Learning in organizations: complexities and diversities
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Routledge
2006
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 235 S. graph. Darst. |
| ISBN: | 9780415356039 0415356032 9780415356046 0415356040 |
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Datensatz im Suchindex
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| adam_text | Contents
List of figures ix
List of tables xi
Preface xiii
1 Designing learning in complex environments 1
Introduction 1
Complex environments 2
Learning and competitive advantage 3
Learning design 5
Learning design in complex environments 6
2 Diversities in organizational contexts 11
Introduction 11
Forms of capital 12
Management, organizational culture, knowledge and learning 18
Labour and learning networks 22
Human resource management strategy 24
Organizational size 25
Focus on practice: quantifying the human face of intellectual
capital 28
Identifying diversity: questions for situational analysis 29
3 Diversities in learning contexts 31
Introduction 31
Socio cultural contexts of learning in the workplace 32
Concepts of workplace learning 35
Communities of learning and communities of practice 38
Coaching and mentoring 43
Open and closed learning contexts 46
Focus on practice: creating communities of practice at Eli Lilly
and Company 48
Identifying diversities amongst learning contexts: questions for
situational analysis 49
vi Contents
4 Diversities in learning orientation 52
Introduction 52
Stakeholders in learning 54
The learner s orientation 57
The manager s orientation 70
The HRD practitioner s orientation 72
Focus on practice: managing employees motivation to learn 74
Identifying learning orientations: questions for situational
analysis 76
5 Diversities amongst learners 78
Introduction 78
Group level diversities 79
Individual diversities 86
Focus on practice: the utility of learning styles theories and
assessment 101
Identifying diversity: questions for situational analysis 104
6 Diversities in learning methods 107
Introduction 107
One to one learning methods 109
One to many methods 115
Distance learning 117
Computer based learning methods including e learning 122
Games, role play and simulations 129
Action based approaches 132
Informal and incidental workplace learning 134
Focus on practice: narrowing the gap between HRD rhetoric
and reality 136
Identifying diversity in learning methods: questions for
situational analysis 137
7 Diversities in learning supports 143
Introduction 143
Model for developing effective support to workplace learning 145
Focus on practice: developing learner support at a high tech
wool processing plant 171
Responding to diversity: questions for situational analysis 172
8 Responding to diversity through flexibility 174
Introduction 174
Flexible or blended learning 175
Developing individual learners through flexibility 179
Monitoring and ongoing adjustment 186
Focus on practice: responding flexibly to learner needs 189
Responding to diversity: questions for situational analysis 190
Contents vii
9 The reflective HRD practitioner 192
Introduction 192
Complexity and HRD practice 194
The situated nature of HRD practice 198
Reflection and HRD practice 202
Conclusion 205
References 207
Index 227
Figures
1.1 Complex and diverse environments 6
4.1 Learning orientation, engagement and outcomes 74
5.1 Two dimensional representation of factors describing
Vocational Education and Training learners preferences 95
5.2 Two dimensional representation of Kolb s (1976)
learning styles theory 98
5.3 Two dimensional representation of cognitive style 99
6.1 The processes of learning within an action science framework 133
7.1 Spatial model for development of workplace learning 146
7.2 Dimensions of the Learner Development Space 148
7.3 Dimensions of the Workplace Support Space 151
8.1 The process of strategic planning 180
8.2 Diagrammatic representation of enterprise based
learner centred development system 185
8.3 Model for a responsive and interactive pedagogy based on
learner style/preferences 188
Tables
2.1 Dimensions of intellectual capital 29
4.1 Stakeholders in the HRD processes 55
4.2 Roles of the HRD stakeholders under different
conceptualizations of HRD 56
4.3 Summary of content theories of motivation 63
4.4 Examples of equity theory in action 67
4.5 An HRD causal chain in equity theory 67
4.6 Intrinsic and extrinsic motivation 67
4.7 The old and new psychological contracts 72
5.1 Learning strategies and brief definitions 101
7.1 Strategies designed to develop self directedness among
workplace learners 157
7.2 Strategies for the development of workplace skills and
conceptual knowledge 161
7.3 Strategies to develop learning within a community of practice 163
7.4 Suggested diverse strategies in developing training policies
designed to support effective learning in the workplace 166
7.5 Strategies to develop effective HRD structures to support
learning in the workplace 168
7.6 Strategies for trainers/mentors to assist learner development 170
7.7 Knowledge, skills and responsibilities to be developed among
trainers and mentors to support the development of skills and
conceptual knowledge 170
7.8 Strategies of use to trainers and mentors to support the
development of participation in a community of practice 171
8.1 Indicative questions to interrogate the Learner Analysis phase 181
8.2 Indicative questions to interrogate the Environmental Analysis
phase 181
8.3 Indicative questions to interrogate the Strategy Choice phase 182
8.4 Indicative activities in the Strategy Implementation phase 183
|
| adam_txt |
Contents
List of figures ix
List of tables xi
Preface xiii
1 Designing learning in complex environments 1
Introduction 1
Complex environments 2
Learning and competitive advantage 3
Learning design 5
Learning design in complex environments 6
2 Diversities in organizational contexts 11
Introduction 11
Forms of capital 12
Management, organizational culture, knowledge and learning 18
Labour and learning networks 22
Human resource management strategy 24
Organizational size 25
Focus on practice: quantifying the human face of intellectual
capital 28
Identifying diversity: questions for situational analysis 29
3 Diversities in learning contexts 31
Introduction 31
Socio cultural contexts of learning in the workplace 32
Concepts of workplace learning 35
Communities of learning and communities of practice 38
Coaching and mentoring 43
Open and closed learning contexts 46
Focus on practice: creating communities of practice at Eli Lilly
and Company 48
Identifying diversities amongst learning contexts: questions for
situational analysis 49
vi Contents
4 Diversities in learning orientation 52
Introduction 52
Stakeholders in learning 54
The learner's orientation 57
The manager's orientation 70
The HRD practitioner's orientation 72
Focus on practice: managing employees' motivation to learn 74
Identifying learning orientations: questions for situational
analysis 76
5 Diversities amongst learners 78
Introduction 78
Group level diversities 79
Individual diversities 86
Focus on practice: the utility of learning styles theories and
assessment 101
Identifying diversity: questions for situational analysis 104
6 Diversities in learning methods 107
Introduction 107
One to one learning methods 109
One to many methods 115
Distance learning 117
Computer based learning methods including e learning 122
Games, role play and simulations 129
Action based approaches 132
Informal and incidental workplace learning 134
Focus on practice: narrowing the gap between HRD rhetoric
and reality 136
Identifying diversity in learning methods: questions for
situational analysis 137
7 Diversities in learning supports 143
Introduction 143
Model for developing effective support to workplace learning 145
Focus on practice: developing learner support at a high tech
wool processing plant 171
Responding to diversity: questions for situational analysis 172
8 Responding to diversity through flexibility 174
Introduction 174
Flexible or blended learning 175
Developing individual learners through flexibility 179
Monitoring and ongoing adjustment 186
Focus on practice: responding flexibly to learner needs 189
Responding to diversity: questions for situational analysis 190
Contents vii
9 The reflective HRD practitioner 192
Introduction 192
Complexity and HRD practice 194
The situated nature of HRD practice 198
Reflection and HRD practice 202
Conclusion 205
References 207
Index 227
Figures
1.1 Complex and diverse environments 6
4.1 Learning orientation, engagement and outcomes 74
5.1 Two dimensional representation of factors describing
Vocational Education and Training learners' preferences 95
5.2 Two dimensional representation of Kolb's (1976)
learning styles theory 98
5.3 Two dimensional representation of cognitive style 99
6.1 The processes of learning within an action science framework 133
7.1 Spatial model for development of workplace learning 146
7.2 Dimensions of the Learner Development Space 148
7.3 Dimensions of the Workplace Support Space 151
8.1 The process of strategic planning 180
8.2 Diagrammatic representation of enterprise based
learner centred development system 185
8.3 Model for a responsive and interactive pedagogy based on
learner style/preferences 188
Tables
2.1 Dimensions of intellectual capital 29
4.1 Stakeholders in the HRD processes 55
4.2 Roles of the HRD stakeholders under different
conceptualizations of HRD 56
4.3 Summary of content theories of motivation 63
4.4 Examples of equity theory in action 67
4.5 An HRD causal chain in equity theory 67
4.6 Intrinsic and extrinsic motivation 67
4.7 The old and new psychological contracts 72
5.1 Learning strategies and brief definitions 101
7.1 Strategies designed to develop self directedness among
workplace learners 157
7.2 Strategies for the development of workplace skills and
conceptual knowledge 161
7.3 Strategies to develop learning within a community of practice 163
7.4 Suggested diverse strategies in developing training policies
designed to support effective learning in the workplace 166
7.5 Strategies to develop effective HRD structures to support
learning in the workplace 168
7.6 Strategies for trainers/mentors to assist learner development 170
7.7 Knowledge, skills and responsibilities to be developed among
trainers and mentors to support the development of skills and
conceptual knowledge 170
7.8 Strategies of use to trainers and mentors to support the
development of participation in a community of practice 171
8.1 Indicative questions to interrogate the Learner Analysis phase 181
8.2 Indicative questions to interrogate the Environmental Analysis
phase 181
8.3 Indicative questions to interrogate the Strategy Choice phase 182
8.4 Indicative activities in the Strategy Implementation phase 183 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T14:13:48Z |
| indexdate | 2024-07-09T20:37:06Z |
| institution | BVB |
| isbn | 9780415356039 0415356032 9780415356046 0415356040 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014712097 |
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| spelling | Smith, Peter J. 1954- Verfasser (DE-588)128695153 aut Learning in organizations complexities and diversities Peter J. Smith and Eugene Sadler-Smith 1. publ. London [u.a.] Routledge 2006 XIV, 235 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organizational learning Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Lernverhalten (DE-588)4167413-3 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Betriebliche Fortbildung (DE-588)4069377-6 gnd rswk-swf Organisatorisches Lernen (DE-588)4198012-8 gnd rswk-swf Organisatorisches Lernen (DE-588)4198012-8 s Organisation (DE-588)4043774-7 s DE-604 Unternehmen (DE-588)4061963-1 s DE-188 Personalentwicklung (DE-588)4121465-1 s Betriebliche Fortbildung (DE-588)4069377-6 s Lernverhalten (DE-588)4167413-3 s Sadler-Smith, Eugene Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014712097&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Smith, Peter J. 1954- Learning in organizations complexities and diversities Organizational learning Personalentwicklung (DE-588)4121465-1 gnd Unternehmen (DE-588)4061963-1 gnd Lernverhalten (DE-588)4167413-3 gnd Organisation (DE-588)4043774-7 gnd Betriebliche Fortbildung (DE-588)4069377-6 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd |
| subject_GND | (DE-588)4121465-1 (DE-588)4061963-1 (DE-588)4167413-3 (DE-588)4043774-7 (DE-588)4069377-6 (DE-588)4198012-8 |
| title | Learning in organizations complexities and diversities |
| title_auth | Learning in organizations complexities and diversities |
| title_exact_search | Learning in organizations complexities and diversities |
| title_exact_search_txtP | Learning in organizations complexities and diversities |
| title_full | Learning in organizations complexities and diversities Peter J. Smith and Eugene Sadler-Smith |
| title_fullStr | Learning in organizations complexities and diversities Peter J. Smith and Eugene Sadler-Smith |
| title_full_unstemmed | Learning in organizations complexities and diversities Peter J. Smith and Eugene Sadler-Smith |
| title_short | Learning in organizations |
| title_sort | learning in organizations complexities and diversities |
| title_sub | complexities and diversities |
| topic | Organizational learning Personalentwicklung (DE-588)4121465-1 gnd Unternehmen (DE-588)4061963-1 gnd Lernverhalten (DE-588)4167413-3 gnd Organisation (DE-588)4043774-7 gnd Betriebliche Fortbildung (DE-588)4069377-6 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd |
| topic_facet | Organizational learning Personalentwicklung Unternehmen Lernverhalten Organisation Betriebliche Fortbildung Organisatorisches Lernen |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014712097&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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