Owner-managers of young micro-enterprises spend more time on managerial tasks than entrepreneurial activities; however, when asked do they consider themselves to be managers or entrepreneurs, they consider themselves to be entrepreneurs (O’Gorman and O’Kane, 2003). This internal conflict of interest may be expressed in ways leading to unsuccessful relationships with bankers, resource suppliers, customers, suppliers, own staff, and enterprise support agents.

This research establishes if the entrepreneurial manager and professional manager (Timmons and Spinelli, 2003) coexist in the one person at the same time - the entremanger. Timmons and Spinelli (2003) talked about the entrepreneurial and administrative domains. However, they concluded that “a good entrepreneur is usually not a good manager, since he or she lacks the necessary management skills and experience” (p.273). Allen (1999) said “entrepreneurs and managers are two different breeds, and rarely does one person possess the distinct skills each role requires” (p.233). But in order to sustain their enterprises, in the early stages of development and growth, entrepreneurs have to manage their businesses if they are to survive.