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by Christopher Mabey,Paul Iles

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Author: Christopher Mabey,Paul Iles
ISBN: 0415119839
Language: English
Pages: 320 pages
Category: Management & Leadership
Publisher: Cengage Learning Emea (March 1, 1995)
Rating: 4.2
Formats: lrf txt mbr lrf
FB2 size: 1331 kb | EPUB size: 1871 kb | DJVU size: 1521 kb

Managing Learning book.

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The concept of managing learning implies that organizations encourage their staff to be better at recognizing key signals: at analysing data, at seeing possibilities, at. .Christopher Mabey, Paul Iles.

The concept of managing learning implies that organizations encourage their staff to be better at recognizing key signals: at analysing data, at seeing possibilities, at thinking the unthought and the unthinkable, at challenging their own and others' assumptions.

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.

Find many great new & used options and get the best deals for Managing Learning by Cengage Learning EMEA (Paperback, 1993) at the best online prices at.Author: Christopher Mabey, Paul Iles ISBN 10: 0415119847.

Author: Christopher Mabey, Paul Iles ISBN 10: 0415119847. Title: Managing Learning Item Condition: used item in a very good condition. Read full description.

It focuses, in particular, on the way organisations develop their managers, and on how the managers themselves view this development. Empirically based and combining fresh, reliable data with high level analysis, the volume gives wide coverage to each area so that it can serve as a comprehensive text for senior undergraduates, MAs and MBAs in HRM and other professionals studying for IPD qualifications.

Changing Patterns of Management Development (Managements, Organizations, and Business). Andrew Thomson, A. W. J. Thomson, Christopher Mabey, John Storey, Colin Gray, Paul Iles. 4 RUR. Changing Patterns of Management Development (Managements, Organizations, and Business). Andrew Thomson, Christopher Mabey, John Storey, Colin Gray, Paul Iles. 3 RUR. Developing Human Resources. 3596 rur. Human Resource Management: A Strategic Introduction. Christopher Mabey, Graeme Salaman, John Storey. 2040 RUR. Strategic Human Resource Management

Book Overview Graeme Salaman, Paul Iles, Christopher Mabey. Assessing Management Skills.

A collection of readings capturing the depth and diversity of the learning literature of the past decade. Graeme Salaman, Paul Iles, Christopher Mabey. Margaret Dale, Paul Iles. Approaching Light: Readings and Prayers for Advent and Christmas. The Changing Organization. Gerhard Fink, Maurice Yolles, Kaijun Guo, Paul Iles.

Christopher Mabey (Mabey, Christopher). used books, rare books and new books. by Andrew Thomson, Christopher Mabey, John Storey, Colin S. Gray, Paul Iles. by Christopher Mabey. Find all books by 'Christopher Mabey' and compare prices Find signed collectible books by 'Christopher Mabey'. Changing Patterns of Management Development (Management, Organizations and Business). ISBN 9780631209997 (978-0-631-20999-7) Softcover, Wiley-Blackwell, 2000. ISBN 9780415119849 (978-0-415-11984-9) Softcover, Chapman & Hall, 1994. Find signed collectible books: 'Managing Learning'.

Colin Gray, Christopher Mabey, Paul Iles, John Storey, Dr. Andrew Thomson

Colin Gray, Christopher Mabey, Paul Iles, John Storey, Dr. Andrew Thomson. Place of Publication. John Storey is Professor of Human Resource Management at the Open University Business School.

the argument is illustrated with reference to the use of development centres in the National and Provincial Building Society and a new management development programme at Rank Xerox respectively. It sets the data in the wider context of thinking and knowledge about management development structures and processes.

The importance of learning is linked to the current pressures for change facing most, if not all, organizations. Within a stable, unpressured environment, the need for organizational learning on a major scale is seen as unnecessary. In fact, stable environments rarely exist, just environments which are perceived as unthreatening where organizations fail to detect the small signs of emerging change and threat or react to them confidentially in terms of established ways of doing things.The concept of managing learning implies that organizations encourage their staff to be better at recognizing key signals: at analysing data, at seeing possibilities, at thinking the unthought and the unthinkable, at challenging their own and others' assumptions. None of this is new, but the notion of the learning organization seems finally to have come of age. And with maturity come hard questions: can learning actually be managed by an organization or does it just happen?; does the definition of competencies clarify or confuse when recruiting, promoting and training staff?; why do some organizational norms quench learning, while others promote it as a way of life?; do self directed teams represent a long-awaited panacea or a misguided flight from individual accountability?; and how can diversity in the workforce be used to enable, rather than inhibit, learning?This collection of readings succinctly captures the depth and diversity of the learning literature over the past ten years. Produced as a reader for students on the Open Business School diploma level course 'Managing Development and Change', this book will provide a timely source of reference for DMS and MBA students and any manager concerned with personal, group and corporate learning.