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Article
Publication date: 1 November 2000

Alan Mumford

Presents a review of the author’s experience of strategy and proposes that learning from strategy could and should be a crucial feature of a learning organization. Defines…

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Abstract

Presents a review of the author’s experience of strategy and proposes that learning from strategy could and should be a crucial feature of a learning organization. Defines concepts and disciplines of strategy and provides cases of how organizations can use strategy as an opportunity for learning.

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Journal of Workplace Learning, vol. 12 no. 7
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 1 August 1980

Colin Spicer

MAKING EXPERIENCE PAY. by Alan Mumford (McGraw‐Hill, £7.95) EVERYBODY learns from experience in some way, but how many managers find that learning from experience is a…

Abstract

MAKING EXPERIENCE PAY. by Alan Mumford (McGraw‐Hill, £7.95) EVERYBODY learns from experience in some way, but how many managers find that learning from experience is a slow, painful and hit‐or‐miss affair which they find difficult to analyse, let alone use profitably in their day‐to‐day work? Here, Alan Mumford shows the manager how to really make that experi‐ence pay. Based on years of work in management development, and using essentially practical techniques, “Making Experience Pay” demonstrates how the manager can learn quickly and effectively from his everyday experience while still achieving the results demanded by his job.

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Industrial Management, vol. 80 no. 8
Type: Research Article
ISSN: 0007-6929

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Article
Publication date: 1 May 1986

Alan Mumford and Peter Honey

We are grateful to the Ford Motor Company first for the opportunity of working with them on the issues described here, and secondly for agreeing that we may write this…

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We are grateful to the Ford Motor Company first for the opportunity of working with them on the issues described here, and secondly for agreeing that we may write this article. We should, however, emphasise that the views expressed here are ours, and not necessarily those of our clients at Ford.

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Industrial and Commercial Training, vol. 18 no. 5
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 February 1986

Leslie Rae

Peter Honey and Alan Mumford published in December 1982 The Manual of Learning Styles which brought to a wider audience the advantages of a determination of the different…

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Peter Honey and Alan Mumford published in December 1982 The Manual of Learning Styles which brought to a wider audience the advantages of a determination of the different preferences of people for the way they learn. The approach suggested by Honey and Mumford was not completely new, but offered an alternative approach to the other major learning style inventory, that by Kolb. A number of people had been unhappy with the construction and results of Kolb's Learning Style Inventory and it had been positively attacked from an academic viewpoint by Freedman and Stumpf.

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Industrial and Commercial Training, vol. 18 no. 2
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 September 1996

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09696479410053386. When citing…

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2044

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09696479410053386. When citing the article, please cite: Alan Mumford, (1994) “Four Approaches to Learning from Experience”, The Learning Organization, Vol. 1 Iss: 1, pp. 4 - 10.

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Employee Councelling Today, vol. 8 no. 5
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 May 1989

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001514. When citing the…

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1692

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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001514. When citing the article, please cite: Alan Mumford, (1988), “What Managers Really Do”, Management Decision, Vol. 26 Iss: 5, pp. 28 - 30.

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Marketing Intelligence & Planning, vol. 7 no. 5/6
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 September 1995

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090599310046182. When citing…

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8529

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090599310046182. When citing the article, please cite: Alan Mumford, (1993), “Putting Learning Styles to Work: An Integrated Approach”, Journal of European Industrial Training, Vol. 17 Iss: 10.

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Industrial and Commercial Training, vol. 27 no. 8
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 September 1995

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09696479410053386. When citing…

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1563

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09696479410053386. When citing the article, please cite: Alan Mumford, (1994) “Four Approaches to Learning from Experience”, The Learning Organization, Vol. 1 Iss: 1, pp. 4 - 10.

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Industrial and Commercial Training, vol. 27 no. 8
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 July 2003

Peter A.C. Smith and Judy O’Neil

Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a…

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2481

Abstract

Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.

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Journal of Workplace Learning, vol. 15 no. 4
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 1 May 1987

Alan Mumford

Too little attention has been paid to the central process — learning — necessary for managerial skills to be developed. The article describes the techniques and processes…

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1633

Abstract

Too little attention has been paid to the central process — learning — necessary for managerial skills to be developed. The article describes the techniques and processes used by the few people who give explicit attention to helping managers to improve their learning skills. It describes blockages to learning, and then uses descriptions of how these can be tackled through learning biography or through instruments such as the Learning Styles Inventory (Kolb) or the Learning Styles Questionnaire (Honey and Mumford).

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Journal of Management Development, vol. 6 no. 5
Type: Research Article
ISSN: 0262-1711

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