Managing learning

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Bibliographic Information

Managing learning

edited by Christopher Mabey and Paul Iles

Open University : International Thomson Business Press, 1997 printing, c1994

  • : pbk

Available at  / 2 libraries

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"1st pub. bu Routledge 1994 ... Reprinted by International Thomson Business Press 1996 and 1997..."T.p. verso

Description and Table of Contents

Description

In the last decade there has been a discernible shift away from a preoccupation with the methods and technologies for delivering training in organizations, to an emphasis on those approaches and attitudes that encourage learning. An emphasis on acquiring skills and knowledge on training courses has been superseded by the need to be applying them in the workplace. Earlier concerns with measuring and assessing have moved the transfer and reinforcement of learning. The focus is now on learning through reframing problems, self-determined development, unfreezing barriers to learning, and understanding what it means to be a learning organization. It is not that `learning' has been without its advocates, rather that the notion seems finally to have come of age. This collection of readings captures the depth and diversity of the learning literature over the past 10 years. Some authors look back for their inspiration to seminal work on personal and corporate learning; all look forward with their own compelling mix of role-models, recipes and recommendations to guide organizational learning in the future.

Table of Contents

  • Part 1 Organizational learning: introduction, Christopher Mabey
  • the leader's new work, building learning organizations, P. Senge
  • learning organizations, M. Dale
  • why managers won't learn, G. Salaman and J. Butler
  • the factory as a learning laboratory, D. Leonard Barton. Part 2 Assessing and developing competency: introduction, Christopher Mabey
  • competency requirement forecasting - issues for international selection and assessment, P. Sparrow and M. Bognano
  • the kind of competence for rapid change, T. Cockerill
  • individual and organizational learning - the pursuit of change, A. Mumford
  • empowering leaders - are they being developed?, L. Gratton and J. Pearson. Part 3 Facilitating development: introduction, Paul Iles
  • action learning and excellence in management development, C.J. Margerison
  • the effects of performance review in appraisal - evidence and implications, C. Fletcher
  • career development practices in the UK - a participant perspective, C. Mabey and P. Iles
  • to coach or not to coach - that is the question!, J.O. Burdett
  • strategic management development - using experiential learning theory to assess and develop managerial competences, D. Kolbs, S. Lubin, J. Spoth and R. Baker
  • applying self-development in organizations, M. Pedler. Part 4 Developing team effectiveness: introduction, Christopher Mabey
  • building a self-directed work team, R.C. Wellins
  • dilemmas of teamwork, R. Moss Kanter
  • managerial leadership - the key to good organization, E. Jaques
  • job redesign, M. Marchington
  • innovative teams at work, N. Anderson, G. Hardy and M. West. Part 5 Managing diversity: introduction, Paul Iles
  • valuing differences - the concept and a model and doing it, how it worked for us, B. Walker
  • women in management - organizational socialization and assessment practices that prevent career advances, B. Alimo-Metcalfe
  • why executives lose their balance, J. Kofomidos
  • management development in Europe, M. Berger and P. Watts.

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