Training and Development in Small Organisations

This research, conducted by the author when a Senior Researcher at Newcastle University, UK, was funded by a UK governance organisation to help them assess, integrate and improve their understanding of the governed population.

ABSTRACT: Governance organisations have been urged to develop more holistic evidence-based approaches with partners to better deal with issues affecting the governed population. This presupposes an understanding of the population, yet there has been little research work addressing how governance organisations come to understand their governed population, nor how this understanding can be improved upon within such organisations.

This case study examined in-depth how understanding of a governed population was developed within one UK local governance organisation and it explored how such understanding might be developed and improved through more holistic and evidence-based organisational learning within the organisation and its governance partnerships.

The research methodology involved placement within the governance organisation, participant observations on several projects and innovative initiatives, observations within, across, and outside the organisation, and also interviews with varied key stakeholders.

The study examined:

- stakeholder engagement and networks
- current and varied understandings of the population
- mechanisms actually used for developing understandings
- the influence of context on organisational learning

and analysed these to arrive at a recommendations to improve organisational understanding of the governed population.

In the case studied, significant strengths were found: including innovative past learning trials for development, extensive ongoing networking activities, and many varied and accumulating quantitative datasets available across partnerships.

However, entrenched organisational approaches and practices constrained the development of holistic evidence-based understanding, for instance: the absence of systematic maintained collective learning processes; weak recording and forgetting of understandings; methodological exclusion of stakeholders from the development of understanding; the relative neglect of qualitative data, explanations, investigations, interpretations, and reflexivity; and also implicit organisational acceptance of such limitations and low aspirations.

Nonetheless, untapped opportunities existed to enable change including: latent practitioner knowledge and innovative management champions, the desire for improvement and raised aspirations within learning networks, and the development potential of alterative learning approaches.

It was concluded that more holistic evidence-based understanding was possible, but required new learning approaches beyond those then in use in both local government or academia.   

Recommendations are made to utilise and develop improved organisational learning approaches trialed and reported in the case study.

It is argued that the case study findings, conclusions, and recommendations may be applicable to other similar local governance organisations and partnerships that seek to better understand local populations, services and interventions.

The work was also submitted for, and awarded, an MPhil (at Newcastle University, supervised by Prof. Patsy Healy)

CHAPTER ONE 1.1. Background of Study Today every organization's top priority is to manage the human resources. The level of the productivity and the efficiency of employees should be increased to take maximum output (Gamage & Imbulana, 2013). The survival of any organization in the competitive society lies in its ability to train its human resource to be creative, innovative, inventive who will

Since the 1980s there has been an ongoing debate about the rhetoric and the reality of employee autonomy and empowerment. While research about work autonomy has generally been conducted in large-scale organizations, some research about small medium enterprises (SMEs) has found higher levels of work autonomy in these enterprises (Levi & Powell, 2000), where ‘knowledge workers are highly involved in decision-making and product discussion’ (Kinni, 1995). On the other hand, theoretical and empirical studies identified ‘locus of control’ as one of the important traits of entrepreneurs, owners of SMEs (Burn, 2011). Thereby it was plausible to assume that given the ‘locus of control’ trait of owners, work autonomy levels of SME employees are likely to be low.

The purposes of this study are to (1) gauge the overall level of work autonomy given to employees (full-and part-time) working in SMEs, (2) assess SME employees’ perceptions of their work autonomy in correlation with their levels of education and work experience (3) measure SME employees’ attitudes towards the level of autonomy given to them in correlation with their levels of education and work experience. A quantitative research was administered on 50 SME employees to measure their perceptions of and attitudes towards their work autonomy. Work autonomy scale, developed by James Breaugh, was used in this study to measure work autonomy levels in SMEs. This scale was proven to be a valid and reliable measurement scale. Findings indicated that SME employees perceive themselves as self-directed employees and are given enough work autonomy by their supervisors/leaders. Full-time employees were found to have more work autonomy levels than part-time employees. Although SME employees perceive work autonomy as an important work aspect, however, there was no statistical significant mean score differences between perceptions of their work autonomy in correlation with their’ levels of education and work experience. In conclusion, SME employees are found to be satisfied with the level of work autonomy given to them.  Statistically significant correlations were observed between employees’ attitudes towards the level of work autonomy in correlation with their levels of education and work experience.

We are currently experiencing a surge in the global pandemic with more disruptive periods in many businesses worldwide.
Unfortunately, many businesses fail because management does not have the necessary strategies or solutions that guarantee business problems. Many business aspirants do not know how to start their businesses and what strategies can help propel the small business to derive success.
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This study explores the reputation management activities of small businesses in the service industry (hotels, business services agencies, consulting companies, and private education), and examines how firms create identity and build reputation in order to survive in the competitive market. A semi-structured questionnaire was administered to 32 managers in small enterprises in Europe. Thematic analysis of the interview transcripts revealed seven themes related to identity creation and reputation building: lack of communication, transparency, lack of internal resources (i.e., manpower), training, consistency, credibility, and commitment. This multiple case study offers a comprehensive picture of managerial perceptions of the creation of identity and building of reputation in small organisations. The results of this research will help public relations scholars, practitioners, and educators to reflect on their own roles in organisational decision making. Implications for public relation...

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70-20-10-Good Research, Bad Application Overview 70-20-10 has recently become a central dogma to much of what happens in learning and development. The recent Brandon Hall Study (Brandon Hall Group's 2015 70-20-10 Learning Framework Survey) of over 240 companies indicated that 61% of companies were actively implementing the 70-20-10 framework, and another 18% were planning an implementation in the next 12 months. That is a near 80% adoption, for these 240 companies.

Social networking sites, such as Facebook, Twitter, LinkedIn or Google+, allow organisations to create profiles and become active members, small organisations have started incorporating these strategies into their public relations strategy. For large organisations have used these sites to engage more with their consumers and strengthen their existing brands; however, little is known about how small organisations are taking advantage of the social networking popularity. This qualitative study examines 55 small organisations in Cyprus and Greece on how they use these social networking sites to advance their organisation's PR and marketing programs and increase engagement with their customers. The results highlight the importance of social networking as a platform to engage and connect with their consumers and their consideration as a social media management tool. Careful planning and research will greatly benefit small organisations as they attempt to develop social networking relationships and increase engagement with their customers.

Social networking sites, such as Facebook, Twitter, LinkedIn or Google+, allow organisations to create profiles and become active members, small organisations have started incorporating these strategies into their public relations strategy. For large organisations have used these sites to engage more with their consumers and strengthen their existing brands; however, little is known about how small organisations are taking advantage of the social networking popularity. This qualitative study examines 55 small organisations in Cyprus and Greece on how they use these social networking sites to advance their organisation's PR and marketing programs and increase engagement with their customers. The results highlight the importance of social networking as a platform to engage and connect with their consumers and their consideration as a social media management tool. Careful planning and research will greatly benefit small organisations as they attempt to develop social networking relationships and increase engagement with their customers.

Purpose – The purpose of this research is to investigate the needs and preferences for training among growth-oriented women-owned SMEs in the East of England. Design/methodology/approach – Quantitative data were collected through 108 on-line questionnaires, and the means analysed using SPSS. Qualitative data collected in response to open-ended questions were inductively analysed and interpreted. Findings – Only one fourth of respondents received growth-oriented training in the previous two years, with an average duration of 3-5 days per year. Programmes most in demand concerned innovation and opportunity recognition, business evaluation and growth considerations, developing strategic customers and customers care, customer relationship management, as well as selling, networking and negotiation skills. High demand for these programmes corresponds to others results identifying contributory factors to higher enterprise performance and growth: product/service quality, new product/service...

This study aims to identify the problems of the wooden boats and the furniture used in these boats in BartınKurucaşile district center and to develop solutions. These enterprises use local chestnut woods obtained from the forests of the Black Sea Region. It is noteworthy that the number of enterprises that have been producing boats with their unique characteristics with traditional methods for many years in the district has decreased in recent years. A study demonstrating the change in recent years was supported by the Kurucaşile District Governorship
and Development Agency in 2013. In this study, in order to reveal the current situation of wooden yacht / boat and
furniture manufacturers with Kurucaş and the changes between 2012-2020, face-to-face interview method was
used with the business owners. As a result, the current status of the manufacturers who continue their existence in the district were determined and solution suggestions for the problems were discussed and solution suggestions for the development of these enterprises were included.

The article presents innovative phenomena of life-long learning, adult and continuous education, and related conceptual paradoxes. Many of educational practices are not recognized as objects of educational theory, and may be regarded as ‘Unidentified Educational Objects’. The paradoxes are analyzed as challenges posting new questions for Didactics as theory of education. The author suggests a new concept of Innovative Education as a process of learning experience 'on the run', generating and translating experience which is not only subjectively, but rather objectively new. Innovative Education is seen as a tool for dealing with crisis situations, including personal, career, performance, and organisational crisis.  In its social aspect Innovative Education is seen as a positive way to design non-violent social change, passing through 'breaks in continuity' of current social development.

This paper, first written in 1996, should be an historical document. However, in 2012 it is a precise and current description of Technical and Further Education in Australia. The present state government of Victoria, Australia, for example, is currently de-funding TAFEs and aborting their mission, even as Australia is “forced” to import unprecedented numbers of skilled workers from overseas. The paper examines what is obviously a cyclical problem with technical education in many countries – its relatively low status leading to periodic cuts in funding, difficulty in attracting talented career staff, and the cyclical destruction of accumulated skills through casualisation.  This  document has been published by the Senate of the Australian Parliament as part of a report on the status of teachers.