Managing in organizations that learn


Managing in organizations that learn

edited by Steven A. Cavaleri and David S. Fearon

(Developmental management)

Blackwell, 1996

  • : pbk. : alk. paper

大学図書館所蔵 件 / 33



Includes bibliographical references and index



Bringing together the insights of leading theorists, consultants and practitioners in the field of organizational learning, this book addresses the changing role of managers in team-oriented organizations. Major themes of the book include: reconnecting the experiences of working and learning; linking teams to systems learning; building learning communities; and transforming organizations for both learning and performance. Each major section of the book is introduced by an extensive interview with a leading figure in the field of organizational learning.


  • Part 1 Managing and learning: interview, Kermit Campbell
  • managing in and through the knowledge ecology, Steven A. Cavaleri and David S. Fearon
  • the prism of the new managerial mind, David S. Fearon and R. Ivan Blanco
  • the learning manager and the inner side of management, William P. Ferris and A. Russell Fanelli
  • the playing fields of learning, Kathleen DeChant. Part 2 Learning through working: interview, Andre Delbecq
  • creating the conditions for learning, Richard E. Wise
  • closing the loop - the dynamics of creative learning, Alex Pattakos
  • leading learning, Steven I. Meisel and David S. Fearon. Part 3 Linking teams with systems learning: interview, John D Sterman
  • from individual and team learning to systems learning, George Roth
  • transforming top management teams into learning groups, Laura Freebairn-Smith
  • information pathways to learning, Steven A. Cavaleri et al. Part 4 Learning communities - balancing managing and learning: interview, Peter Vaill
  • relational management, Nicholas J. Zangari and Steven A. Cavaleri
  • learning from the core, Sharon Seivert et al
  • identity and values, Fred Reed and Sharon Seivert. Part 5 Transforming organizations for learning and performance: interview, Cecil Ursprung
  • integrating learning and organizations, John Montgomery and Frank Scalia
  • strategic planning as a tool for building learning capacity, James P. Thompson and Joan Weiner
  • creating a world-class total learning organization, James Stoner
  • epilogue - interview, William O'Brien.

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