Managers learning in action : management learning, research and education

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書誌事項

Managers learning in action : management learning, research and education

edited by David Coghlan ... [et al.]

Routledge, 2004

  • : hbk
  • : pbk.

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

Rather than offering either a purely practical or theoretical context, this text is written by a team of managers and academics, combining theory and practice to create a holistic, and above all realistic, exploration of learning at work, including real life examples of management challenges. Whether rescuing an ailing organization or managing inter-organization relations, managing change or managing human resources, many of today's crucial management challenges are addressed. Covering a range of sectors, the organizations studied include those in: hi-tech manufacturing engineering telecommunications healthcare transport government agencies. Contributors are drawn from three well-established academic programmes: the Irish Management Institute/ University of Dublin Masters in Management Practice; the US Benedictine University PhD in Organizational Development and the Henley Management College DBA, and the volume is edited by the academic directors of these programmes. By offering these managers' own reflections on their experiences in the context of relevant management theory, this text provides an important and innovative contribution for those studying organizations as well as for those managers who are currently learning and developing at work.

目次

Part I: Managers Learning in Action 1. Learning to Change 2. Interorganisational Relationship Transformation in a Global Virtual Community 3. Taking Charge of a Mature Family Business 4. Whose Life Is It Anyway? Managing the Psychological Contract 5. A Managers' Model for Assessing and Understanding 360 Degree Survey Feedback Effects on Teams 6. Rejuvenating a Mature Service Organisation 7. Improving Influence and Performance in a Multinational Subsidiary 8. Living Up to Expectations: Unexpected Possibilities, Unexpected Benefits 9. The Dominant Factors for Creating Trusting Relationships between Supervisors and Subordinates in a Quasi-Government Agency Part 2: Management Learning, Research and Education 10. Developing Managers not Analysts: Action Learning-Based Degree Programmes for Managers 11. Managers' Learnings in Action: The Scholar-Practitioner, Organization Development and Action Research 12. MBRR (Management by Research Results) 13. Managers as Learners and Researchers

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