Donovan A. McFarlane

Evaluating Training Programs: The Four Levels Donald L. Kirkpatrick and James D. Kirkpatrick 3rd Edition Berrett-Koehler Publishers, Inc.: San Francisco (2006) 379 pages, $39.95 Reviewed by: Donovan A. McFarlane St. Thomas University Training programs must be a constant and vibrant part of organizational structure, development and settings in order to attain growth, effective transition, and achieve strategic goals. The success of training programs in today's organizations will dictate the failures and successes along the path of performance and market vitality. Training programs are the most effective, subtle and passive method of overcoming resistance to change and represent the most viable approach to cultivating new philosophies and values in employees. The development of effective training programs has seen successful invention and implementation over the last few decades, especially with the available technological and training tools we have amassed. The most pressing need therefore lies in the effective evaluation of implemented training programs to ensure organizational success in a high-culture learning environment. Kirkpatrick and Kirkpatrick have provided the most comprehensive, extensive and widely used approach to evaluate training programs in corporate, government, academic and other business and institutional areas. Evaluating Training Programs: the Four Levels is an indispensable tool; a guide for developing a reliable method of evaluation suitable within the business, institutional or organizational context. Kirkpatrick and Kirkpatrick's Four Level Model focuses on four fundamental elements of effective evaluation: reaction, learning, behavior, and results. In Chapter One the authors clearly outline ten simple factors which should be taken into consideration when planning and implementing an effective training program. These steps or factors are: (i.) Determine needs, (ii). Set the objectives, (iii). Determine the subject content, (iv). Select the participants, (v). Determine the best schedule, (vi). Select the appropriate facilities, (vii). Select and prepare the audiovisual aids, (ix) Coordinate the program, and finally, (x) Evaluate the program. Therefore, evaluation is the last step in the process of planning and implementing an effective training program in any organizational setting according to Kirkpatrick and Kirkpatrick. It is the tenth step that will ultimately spell success or failure as far as training programs are concerned, and thus the authors see the evaluation process as critical. According to Kirkpatrick and Kirkpatrick (2006) it is extremely critical that professionals evaluate training programs for the following three main reasons: to justify the existence and budget of the training department by showing how it contributes to the organizational objectives and goals; to decide whether to continue or discontinue training programs; and to gain information on how to improve future training programs. The second reason, to decide whether to continue or discontinue training programs, is extremely important in today's changing business environment. Only effective training programs will produce organizational value on any level by increasing people value and complementing the other facets or value drivers. Therefore, evaluation becomes a source of measuring several things: effectiveness, potential success, resistance level, workability-applicability, progress, and even quality along a continuum. In defining the four levels which constitute the Four Level Model of Evaluating Training Programs, the authors identify and describe reaction as a process where evaluation at this stage measures how well those who participate in the program react to it. This reiterates the need to ascertain levels of organizational resistance, adaptability to change and the change process. …

Research in Organizations: Foundations and Methods of Inquiry Editied by: Richard A. Swanson and Elwood F. Holton III Berrett-Kohler Publishers, Inc. (2005) 459 pages, Softcover, $32.97 Reviewed by: Donovan A. McFarlane City College-Fort Lauderdale Organizations of the 21st century must be viewed as learning since they must constantly learn from and adapt swiftly to the changes and uncertainties in the global business environment. This process of learning and adaptation amidst change and uncertainty demands a wide knowledge base and accurate information and technological know-how in an environment where failure and success alternate with simultaneous accords. The challenges facing 21st century are therefore overwhelming, and thus, the need for novel and cutting-edge becomes quite evident. Editors Swanson and Holton completely understand the exigencies for organizational and the need for a text that bridges the gap between the practical and theoretical when it comes to organizational as a branch of managerial science, and a lucrative pursuit in which contemporary seeking innovation and leadership will turn to. Swanson and Holton have presented readers with an excellent book whose major purpose is to advance in According to the editors, research in provides a milieu of challenges and opportunities that are and this is concordant with the trend towards greater competitive challenges and issues in the macroenvironment of 21st century businesses. Swanson and Holton present organizational leaders, managers, scholars, and researchers with a variety of methods of and inquiry that are effective in advancing organizational goals. The knowledge presented is based upon two major assumptions: (i) conducting in involves adapting traditional methods and modifying them for organizational congruence, and (ii) organizational researchers must effectively be equipped with, and utilize a variety of qualitative and quantitative methods to maximize success in the process. This theoretical, scholarly, and practical book aims to help beginning and expanding scholars learn about in organizations and presents a body of knowledge uniquely tailored to match this purpose. Part One of the text makes a powerful and compelling case as it examines the Challenge of Research in Organizations and the Process of Framing Research in Organizations. Here, Swanson lays an interesting and academically infallible foundation for the text as he provides us with unique definitions of and the process in today's organizations. Even more profound is the rationale for conducting organizational research, its challenges, and general strategies. An interesting depiction is the Theory-Research-Development-Cycle which allows progressive refinement of ideas to evolve into practices and concepts within organizational settings. In the process of framing in organizations, Swanson teaches us how to identify important problems through mental models, literature and experience, and processes and outcomes. In the first two chapters the reader is presented with a short, yet comprehensive and sound knowledge of methodology, practices and theories that can be effectively utilized in organizations. …

Entrepreneurship: Successfully Launching New Ventures Bruce R. Barringer R. Duane Ireland Prentice Hall: Pearson Education, Inc. (2006) 479 pages, Hardcover, $106.67 Reviewed by: Donovan A. McFarlane St. Thomas University Entrepreneurship is at the heart of innovation, the emergence of great leaders and leadership, transition in business activities, and value creation in the global economy of the 21st century. number of opportunities available to start new ventures is constantly increasing as our knowledge, needs and wants, technology, communication, trade and borders expand to reflect the ongoing processes of globalization, market-based privatization and internationalization of business initiatives amidst various cultural, social and political changes. changes taking place in today's economies have become catalysts for individuals to seek new opportunities of survival in the form of establishing business ventures. These business ventures are entered into for economic and social independence, survival, and often the quest to fulfill the American Dream, which itself has undergone transformation through the entrepreneurial spirit and pursuits. Becoming a successful entrepreneur is the dream of Americans; owning one's business and being recognized as a leader within industries. Entrepreneurship: Successfully Launching New Ventures is just the right tool which the business student needs in order to understand the entrepreneurial process and how to create successful business opportunities. Barringer and Ireland have written an excellent book suitable for teaching entrepreneurship skills and principles to young minds in colleges and universities. While the book resembles a typical college textbook with all the features and interactive guides for students and instructors, it is a unique book on entrepreneurship that offers a thorough understanding of the entrepreneurial process. book explores the entrepreneurial process step by step and chapter by chapter - from the decision to become an entrepreneur; introduction to entrepreneurship, to the successful management and growth of entrepreneurial ventures. book has practical recommendations as it uniquely focuses on opportunity recognition and feasibility analysis as important aspects of the entrepreneurial process. In addition, it features countless motivational examples of entrepreneurial success in various and industries. According to Barringer and Ireland, the three primary reasons why people become entrepreneurs and start their own businesses are to (i) be their own boss, (ii) pursue their own ideas, and (iii) realize financial rewards. These factors have pushed millions of Americans and people across the globe to turn their great ideas into great businesses. Barringer and Ireland begin this book with a basic, yet comprehensive model of the entrepreneurial process. Chapter 1; Decision to Become an Entrepreneur discusses why and how people become entrepreneurs and the three major factors above formulate the argument presented by Barringer and Ireland for entrepreneurial pursuits. This chapter introduces the concepts of entrepreneurship, entrepreneurial intensity, and corporate entrepreneurship. Chapters, 2, 3, 4 and 5 deal with the development of successful business ideas. According to Barringer and Ireland, many new businesses fail not because the entrepreneur didn't work hard but because there was no real opportunity to begin with. This is quite the case, since entrepreneurship is at best the creation of new opportunities through great ideas, what the authors refer to as The entrepreneurial process: where a great idea meets a great process. …

This essay examines the challenges of science education in the 21 st century with regard to social, cultural, economic, political and pedagogical issues impacting and influencing instructional methodology and understanding of the role of science education as it affects individual, social organizational and societal progress and functions. Drawing upon some strong practical, philosophical, and pedagogical-methodological and theoretical ideas and propositions from Hodson, as espoused in his book Looking to the Future: Building a Curriculum for Social Activism , the author essentially responds to this extremely rich scholarly volume in scientific literacy, philosophy, and history by supporting Hodson’s advocacy of an action-oriented and issues-based curriculum as the key to renewing and activating scientific literacy to increase students’ performance and national competitiveness in the global economy. The author extricates from literature, not only strong rationale for the renewal and transformational of science education in terms of perspective and approach, but also takes a critical approach in examining some of Hodson’s contentions regarding strategies in confronting socioscientifc issues as major pathways to the teaching and learning of science. The author examines problems, challenges, and the new opportunities that have emerged and are emerging in contemporary environmental, social, cultural and political contexts for science education to experience transformation in several ways: as a field of study, as an applied body of knowledge, as a way of living and as a competitive tool and strategy important to national goals and posterity.

This paper examines the importance of customer value as a strategic approach to doing business in the 21st century hypercompetitive marketplace and marketspace. The author examines the customer value theory of Professor Art Weinstein as a valid and plausible conceptual framework for strategically positioning an organization through market orientation to design and deliver superior customer value as a competitive advantage. Citing examples of new economy companies that have effectively propelled themselves to the forefront of the competition through the delivery of superior customer value, the author argues that customers are not simply just consumers or buyers of goods and services, but must be seen more like business partners. Furthermore, the author examines the role that customer service and value creation play in the development of competitive advantage and market positions by examining the differences between market driving and market driven companies relative to the customer value concept and theory. Two important frameworks proposed by Weinstein in his customer value theory are used as the framework for this paper to communicate the strategic importance of customer value: the Customer Value Funnel (CVF) and the SQIP (Service, Quality, Image, Price) Approach.