Business driven action learning : global best practices

著者

書誌事項

Business driven action learning : global best practices

edited by Yury Boshyk

Macmillan, 2000

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注記

Includs bibliographical references (p. 241-252) and index

内容説明・目次

内容説明

The contributors to this book are from US and European multinationals and consultants who have been directly involved in integrating strategic business issues on the agendas of their top executives with the education and development of their best people. They have done this through business driven action learning executive programs and processes. The key assumption of business driven action learning is that in today's competitive environment, individual and organizational learning must be greater than the rate of change. Business driven action learning is used by companies to explore and implement business opportunities, gain useful insights from outside the company, change company direction and culture, and develop both individual and group learning skills of high potentials and senior executives. This volume has gathered together some of the world's best practices. Business driven action learning differs from the more classical forms of action learning developed by the Reg Revans school in the UK, and later by the action reflection approach, because it ensures that a business focus is maintained while at the same time integrating individual executive development and teamwork skills. Among the company experiences described in detail are those from DaimlerChrysler, Dow, Dupont, General Electric, Heineken, Hoffman La Roche, IBM, Johnson & Johnson, Motorola, Philips, Shell, Siemens and Volkswagen among others. The second part of the book deals with facilitating and enhancing business driven action learning and includes some checklists and guidelines on coordination and teamwork. A comprehensive guide to sources and further reading on action learning completes the volume.

目次

Business Driven Action Learning: The Key Elements PART 1: BUSINESS DRIVEN ACTION LEARNING: MULTINATIONAL COMPANY EXPERIENCES Daimler-Chrysler: Global Leadership Development Using Action-Orientated and Distance-Learning Techniques Dow: Sustaining Change and Accelerating Growth Through Business Focused Learning DuPont: Business Driven Action Learning to Shift Company Direction General Electric's Executive Action Learning Programmes Heineken, Shell et al: Twenty Years of Consortium Action Learning Hoffman La Roche and Boehringer Mannheim: Mission Impossible - Executive Development During a Takeover IBM: Using Business Driven Action Learning in a Turnaround Johnson & Johnson: Executive Development and Strategic Business Solutions through Action Learning Phillips and Action Learning: From Training to Transformation Motorola: Combining Business Projects with Learning Projects Scancem: 'What Did We Earn and Learn?': Emerging Markets and Business Driven Action Learning Siemens Management Learning: A Highly Integrated Model to Align Learning Processes with Business Needs Volkswagen: Action Learning and the Development of High Potentials PART 2: FACILITATING AND ENHANCING BUSINESS DRIVEN ACTION LEARNING: GUIDELINES ON CO-ORDINATION AND TEAMWORK Strategic Management by Project Group: Lessons Learned General Electric Executive Learning Programmes: Checklist and Tools for Action Learning Teams Facilitating High Performance Teamwork and Leadership Executive Team Facilitation: Some Observations Organising the External Business Perspective: The Role of the Country Co-ordinator in Action Learning Programmes 'Learning the Hard Way': Creating an Executive Development Opportunity for Learning and Reflection Recommended and Referenced Sources About the Contributors

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