Managing Learning

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 upon those approaches and attitudes that encourage learning. Training courses are no longer judged on knowledge and skills acquisition, but on knowledge and skills application. Earlier concerns with measuring and assessing have moved to how learningh can be interwoven with everyday activities in the workplace.

The focus is now on learning through reframing problems, rewarding risk-taking, self-determined development, unfreezing barriers to creativity 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 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', the book will provide a timely source of reference for DMS and MBA students, and any manager concerned with personal, group and corporate learning.

• Introduction
  Christopher Mabey and Paul Iles
• Part I: Organizational learning
  Introduction
  Christopher Mabey
1. The leader's new work: building learning organizations
   Peter M. Senge
2. Learning organizations
   Margaret Dale
3. Why managers won't learn
   Graeme Salaman and Jim Butler
4. The factory as a learning laboratory
   Dorothy Leonard-Barton
• Part II: Assessing and developing competency
  Introduction
  Christopher Mabey
5. Competency requirement forecasting: issues for international selection and assessment
   Paul R. Sparrow and Mario Bognanno
6. The kind of competence for rapid change
   Tony Cockerill
7. Individual and organizational learning: the pursuit of change
   Alan Mumford
8. Empowering leaders: are they being developed?
   Lynda Gratton and Jill Pearson
• Part III: Facilitating development
  Introduction
  Paul Iles
9. Action learning and excellence in management development
   Charles J. Margerison
10. The effects of performance review in appraisal: evidence and implications
    Clive Fletcher
11. Career development practices in the UK: a participant perspective
    Christopher Mabey and Paul Iles
12. To coach, or not to coach — that is the question!
    John O. Burdett
13. Strategic management development: using experiental learning theory to assess and develop managerial competencies
    David Kolb, Stuart Lublin, Juliann Spoth and Richard Baker
14. Applying self-development in organizations
    Mike Pedler
• Part IV: Developing team effectiveness
  Introduction
  Christopher Mabey
15. Building a self-directed work team
    Richard S. Wellins
16. Dilemmas of teamwork
    Rosabeth Moss Kanter
17. Managerial leadership: the key to good organization
    Elliott Jaques
18. Job redesign
    Mick Marchington
19. Innovative teams at work
    Neil Anderson, Gillian Hardy and Michael West
• Part V: Managing diversity
  Introduction
  Paul Iles
20. Valuing differences: the concept and a model
    Barbara A. Walker
21. Women in management: organizational socialization and assessment practices that prevent career advancement
    Beverly Alimo-Metcalfe
22. Why executives lose their balance
    Joan R. Kofodimos
23. Management development in Europe
    Mel Berger and Paul Watts

Extremely boring, even if some gems can be found.