Publisher: Thomson, 1994, 270 pages
Keywords: Human Resources
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.
Extremely boring, even if some gems can be found.