Learning in action : a guide to putting the learning organization to work
著者
書誌事項
Learning in action : a guide to putting the learning organization to work
Harvard Business School Press, c2000
- : pbk
大学図書館所蔵 全30件
注記
Includes bibliographical references and index
内容説明・目次
- 巻冊次
-
ISBN 9781578512515
内容説明
This manual offers advice to managers who wish to improve their organization's performance by increasing the breadth, depth and speed of learning. It has adaptable examples with analyses of the underlying principles and tasks essential for effective implementation.
目次
- Part 1 Foundations: from individual to organisational learning
- the learning process. Part 2 Types of learning
- intelligence
- experience
- experimentation. Part 3 The leadership challenge: leading learning.
- 巻冊次
-
: pbk ISBN 9781591391906
内容説明
Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory--the learning organization as an ideal--into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process--acquiring, interpreting, and applying knowledge--then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met. Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning--intelligence gathering, experience, and experimentation--and shows how each mode is most effectively deployed.
These approaches are brought to life in complete, richly detailed case studies of learning in action at organizations such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their organizations.
目次
- Preface
- Acknowledgments
- Part I Foundations
- 1. From Individual to Organizational Learning
- 2. The Learning Process
- Part II Types of Learning
- 3. Intelligence
- 4. Experience
- 5. Experimentation
- Part III The Leadership Challenge
- 6. Leading Learning
- Notes
- Index
- About the Author
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