The relation between the roles of owner and manager of the micro - enterprises so far in theory and practice has been interpreted with a hint of prenpoderance of the profession (management), which is not primary attributed to enterpreneurship. The main focus of this research was the question: why micro - enterprises do not grow and develop? However the same problem has been detected in 28 other EU countries. Based on the research of attitudes and opinions of the owners of micro-enterprises in Republic of Croatia, we came to a conclusion that entrepreneurial culture is stronger than a professional management, which was confirmed by the fact that the expected profit is the main motivator for start-ups and steping into entrepreneurship. At the same time there is a high level of need for consulting and advicing enterpreneurs, but in practice this is avoided as they believe that delegating is risky for the job. That being said, the expectations of entering into entrepreneurship are high and only minority manages to survive during their first three years of the business. The lack of business planning and marketing planning in beginners brings crisis in enterpreneurship sector, which is attributed to social inefficiency of management of human resources and human potential at the national level.