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Managing Learning » (New Edition)

Book cover image of Managing Learning by Christopher Mabey

Authors: Christopher Mabey, Paul Iles, Paul Iles
ISBN-13: 9781861521989, ISBN-10: 1861521987
Format: Paperback
Publisher: Cengage Learning EMEA Higher Education
Date Published: October 1994
Edition: New Edition

Author Biography: Christopher Mabey

Christopher Mabey is head of the Center for Human Resource and Change Management at the Open Business School and is a Chartered Psychologist.

Paul Iles is Professor of Human Resource Development at Liverpool John Moores University

Book Synopsis

In the last decade there has been a discernible shift away from a preoccupation with the methods and technologies for delivering training in organizations, to an emphasis on those approaches and attitudes that encourage learning. The focus is now on learning through reframing problems, self-determined development, unfreezing barriers to learning, and understanding what it means to be a learning organization. It is not that ?learning? has been without its advocates, rather that the notion seems finally to have come of age. This collection of readings captures the depth and diversity of the learning literature over the past 10 years.

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	Introduction	1
1	The leader's new work: building learning organizations	5
2	Learning organizations	22
3	Why managers won't learn	34
4	The factory as a learning laboratory	43
5	Competency requirement forecasting: issues for international selection and assessment	57
6	The kind of competence for rapid change	70
7	Individual and organizational learning: the pursuit of change	77
8	Empowering leaders: are they being developed?	87
9	Action learning and excellence in management development	109
10	The effects of performance review in appraisals: evidence and implications	118
11	Career development practices in the UK: a participant perspective	123
12	To coach, or not to coach - that is the question!	133
13	Strategic management development: using experiential learning theory to assess and develop managerial competencies	146
14	Applying self-development in organizations	155
15	Building a self-directed work team	165
16	Dilemmas of teamwork	173
17	Managerial leadership: the key to good organization	181
18	Job redesign	188
19	Innovative teams at work	197
20	Valuing differences: the concept and a model	211
21	Women in management: organizational socialization and assessment practices that prevent career advancement	224
22	Why executives lose their balance	236
23	Management development in Europe	248
	Acknowledgements	258
	Index	260