
View the document8. Directorate of Industrial Training, Uganda
View the document9. Calcutta “Y” Self-Employment Centre
View the document10. Bangladesh Management Development Centre
View the document11. Entrepreneurship Development Institute of India
View the document12. Hawaii Entrepreneurship Training and Development Institute
View the document13. The Entrepreneurship Institute, Columbus, Ohio
View the document14. Manpower Services Commission: New Enterprise Programme, United Kingdom
View the document15. Bibliography
View the documentOther ILO publications
View the documentBack Cover


With such a variety of associated activities required for a co-ordinated programme for entrepreneur development and business creation, it would be difficult indeed to imagine that a single organisational format would be prescribed. If the infrastructure organisations already exist, a small group of experts to design the programme and co-ordinate the efforts of the other participants may be all that is necessary. Such a group may be constituted as part of one of the existing organisations, such as a development bank or management training institution, or be set up as a separate body. It may be simply a training body but it may also have to incorporate other functions if gaps exist in the infrastructure.