Management development is currently about many things - making sure that the
candidate has right sort of up-to-date specialized knowledge, functional know-how, skills
training, management knowledge and job experience - but the one experience that
distinguishes it from other field of learning is that, it seeks the opportunity to prove
growth both to the enterprise and for all its staff. As a result, large organizations have
strived over the last decade to promote additional entrepreneurial activity and to capture
more opportunities than their normal product development systems seem to permit This
has provided entrepreneurship experts with plenty of food for though. However, the
evidence is strong that nothing leads to failure like success. During the 1980s the idea of
developing and supporting entrepreneurs with the main organization ('entrepreneurship')
became more rapid. The paper suggests that, there should be an open door to the efforts
of individual and teams working on innovations that spun off from the company's main
product portfolio. In the end, capturing these opportunities led to additional growth and
renewal of the organization/enterprise. The paper recommend that the organization
should develop technique that uses leaderless discussion groups to develop awareness
and sensitivity to oneself and others (sometime T-group training and laboratory training).
Sensitivity training is not widely used today as an organization/enterprise development
technique. Successful entrepreneurial organizations have come to realize that there is a
central role for the very type of entrepreneurial activity that was present at the early
formation of their business. The enterprises themselves must deliver by becoming
entrepreneurial corporations
