Managing Learning

Christopher Mabey, Paul Iles

Publisher: Thomson, 1994, 270 pages

ISBN: 1-86152-198-7

Keywords: Human Resources

Last modified: Feb. 20, 2011, 10:46 p.m.

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
    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
    Christopher Mabey
    1. Competency requirement forecasting: issues for international selection and assessment
      Paul R. Sparrow and Mario Bognanno
    2. The kind of competence for rapid change
      Tony Cockerill
    3. Individual and organizational learning: the pursuit of change
      Alan Mumford
    4. Empowering leaders: are they being developed?
      Lynda Gratton and Jill Pearson
  • Part III: Facilitating development
    Paul Iles
    1. Action learning and excellence in management development
      Charles J. Margerison
    2. The effects of performance review in appraisal: evidence and implications
      Clive Fletcher
    3. Career development practices in the UK: a participant perspective
      Christopher Mabey and Paul Iles
    4. To coach, or not to coach — that is the question!
      John O. Burdett
    5. Strategic management development: using experiental learning theory to assess and develop managerial competencies
      David Kolb, Stuart Lublin, Juliann Spoth and Richard Baker
    6. Applying self-development in organizations
      Mike Pedler
  • Part IV: Developing team effectiveness
    Christopher Mabey
    1. Building a self-directed work team
      Richard S. Wellins
    2. Dilemmas of teamwork
      Rosabeth Moss Kanter
    3. Managerial leadership: the key to good organization
      Elliott Jaques
    4. Job redesign
      Mick Marchington
    5. Innovative teams at work
      Neil Anderson, Gillian Hardy and Michael West
  • Part V: Managing diversity
    Paul Iles
    1. Valuing differences: the concept and a model
      Barbara A. Walker
    2. Women in management: organizational socialization and assessment practices that prevent career advancement
      Beverly Alimo-Metcalfe
    3. Why executives lose their balance
      Joan R. Kofodimos
    4. Management development in Europe
      Mel Berger and Paul Watts


Managing Learning

Reviewed by Roland Buresund

Mediocre **** (4 out of 10)

Last modified: Feb. 20, 2011, 10:03 p.m.

Extremely boring, even if some gems can be found.


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