Designing a quality action learning process for managers

Abstract

Describes the evolution of an Internet‐driven dynamic quality assurance system for action learning programmes across the world. It replaced a relatively inefficient paper‐based process and was preceded initially by Bulletin Board/ electronic data interchange procedures. Its success was imperative for a global Business School to comprehend how Sets were proceeding while avoiding “controlling” processes that contradict the action learning paradigm. This was further reinforced in the joint venture between International Management Centres and the University of Surrey, as both were required to meet quality assurance monitoring requirements of disparate agencies globally. When the procedures gained ISO 9002‐accredited status, there was an upsurge in concern to improve further the patterns of Faculty induction and continuous training and development for their facilitation skills through Faculty development scholarships and delivery effectiveness workshops. The approach is now operative for North America, Africa, Asia Pacific, Australasia and Europe.

Citation

Ainslie, M. and Wills, G. (1997), "Designing a quality action learning process for managers", Journal of Workplace Learning, Vol. 9 No. 3, pp. 100-110. https://doi.org/10.1108/13665629710164913