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Focuses on the MSc in management development at Edge Hill. Describes the environment in which the programme was developed and takes particular account of some of the…
Focuses on the MSc in management development at Edge Hill. Describes the environment in which the programme was developed and takes particular account of some of the different strands of management learning discussed in the literature and how these issues have informed the development of the programme. Provides a sample of course members’ views of the programme matched against their personal objectives for their participation in the programme and the impact on their careers as a consequence of their participation. Evidence from both the literature and from the empirical study will contribute to a view as to whether the MSc in Management Development at Edge Hill is merely a programme in management or whether indeed it is a management development process.
Electronic transmission of orders is not a new idea. For some years it has been possible to order from the larger book suppliers online, with the advantage of being able…
Electronic transmission of orders is not a new idea. For some years it has been possible to order from the larger book suppliers online, with the advantage of being able to interrogate their holdings first. For us though, as customers of BLCMP, the situation was complicated. Our acquisitions software covers the financial side to ordering at the time of order creation — prices are committed to funds as the order is made. Orders sent online to our suppliers on one system would have had to be entered again on our BLCMP system so that the order file and funds could be kept up to date. Although we were interested in a faster form of creating our orders, we were not interested in duplicating work.
Organizational learning and the learning organization are concepts that have attracted a considerable amount of attention over the last decade. The article provides an…
Organizational learning and the learning organization are concepts that have attracted a considerable amount of attention over the last decade. The article provides an analysis and evaluation of the main perspectives on learning, particularly in relation to organizational change and effectiveness. The issues involved are illustrated by a brief examination and discussion of four comparative case studies of companies in the automotive industry: the Rover Group, Volvo AB, Tallent Engineering, and GKN Hardy Spicer. The article shows that the four companies attempted to introduce organizational learning in order to develop and maintain their competitiveness. It identifies the issues which appear to be of prime importance when introducing organizational learning. However, the article also maintains that, although organizational learning may be an important factor in building an organization’s competitiveness, by itself it cannot and does not guarantee success.
As a subject of academic interest, organisational learning has been around for a long time. However, in the 1990s, there was an upsurge of interest in the topic from both…
As a subject of academic interest, organisational learning has been around for a long time. However, in the 1990s, there was an upsurge of interest in the topic from both academia and industry. Indeed, there are many writers who are now claiming that organisational learning is the new paradigm for managing organisations. This interest in and promotion of organisational learning, especially in the business world, stemmed from two major concerns: the rapidly‐changing nature of the world we live in; and the increasingly competitive environment in which firms operate. This article explores and evaluates the rationale for organisational learning and the key propositions that underpin it. In particular, by setting organisational learning in the wider context of theories of organisational structure, culture and change, it questions its generalisability. The article concludes by arguing that though organisational learning may make an important contribution to managing organisations, it is doubtful whether it is applicable to all organisations and all situations.
Opens up the debate surrounding the wisdom of the attemptedimplementation of the learning organization approach to deal withenvironmental uncertainty and examines some…
Opens up the debate surrounding the wisdom of the attempted implementation of the learning organization approach to deal with environmental uncertainty and examines some potential problems and barriers within traditional organizations. Discusses cultural, structural and socio‐structural factors which have an impact on the individual′s sense of identity with the organization, and focuses on the required realignments to these interrelated variables if the approach is to gain momentum. Considers the view that the process of learning will also necessitate the unlearning of previous behaviours cultivated within former established systems. Argues that the prospect of generating internal confusion, together with a sense of organizational amnesia, might reduce rather than increase stability for some companies. Concludes that, on the basis that cultures and socio‐structures cannot be manipulated at the discretion of managers, alternative strategies to organizational learning may be more appropriate for future survival, but warns that those managers inspired to implement the approach within their organizations, should be aware that the process is lengthy, high in resource implications and not without risk.
This paper examines the authors’ experiences as action learning set facilitators within a public sector organisation undergoing change. Our objectives were to assist in the identification of internal and external drivers for change and to work with the set to explore how people’s roles and responsibilities might be enhanced and developed in a changing context. The outcome of the involvement was the set’s effective advancement of operational and strategic ideas in a management forum to proactively advance the change process and to offer solutions to improve the direction and performance of the organisation.