The effectiveness of workshops as managerial learning opportunities

Abstract

Purpose -The purpose of this paper is to examine the effectiveness of workshops as a learning tool for small business owner-managers (SBO-Ms). It aims to concentrate on workshops delivered over 18 months from January 2007 to July 2008 as part of several publicly-funded small business development programmes in two Australian local government areas (LGAs). Design/methodology/approach -Effectiveness is measured in terms of meeting the overarching learning needs and expectations of participants in the context of the programme goals. The paper analyses data gathered from workshop participants either post-workshop, in later focus groups or through a questionnaire as well as additional feedback from participants and the organisers' reflections. The thematic analysis is organised through an analogy of "going shopping", where the SBO-M shopper is buying "learning" when they attend a workshop. Findings -Understanding motivation to participate or the "what's in it for me" is important as SBO-Ms tend to be reluctant, resist or fail to engage with externally sponsored business support initiatives. Workshops were valued for the "space" they create to reflect on practice. For many SBO-Ms, content "comes alive" with discussion while networking helps reduce the isolation SBO-Ms can feel. Practical implications -The shopping analogy suggests workshops must cater for purposeful shoppers as well as browsers, while interaction with others in the workshop is critical to realising the value of workshops. Originality/value -Knowing whether, and how, workshops deliver learning can help to better target and refine these types of support initiatives to ensure they provide positive outcomes for individuals, organisations and economies.

Online learning

“…SBOMs often see training as a cost not an investment. In addition, inappropriate logistical arrangements fail to maximise the use of SBOMs finite time (Billington et al, 2009). Third, SBOMs perceive formal training programmes to be "[…] overly theoretical, modified from large business programs, and therefore not specifically relevant to the small business context and not reflective of the dynamic and rapidly changing business environment" (Morrison and Bergin-Seers, 2002, pp.…”

The Factors That Affect the Effectiveness of Training: A Study at Silterra Malaysia Sdn. Bhd., A Semiconductor Company in Malaysia

“…Some of these factors that could affect the effectiveness of training, as mentioned earlier, are the participants, trainers, training materials, training programs, the company, the working environment and technology. It should be recognized that participants attending the program must, firstly have the motivation to attend the training program or else they may not learn anything from the training (Al-Eisa et al, 2009;Asplund & Salverda, 2004;Billington et al, 2009;Cannon-Bowers et al, 1995;Edulbehram J., & Rascher, 1996;Kirkpatrick, 1977;Mathieu et al, 1992). It was also suggested that a good evaluation system is a collaborative process that includes evaluating trainers (Lingham & Rezaria, 2006, Savolainen, 2000.…”

“…In view of the above, the four levels of Kirkpatrick Training Evaluation Model were used as the basis for this study. Based on the literature researched, "there is no right answer to what is the 'best' model to use" (Billington et al, 2009;Cannon-Bowers et al, 1995;Edulbehram J. & Rascher, 1996;Giangreco et al, 2010;Kirkpatrick,1994Kirkpatrick, ,1996Kirkpatrick, , 2005& Mathieu et al, 1992).…”