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Article
Publication date: 1 October 1995

Phil Donnison

Most training courses do not ask delegates to evaluate what theyhave learned, merely what they think of the course. Claims that outdoormanagement development courses tend to…

357

Abstract

Most training courses do not ask delegates to evaluate what they have learned, merely what they think of the course. Claims that outdoor management development courses tend to provide examples of good practice for evaluating courses. States that they also aim to improve management skills and the effectiveness of teams. Discusses types of questions to ask when evaluating courses, and claims that thorough evaluation can add value to training.

Details

Management Development Review, vol. 8 no. 5
Type: Research Article
ISSN: 0962-2519

Keywords

Article
Publication date: 27 June 2008

Phil Donnison

The purpose of this paper is to outline the need for cultural sensitivity and knowledge when working as a coach with people from different cultural backgrounds.

1864

Abstract

Purpose

The purpose of this paper is to outline the need for cultural sensitivity and knowledge when working as a coach with people from different cultural backgrounds.

Design/methodology/approach

Provides an overview of Hofstede's descriptions of cultural dimensions and explores how an awareness of these can be useful to coaches in their work.

Findings

Executive coaches working with managers from different countries need to be aware of the influence of local culture on the behaviour of the managers. The manager's culture will often be very different to the coach's and understanding these differences can help coaches work more effectively.

Originality/value

The article provides an alternative perspective to the more widespread behaviourally‐based coaching approaches.

Details

Development and Learning in Organizations: An International Journal, vol. 22 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 27 June 2008

Anne Gimson

348

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 22 no. 4
Type: Research Article
ISSN: 1477-7282

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 form of…

2529

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.

Details

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

Keywords

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