Module 1
In module 1 my theme began with a heavy Small/Medium-sized Enterprise (SME) bias. This was a continuation from my MA (Management Studies) in which my research looked at the nature of what made some SME managers more successful than others. In particular, I wanted to address themes of factors within a persons profile that might predispose or point to a predisposition of successful business behaviour.
Of course, at this time, my thinking didn’t reflect the depth of analysis that perhaps I should have considered, but as with all things…we live and learn.
So, the initial assignment was to give a presentation analysing a policy document and then report on the presentation. The policy document I chose was “Skills: Getting on in business” March (2005) White Paper. The presentation, with notes, can be found Mod1_Presentationhere. I even managed to slip in a slide that touched on Complexity Theory which is a personal interest – I am sure it is completely relevant, but I just can’t see how yet which I am sure is a shocking use of inappropriate method to explain an unjustified position, but hey…
Lewin’s interpretation of Kauffman’s Simple Systems Theory (1993)
Kauffman, S (1993), The origins of order, Oxford: Oxford University Press
Lewin, R (1993), Complexity – Life on the edge of chaos, London: Phoenix / Orion Books Ltd
Probably the most profound learning point of this exercise can be summed up in a statement I made in reflection of my MA:
“..individual success factors are important at different times, so identifying them as tools in the SME bag becomes redundant. Of more importance, is the ability to utilise the factors…appropriately and at the right time.”
The point I was trying to make here is that individual skills can be taught and honed over time – the important part is to learn when they are useful. This, I believe can be helped by an educational focus that rewards entrepreneurial thinking.
My paper for this module, available here, was titled “A critical examination of management education and the small enterprise” and mapped the beginnings of my interest in the cognition of learning in SME managers. Using a rudimentary terminology of “Conceptual Level Education”, I sought to define the issue as I saw it then, regarding the differences I felt I had observed between SME managers and managers within larger organisations. I also wanted to make the point that I felt strongly that management education very often missed those who might benefit most from it.