Learning and development for managers: perspectives from research and practice
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Malden [u.a.]
Blackwell
2006
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022098696&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XV, 470 S. graph. Darst. |
| ISBN: | 1405129824 9781405129824 1405129816 9781405129817 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of Figures vi
List of Tables ix
List of Abbreviations xi
Preface xiv
1 Introduction to Learning and Development 1
2 The Strategic and Organizational Contexts of Learning and
Development 29
3 Individual Learning and Development 96
4 Implicit Learning and Tacit Knowledge 148
5 Collective Learning and Development 179
6 Planning Learning and Development 234
7 Management and Leadership Learning and Development 278
8 Technology, Learning and Development 337
9 Evaluating Learning and Development 372
References 433
Subject Index 456
Author Index 463
Figures
1.1 The relationship between education, training and development 6
1.2 Deficit and improvement assumptions for L D 7
1.3 An accretionary model of the development of L D practices 18
1.4 The plan of the book 27
2.1 L D as a core competence 32
2.2 Part of a taxonomy of HR and L D goals 40
2.3 HR system and HPWS (high-performance work system) 41
2.4 A simple generic systematic approach to problem solving 53
2.5 A more complex generic systematic approach to L D
(the L D cycle) 55
2.6 A generic system model 59
2.7 A generic L D system model 61
2.8 An integration of L D inputs, process and outputs 62
2.9 Responsibility for key L D activities 65
2.10 Trainer roles 66
2.11 The maintenance change dimension in trainer roles 66
2.12 The 2004 ASTD Competency Model 70
2.13 Alternative forms of the L D function 74
2.14 A marketing strategy/marketing mix for L D 86
FIGURES vii
2.15 Strategic learning and development 92
3.1 Some of the disciplines, theories and models that underpin
actionable knowledge in L D practice 99
3.2 Comparison of behavioural and cognitive approaches to mind and
behaviour 107
3.3 Components of a memory system 108
3.4 Three components of cognitive schema theory 114
3.5 The zone of proximal development (ZPD) for an individual and a
dyad 127
3.6 The application of learning contracts in the andragogical model 131
3.7 The experiential learning model 136
4.1 Explicit learning, implicit learning and tacit knowledge 153
4.2 Raelin s model of work-based learning 164
5.1 The ladder of inference 188
5.2 Single- and double-loop learning 210
5.3 A model of the organizational learning process 214
5.4 Effects of moderating and mediating variables (C) in a causal
relationship between independent variable (A) and dependent
variable (B) 220
5.5 Relationship between strategic competence, information
acquisition, organizational learning and knowledge management 232
6.1 Conceptual framework for needs assessment 238
6.2 Two causal chains and a vicious circle of L D inactivity 242
6.3 Part of a simplified HTA for making a cup of tea 253
6.4 Klein s ACTA process 255
6.5 Prioritizing L D needs 267
6.6 Alignment and integration in L D planning 276
7.1 The relationships between manager and leader development and
management and leadership development 283
7.2 Management learning development (ML D) 286
7.3 Management L D needs assessment 295
7.4 Social exchange in mentoring and a model of the mentoring
process 307
v,,, hlUURES
7.5 Steinberg s WICs model of leadership 311
7.6 A virtuous circle of leader learning and organizational learning 334
8.1 Technology and L D 339
8.2 Basic instructional systems design framework 343
8.3 Proximity, openness and flexibility of L D 349
8.4 The elements of an ODL system 354
8.5 Self-reflection, dialogue and action in distributed cognition 369
9.1 The relationships between validity, transfer of learning, return
on investment (ROD and the value of L D 378
9.2 Quality cycle 380
9.3 Four purposes of evaluation (research, pragmatic, professional-
political and organizational learning) 385
9.4 Schematic representations of correlation coefficients and common
variance 389
9.5 Hamblin s evaluation framework 397
9.6 Simplified version of the Learning Transfer System model 402
9.7 Sample workshop evaluation form 409
9.8 Experimental designs 410
Tables
1.1 Some definitions of learning 3
1.2 Differences between training and learning based on
Antonacopoulou s research 9
1.3 The relationships between learning and training, development
and education 11
2.1 The characteristics of strategic L D 46
2.2 Stakeholders commitments in a strategic approach to L D 50
2.3 The UK s national occupational standard for learning and
development 71
2.4 Matrix management structure for L D projects 76
2.5 Analytical and process skills for L D budgeting 89
2.6 The balanced scorecard approach applied to L D 91
2.7 Auditing strategic L D 93
3.1 Examples of performances and abstractions for use in the
specification of learning outcomes/objectives and aims 105
4.1 Sadler-Smith and Shefy s seven recommendations for
handling intuition 163
4.2 Five stages of Dreyfus and Dreyfus s skill acquisition model 166
4.3 Summary of Nonaka s SECI-ba model of dynamic knowledge
creation 171
5.1 Operational and conceptual learning at Bekaert 183
5.2 Types of action learning based upon permutations of task
and context 192
x TABLES
5.3 A selection of definitions of organizational learning 208
5.4 A short questionnaire for the assessment of organizational learning 222
5.5 Characteristics of the learning company 225
5.6 Learning organization characteristics 227
6.1 Checklist of sources of ineffective performance 241
6.2 Sample SWOT framework for organizational learning needs
identification 274
6.3 Checklist for the needs assessment framework 275
7.1 Some definitions of leadership and management 279
7.2 Manager and management and leader and leadership L D 284
7.3 UK s NVQ-level descriptors for management competence 296
7.4 Sample breakdown of the manage a project aspect of achieving
results area 298
7.5 Four images of leadership 312
7.6 AHRD s high-performance leadership competency framework 313
7.7 Experts views on the learning and teaching of leadership 315
7.8 Dyer s staged model of team leader development 322
8.1 Comparison of the different taxonomies of learning 344
8.2 Gagne s five varieties of learning, the conditions and sample tasks 345
8.3 Stakeholder-construct matrix for customizing flexible delivery
of L D 356
9.1 The importance/emphasis matrix illustrating the content validity
of L D 378
9.2 Summary of the purposes of evaluation 382
9.3 The augmented L D taxonomy 400
9.4 Some suggested methods of evaluation for the augmented
taxonomy of L D outcomes 404
9.5 Possible questions for immediate and/or delayed reaction
evaluation 407
9.6 Suggested criteria for evaluation of organizational-level impact
of L D 421
9.7 Balanced scorecard-type approach for the evaluation of L D 422
9.8 Some simple approaches to quantifying the relationships between the
costs and benefits of L D 425
|
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| dewey-sort | 3658.407124 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV026534199 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T15:06:39Z |
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| isbn | 1405129824 9781405129824 1405129816 9781405129817 |
| language | English |
| lccn | 2005019822 |
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| owner_facet | DE-188 |
| physical | XV, 470 S. graph. Darst. |
| publishDate | 2006 |
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| spellingShingle | Sadler-Smith, Eugene Learning and development for managers perspectives from research and practice Executives Training of Organizational learning Personalentwicklung (DE-588)4121465-1 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd Führungskraft (DE-588)4071497-4 gnd Wissensmanagement (DE-588)4561842-2 gnd Führungskräfteentwicklung (DE-588)4196324-6 gnd Schulung (DE-588)4136792-3 gnd Humanvermögen (DE-588)4240300-5 gnd |
| subject_GND | (DE-588)4121465-1 (DE-588)4198012-8 (DE-588)4071497-4 (DE-588)4561842-2 (DE-588)4196324-6 (DE-588)4136792-3 (DE-588)4240300-5 |
| title | Learning and development for managers perspectives from research and practice |
| title_auth | Learning and development for managers perspectives from research and practice |
| title_exact_search | Learning and development for managers perspectives from research and practice |
| title_full | Learning and development for managers perspectives from research and practice Eugene Sadler-Smith |
| title_fullStr | Learning and development for managers perspectives from research and practice Eugene Sadler-Smith |
| title_full_unstemmed | Learning and development for managers perspectives from research and practice Eugene Sadler-Smith |
| title_short | Learning and development for managers |
| title_sort | learning and development for managers perspectives from research and practice |
| title_sub | perspectives from research and practice |
| topic | Executives Training of Organizational learning Personalentwicklung (DE-588)4121465-1 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd Führungskraft (DE-588)4071497-4 gnd Wissensmanagement (DE-588)4561842-2 gnd Führungskräfteentwicklung (DE-588)4196324-6 gnd Schulung (DE-588)4136792-3 gnd Humanvermögen (DE-588)4240300-5 gnd |
| topic_facet | Executives Training of Organizational learning Personalentwicklung Organisatorisches Lernen Führungskraft Wissensmanagement Führungskräfteentwicklung Schulung Humanvermögen |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022098696&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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