This theme directly does not respond to the research question 4; however, it partially supports to find a model to develop CCA-based training and awareness. More particularly this theme responds to the newly emerged first question out of three questions that should be resolved before attempting to respond to the research question 4. This theme provides a scenario about the training and development provision in the research context. This theme is also related with the key proposition of the study because the CCA-fit training provision is needed. This then shows that the Bangladeshi training and development is not CCA-mediated.
In Bangladesh, there are some public and private training providers, however, there no literature on contextual training and development provision of Bangladesh. Literature only provides the clue that the training context in Bangladesh is insufficient and poor quality (Ahmed, 2009; See section 2.5.1). The needs of CCA-mediated training and
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awareness emerged in this study and it demands the contextual truth of the training provision. This theme emerged from the critical analysis of the concerned research text. The following truth of the contextual training and development has been outlined.
At this stage of discourse analysis, it is perceived that the training materials, the trainee selection and the consequence of training are not scientific. The entire structure of existing training infrastructure is vulnerable. After training session, the trainers and training become isolated. I also understood from the entire conversation that data collection and keeping communication with trained owner-managers is costly and a new setup of database and analysis require additional cost and human resource.
This theme portrays the setting of training and development provision of Bangladesh. Some points emerged from the research text that exhibit different perspectives about the training provision.
5.8.1. Discourse 4A: Insufficient training facilities
That the learning attitude of owner-managers is poor- can be initially accepted. Learning attitude emerges from self-efficacy approach. The main point of the self- efficacy approach is that entrepreneurs should intend to acquire available facilities in the business environment (Bandura, 2001). This research finds that the self-efficacy approach is high in the first accessing SMEs’ (LO1, Rahman and Ritish, Theme 1) owner- managers; however learning attitude is poor (HO23, Sattar). I argue that this is poor because the available training facility is poor (OM16, Ashak)). One of the participants explained-
…but if you ask me about the overall training facilities as the amount of SME then I would say this is not enough”.
Training and development is growing but is still insufficient to meet the needs of applicants. According to a survey conducted by MIDAS displayed that the amount of SMEs in Bangladesh was 6 million and the amount has been increasing (Ahmed, 2009).
Centralisation of training facilities is an important problem in the existing training provision. Dipok, an owner of a fruit suppliers firm, said
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“for one day training I have to go to Khulna. It is not possible to be away from my shop for a couple of days…I become too tired and costly well. If this in Magura city, then no doubt…I must go.”
(OM17, Dipok)
Khulna is one of seven divisional city of Bangladesh and each division contains couple of district. Magura is one of the districts of the Khulna division. In Bangladesh, private transport facilities are very expensive for SME owner-managers. People have to depend on public transport (actually bus service owned by private organisations), which is expensive, inconvenient and less frequent. The key reason of this inconveniency is that the available training facilities are central to Dhaka and other big cities. This discourse reflects that the training providers should be decentralised.
The available training facilities are centralized to big city. This is inconvenient for owner-managers for some reasons. The training centres are away from the firms/home of the owner-managers. In addition, transport and communication system is slow that take longer time to go for the training centre from home that affects the business. Furthermore, living in hotel in the travel for the training and transportation cost is not supportive for the owner-managers (OM17, Dipok).
5.8.2. Discourse 4B: Outside classroom based learning
The reluctance to training is a common phenomenon. I is true that the interest in training depends on many things; however, the poor lw is an issue. People do not like to listen what the trainer says. After a long break from study, people feel boring sitting in a classroom to listen the dictums of the trainers. One of the participants says-
“Actually by nature Bangladesh people like activities than teaching. If one thinks that you are teaching him, then he will not like it. They need to be involved in activities…also the training materials should be lucrative as their necessity” The learning in classroom is a fundamental problem. Waite (2017) views that the classroom based learning system is boring to all type of learners. Now the schools are moving to outside classroom-based learning. The discourse also reflects the same style.
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5.8.3. Discourse 4C: Training needs and training materials are not CCA-fit
Though Khan et al., (2012) viewed that the training materials in the existing training providers are standard, research text contradict with their view. MIDAS looks a step advance in selecting training materials; however, they hired the training materials from German organizations. One of the participants stated-
“We do not make training needs analysis….but we follow the training module of a German organization”
(HO28, Mukti)
In that case, the training materials look lucrative but that emerged from training needs analysis in German context. The people’s attitude, SME business culture, class of economy, socio-cultural and political factors, institutional infrastructure, education system and implementation of law and law enforcement agencies and common beliefs of German differ from Bangladesh and some other developing countries such as Asian SME Monitor countries (ADB, 2013). Hence, the training materials are less likely practical in Bangladeshi context. Since, training materials unlikely meet the demand and lacking of owner-managers, a further training needs analysis method should be developed in the Bangladeshi context.
5.8.4. Discourse 4D: No Impact analysis
Impact analysis is a barometer that demonstrates the effectiveness of training and articulates issue and materials to be added to the training materials. The impact analysis is not made in Bangladeshi training institutions. One of the informers said-
“Actually not... normally we provide training to some entrepreneurs and not a same person two times….but to do impact analysis…yes the business should be monitored very specifically…”
(HO23, Sattar)
SMEF has been providing training together with their facilitating activities since 2008; however, they do not have any database of trained owner-managers. Consequently, no database has been developed in this context about trainees, their post training development and their changing business condition. The same scenario is true for private
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training providers (HO28, Mukti, HO27, Akter, HO23, Sattar). Therefore, a method of impact analysis should be developed, which is CCA factors for first accessing SMEs.
At this stage of discourse analysis, it is perceived that the training materials, the trainee selection and the consequence of training are not scientific. The entire structure of existing training infrastructure is vulnerable. After training session, the trainers and training become isolated. I also understood from the entire conversation that data collection and keeping communication with trained owner-managers is costly and a new setup of database and analysis require additional cost and human resource.
5.8.5. Discourse 4E: Trainee Selection Method
From research text, it was perceived that the issue of trainee selection is important. The issue was raised from a narrative of a branch manager of a PCB. He stated-
“…actually I went to Bagura from Dhaka for enjoying the session…not for money. I have some understanding about the weakness of entrepreneurs and intended to make them aware. But I saw the young people just came for cap, dairy, pen, lunch and things…not for training. I noticed the issue to the authority. They did not show interest…and I found that my signature and the trainees’ signature on attendance sheet were important rather than the aim of the training because without the signature the organiser would not get money.”
(LO13, Nazmul)
The approach of training providing organization does not meet the actual aim of training, rather, this was a money making approach. The training providing organisation randomly invited trainees who were not actually intending to receive training. The research text demonstrates that this kind of training providers funded by NGOs/intra- governmental organisation massively invite owner-managers on area basis. For example, they invite owner-mangers of all the business firms situated both side of a road of a city. Actual owner-managers do not come but they sometimes send their relatives, friends and family members and sometimes their staff. Most of the trainees only pollute the training premises as they attend at the session giving priority to lunch, show their influence and leadership, to get the intensive gift such as dairy, jersey, cap and other incentives. Hence, the few number of actual trainees becomes interrupted and eventually the actual aim of
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the training goes in vein; however, the aim of the training provider is success. The main goal of the training providers is to prove the amount of attendants to approve fund from the intra-governmental organisation/NGOs (Discourse 4D).
5.8.6. Discourse 4F: Training Publicity Method
The trainee invitation method for public institution is manual. They circulate packages of training and provide advertisements in local newspaper, hang the notice by the gate of their office and sometimes other public office in city. One of the participants explained-
“Normally we put notice of our district office notice board and sometimes advertise in local newspapers…the interested people come and we select as our limited seats in each spell."
(HO27, Akter)
Therefore, the entire invitation process is less likely effective because attending at training session for a rural person is difficult. I am not arguing that less intending young people should not be invited; they should be invited when they are mentally prepared to receive the training. They learn being influenced by the success of others.
5.8.7. Discourse 4G: Training and Immediate loan is associated
The owner-managers have much reluctance to training and development. They are motivated to attend training; however, they do not signify training, as they cannot use the knowledge achieved from the training due to the lack of money. One of the owner- managers said-
…what they say, I know that…they say too many things then take a signature…then go home…I need money but they say other things…never go to that side…just time waste”
(OM17, Ashok)
This discourse implies that the people expect money, not training. However, they are motivated when there is assurity of money followed by training. Another thing is reflected that the people are over confident and even they do not feel the needs of
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training. They have an “I know everything” attitude and feel only needs of money. Therefore, awareness about training should be developed in the owner-managers.
5.8.8. Discourse 4H: PCBs’ Attitude and BB’s Regulations
Due to the fierce competition-in financial market, the tradition attitude of PCBs’ has turned into a retail super market type attitude where they emphasis today’s sell for instant profitability. However, the research text finds that though the PCBs are commercial organization, they should have long-term plan. The reason is their plan is directly related with their own survival and growth and the financial structure of Bangladesh i.e. the economic development in broader perspective. One of the participants explained as-
“Actually we are facing much challenge to increase SME financing but…to fight with the challenge, yes…Bangladesh bank and government is taking many initiatives but that is their initiatives…and that strategies takes longer time under their targeted economic growth…I think we should do something from our side…for our own performance, whatever you say is not entirely new, as I know banks are making seminars and workshop with SMEs”.
(HO22, Istiak)
In that case, BB should encourage and regulate PCBs as the government representative for enhancing the attitudinal change of PCBs. This is possible because the hypothecation-based financing system instructed by BB has in impact on PCBs’ financial strategy for first attempting SMEs. The involvement of PCBs in involving SMEs has introduced. The PCBs arrange for seminar/workshop type programme focusing on their SME customers to learn their problems. However, this involvement is with established owner-managers who use their finance (LO6, Mannat and Sutom; LO2, Khorshed). The further initiatives of BB should be developed for enhancing this involvement with first accessing SMEs’ owner-managers.
5.8.9. Summary of the Theme 4 (Training and Development: BB’s regulation and practice)
This section is associated with the BB’s regulatory initiatives for the PCBs. As the part of enhancing interaction between the SMEs and the PCBs, the BB regulated for PCBs to provide training and development to enhance enterprises (See section 2.5.1). The
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BBs’ instruction is not fully practiced in the practical field. The PCBs arrange for the seminar and workshop but that is with the approved SMEs. In this regard, it could be argued that the BB’s regulation is being abused because the PCBs’ workshop and seminars is not for the first accessing SMEs. Another point is that the PCBs take some innovative initiatives for making the interactions other than the traditional training and development. One of them is the SME fair (LO2, Khorshed). In this system, the PCBs find reliable SMEs for financing. More specifically, the PCBs want to hunt for customers from no-need SMEs. This is kind of customer hunting method that does not focus on the first accessing SMEs.
The other factors within this theme are not either specific in the BB’s policy or in the contextual literature.
To thus far, it could be argued that the entire training provision is entirely unstructured and inconvenient for the owner-managers. The sum of the training and development provision in Bangladesh are-
• Owner-managers are reluctant to training
• Owner-managers are reluctant to classroom based learning
• Training facilities are centralised to Dhaka and big cities. So, majority of trainees are excluded in the existing training facilities
• The training and development setting is unstructured and not fully regulated. • The impact of training is not evaluated and monitored
• The training materials are not tailored based on actual needs and that does not focus on key problem- the CCA for financing accessibility.
In the training and development provision, the basic factors of training and development programmes are not effectively regulated. The main point of view is that the trainee selection method is ineffective due to proper and effective monitoring and regulation. The second most important point is that the training centres are central to Dhaka and big cities. For the reason, the SMEs across the country, particularly district level is almost isolated form the facilities. Then the impact analysis is such an important point that it is directly concerned with database development, the training material development and training need analysis i.e. it entirely develop the training and development system. In the point of training materials, the CCA is the concept that has emerged from the study. Therefore, this study could argue that it has made a training need analysis for first attempting SME owner-managers to be entitled as a training need
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analysis on the Bangladeshi context. Therefore, the existing training facilities and related factors are unable to develop and use and finding its impact. Therefore, a new concept/model is required for developing CCA.