Experience in the development of large-scale aquaculture ventures since the 1970s has given rise to the view that the key to success is not just adequate technology, but also efficient farm management. According to Huguenin and Colt (1986) the ability to organize and implement an aquaculture technology, which is a complex combination of technical, economic, marketing, social and political elements towards some specific goals, is a managerial process. There is a general belief that the importance of management relates only to large-scale enterprises and not to small-scale aquaculture. Webber and Riodan (1979) pointed out that ‘new problem areas are engendered and many of the old problems becomes more critically significant’ as small-scale fish farms, owned and operated by single-family units primarily for subsistence or at best for a small cash crop, evolve into large-scale agribusiness enterprises incorporated and conducted for economic profit. While, indeed, there will be differences in management problems between these two types of farming, it would seem clear that management plays an important role in small-scale aquaculture as well. This is evidenced by notable differences that can be observed between the performance of small-scale farms in the same area, operated under similar conditions, using the same technology. At least a part of this difference in performance can be ascribed to differences in farm management practices.The ability of the farmer to manage his resources, including the know-how, land, water, labour, capital and time, to the best advantage for achieving his goals will to a large extent determine the performance of his farm. The role of efficient farm management has been well accepted in the allied fields of agriculture and animal husbandry, irrespective of whether they are large-scale or small-scale operations.