More than management development :: action learning at GEC /
Published in 1977, this is a detailed account of the results of controversial methods as they were applied in a major company, when twenty-one managers came together for eight months to grapple with important problems for the purpose of learning some of the skills required for senior management. Fro...
Gespeichert in:
| Weitere Verfasser: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Abingdon, Oxon ; New York, NY :
Routledge,
2018.
|
| Schriftenreihe: | Routledge revivals.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Published in 1977, this is a detailed account of the results of controversial methods as they were applied in a major company, when twenty-one managers came together for eight months to grapple with important problems for the purpose of learning some of the skills required for senior management. From their very different points of view, the course organisers, GEC's own personnel specialists, and the managers involved, describe their experiences and discuss with unusual candour the effects on themselves as individuals and on their organisations. There is no attempt to gloss over the difficulties and the disappointments. This is a book that will be read with attention and profit not just by personnel and management development specialists but by all managers seeking ways to improve business performance. |
| Beschreibung: | Originally published: Farnborough, Hants. : Gower Press, 1977. |
| Beschreibung: | 1 online resource |
| ISBN: | 9780429452567 042945256X 9780429840067 0429840063 9780429840074 0429840071 9780429840081 042984008X |
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| 520 | |a Published in 1977, this is a detailed account of the results of controversial methods as they were applied in a major company, when twenty-one managers came together for eight months to grapple with important problems for the purpose of learning some of the skills required for senior management. From their very different points of view, the course organisers, GEC's own personnel specialists, and the managers involved, describe their experiences and discuss with unusual candour the effects on themselves as individuals and on their organisations. There is no attempt to gloss over the difficulties and the disappointments. This is a book that will be read with attention and profit not just by personnel and management development specialists but by all managers seeking ways to improve business performance. | ||
| 505 | 0 | |a Cover; Half Title; Title; Copyright; Contents; Foreword; Preface; PART ONE THE ACTION LEARNING PROGRAMME; 1 ACTION LEARNING, Professor Reg Revans The business of learning about business; 2 PROGRAMME OUTLINE, David Casey General description of the programme; 3 PROGRAMME DEVELOPMENT, David Pearce How the action learning programme was developed at GEC; PART TWO PARTICIPANTS' EXPERIENCES; 4 THE PROJECT IS EVERYTHING, Bill Prince A micro-electronics product policy problem tackled by a manager from another part of GEC | |
| 505 | 8 | |a 5 LEARNING HOW TO LEARN, Peter Preston Participants from the Post Office and GEC work together6 THIS IS THE WAY TO UNLOCK RESOURCES, Don Howell A GEC manager is assigned to a major problem in a government department; 7 IT DIDN'T WORK FOR ME, David Carr A manager tries to take on his own job as an action learning project; 8 NOW ... TO RUN A COMPANY, Colin Gaskell A project within his own company, but outside his own job, by a GEC manager; 9 COMMUNICATION IS THE KEY TO GETTING COMMITMENT, Barry Scott A technical manager takes on a systems problem in another part of GEC | |
| 505 | 8 | |a PART THREE ALP INTERNATIONAL AND DUNCHURCH INDUSTRIAL STAFF COLLEGE10 THE CHALLENGE WAS WORTH IT, Ray Godsall What the industrial staff college which housed the programme felt; 11 DON'T CALL ME TEACHER, Bob Garratt An ALP project adviser's view from his set; 12 ALP IS LEARNING TOO, Jean Lawrence A director of ALP International reviews her programme involvement; PART FOUR THE IMPACT OF ACTION LEARNING ON GEC; 13 WE'D DO IT AGAIN, Clem Jansen and Don Sinclair Two GEC managers review the project carried out in their company | |
| 505 | 8 | |a 14 YOU DON'T NEED TO BE AN EXPERT, Glyn Trollop GEC's group personnel manager reviews his experiences as a set adviser15 IT'S OPENING OUR MINDS, Mike Bett What the process of action learning has started in GEC; 16 ACTION LEARNING AND THE COMPANY, Professor Tony Eccles A project adviser, who is also a professor of business policy, takes the broad view; POSTSCRIPT: GEC'S SECOND AND THIRD PROGRAMMES; APPENDICES; Appendix I The offer document; Appendix II Debate between set advisers and GEC staff; Appendix III List of participants and their projects; GLOSSARY | |
| 588 | 0 | |a Online resource; title from PDF title page (EBSCO, viewed June 10, 2019). | |
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| _version_ | 1816796934290014208 |
| adam_text | |
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| author_facet | Casey, David Pearce, David, 1940- |
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| collection | ZDB-4-EBU |
| contents | Cover; Half Title; Title; Copyright; Contents; Foreword; Preface; PART ONE THE ACTION LEARNING PROGRAMME; 1 ACTION LEARNING, Professor Reg Revans The business of learning about business; 2 PROGRAMME OUTLINE, David Casey General description of the programme; 3 PROGRAMME DEVELOPMENT, David Pearce How the action learning programme was developed at GEC; PART TWO PARTICIPANTS' EXPERIENCES; 4 THE PROJECT IS EVERYTHING, Bill Prince A micro-electronics product policy problem tackled by a manager from another part of GEC 5 LEARNING HOW TO LEARN, Peter Preston Participants from the Post Office and GEC work together6 THIS IS THE WAY TO UNLOCK RESOURCES, Don Howell A GEC manager is assigned to a major problem in a government department; 7 IT DIDN'T WORK FOR ME, David Carr A manager tries to take on his own job as an action learning project; 8 NOW ... TO RUN A COMPANY, Colin Gaskell A project within his own company, but outside his own job, by a GEC manager; 9 COMMUNICATION IS THE KEY TO GETTING COMMITMENT, Barry Scott A technical manager takes on a systems problem in another part of GEC PART THREE ALP INTERNATIONAL AND DUNCHURCH INDUSTRIAL STAFF COLLEGE10 THE CHALLENGE WAS WORTH IT, Ray Godsall What the industrial staff college which housed the programme felt; 11 DON'T CALL ME TEACHER, Bob Garratt An ALP project adviser's view from his set; 12 ALP IS LEARNING TOO, Jean Lawrence A director of ALP International reviews her programme involvement; PART FOUR THE IMPACT OF ACTION LEARNING ON GEC; 13 WE'D DO IT AGAIN, Clem Jansen and Don Sinclair Two GEC managers review the project carried out in their company 14 YOU DON'T NEED TO BE AN EXPERT, Glyn Trollop GEC's group personnel manager reviews his experiences as a set adviser15 IT'S OPENING OUR MINDS, Mike Bett What the process of action learning has started in GEC; 16 ACTION LEARNING AND THE COMPANY, Professor Tony Eccles A project adviser, who is also a professor of business policy, takes the broad view; POSTSCRIPT: GEC'S SECOND AND THIRD PROGRAMMES; APPENDICES; Appendix I The offer document; Appendix II Debate between set advisers and GEC staff; Appendix III List of participants and their projects; GLOSSARY |
| ctrlnum | (OCoLC)1103917654 |
| dewey-full | 658.407124 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.407124 |
| dewey-search | 658.407124 |
| dewey-sort | 3658.407124 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| genre | Case studies fast |
| genre_facet | Case studies |
| geographic | Great Britain fast https://id.oclc.org/worldcat/entity/E39PBJdmp7p3cx8hpmJ8HvmTpP |
| geographic_facet | Great Britain |
| id | ZDB-4-EBU-on1103917654 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-26T14:49:34Z |
| institution | BVB |
| isbn | 9780429452567 042945256X 9780429840067 0429840063 9780429840074 0429840071 9780429840081 042984008X |
| language | English |
| oclc_num | 1103917654 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource |
| psigel | ZDB-4-EBU |
| publishDate | 2018 |
| publishDateSearch | 2018 |
| publishDateSort | 2018 |
| publisher | Routledge, |
| record_format | marc |
| series | Routledge revivals. |
| series2 | Routledge revivals |
| spelling | More than management development : action learning at GEC / edited by David Casey & David Pearce. Abingdon, Oxon ; New York, NY : Routledge, 2018. ©1977 1 online resource text txt rdacontent computer c rdamedia online resource cr rdacarrier Routledge revivals Originally published: Farnborough, Hants. : Gower Press, 1977. Published in 1977, this is a detailed account of the results of controversial methods as they were applied in a major company, when twenty-one managers came together for eight months to grapple with important problems for the purpose of learning some of the skills required for senior management. From their very different points of view, the course organisers, GEC's own personnel specialists, and the managers involved, describe their experiences and discuss with unusual candour the effects on themselves as individuals and on their organisations. There is no attempt to gloss over the difficulties and the disappointments. This is a book that will be read with attention and profit not just by personnel and management development specialists but by all managers seeking ways to improve business performance. Cover; Half Title; Title; Copyright; Contents; Foreword; Preface; PART ONE THE ACTION LEARNING PROGRAMME; 1 ACTION LEARNING, Professor Reg Revans The business of learning about business; 2 PROGRAMME OUTLINE, David Casey General description of the programme; 3 PROGRAMME DEVELOPMENT, David Pearce How the action learning programme was developed at GEC; PART TWO PARTICIPANTS' EXPERIENCES; 4 THE PROJECT IS EVERYTHING, Bill Prince A micro-electronics product policy problem tackled by a manager from another part of GEC 5 LEARNING HOW TO LEARN, Peter Preston Participants from the Post Office and GEC work together6 THIS IS THE WAY TO UNLOCK RESOURCES, Don Howell A GEC manager is assigned to a major problem in a government department; 7 IT DIDN'T WORK FOR ME, David Carr A manager tries to take on his own job as an action learning project; 8 NOW ... TO RUN A COMPANY, Colin Gaskell A project within his own company, but outside his own job, by a GEC manager; 9 COMMUNICATION IS THE KEY TO GETTING COMMITMENT, Barry Scott A technical manager takes on a systems problem in another part of GEC PART THREE ALP INTERNATIONAL AND DUNCHURCH INDUSTRIAL STAFF COLLEGE10 THE CHALLENGE WAS WORTH IT, Ray Godsall What the industrial staff college which housed the programme felt; 11 DON'T CALL ME TEACHER, Bob Garratt An ALP project adviser's view from his set; 12 ALP IS LEARNING TOO, Jean Lawrence A director of ALP International reviews her programme involvement; PART FOUR THE IMPACT OF ACTION LEARNING ON GEC; 13 WE'D DO IT AGAIN, Clem Jansen and Don Sinclair Two GEC managers review the project carried out in their company 14 YOU DON'T NEED TO BE AN EXPERT, Glyn Trollop GEC's group personnel manager reviews his experiences as a set adviser15 IT'S OPENING OUR MINDS, Mike Bett What the process of action learning has started in GEC; 16 ACTION LEARNING AND THE COMPANY, Professor Tony Eccles A project adviser, who is also a professor of business policy, takes the broad view; POSTSCRIPT: GEC'S SECOND AND THIRD PROGRAMMES; APPENDICES; Appendix I The offer document; Appendix II Debate between set advisers and GEC staff; Appendix III List of participants and their projects; GLOSSARY Online resource; title from PDF title page (EBSCO, viewed June 10, 2019). General Electric Company (Great Britain) http://id.loc.gov/authorities/names/n83236876 General Electric Company (Great Britain) fast Executives Training of Great Britain Case studies. Organizational change Case studies. Changement organisationnel Études de cas. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh SOCIAL SCIENCE General. bisacsh Executives Training of fast Organizational change fast Great Britain fast https://id.oclc.org/worldcat/entity/E39PBJdmp7p3cx8hpmJ8HvmTpP Case studies fast Casey, David, editor. http://id.loc.gov/authorities/names/n77019259 Pearce, David, 1940- editor. https://id.oclc.org/worldcat/entity/E39PCjJgKVgy6TDfmjQCTpkTBP http://id.loc.gov/authorities/names/n77019255 has work: More than management development (Text) https://id.oclc.org/worldcat/entity/E39PCG69QHKxWRxbkBQ4DWwYMX https://id.oclc.org/worldcat/ontology/hasWork Routledge revivals. http://id.loc.gov/authorities/names/no2009176216 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2154346 Volltext |
| spellingShingle | More than management development : action learning at GEC / Routledge revivals. Cover; Half Title; Title; Copyright; Contents; Foreword; Preface; PART ONE THE ACTION LEARNING PROGRAMME; 1 ACTION LEARNING, Professor Reg Revans The business of learning about business; 2 PROGRAMME OUTLINE, David Casey General description of the programme; 3 PROGRAMME DEVELOPMENT, David Pearce How the action learning programme was developed at GEC; PART TWO PARTICIPANTS' EXPERIENCES; 4 THE PROJECT IS EVERYTHING, Bill Prince A micro-electronics product policy problem tackled by a manager from another part of GEC 5 LEARNING HOW TO LEARN, Peter Preston Participants from the Post Office and GEC work together6 THIS IS THE WAY TO UNLOCK RESOURCES, Don Howell A GEC manager is assigned to a major problem in a government department; 7 IT DIDN'T WORK FOR ME, David Carr A manager tries to take on his own job as an action learning project; 8 NOW ... TO RUN A COMPANY, Colin Gaskell A project within his own company, but outside his own job, by a GEC manager; 9 COMMUNICATION IS THE KEY TO GETTING COMMITMENT, Barry Scott A technical manager takes on a systems problem in another part of GEC PART THREE ALP INTERNATIONAL AND DUNCHURCH INDUSTRIAL STAFF COLLEGE10 THE CHALLENGE WAS WORTH IT, Ray Godsall What the industrial staff college which housed the programme felt; 11 DON'T CALL ME TEACHER, Bob Garratt An ALP project adviser's view from his set; 12 ALP IS LEARNING TOO, Jean Lawrence A director of ALP International reviews her programme involvement; PART FOUR THE IMPACT OF ACTION LEARNING ON GEC; 13 WE'D DO IT AGAIN, Clem Jansen and Don Sinclair Two GEC managers review the project carried out in their company 14 YOU DON'T NEED TO BE AN EXPERT, Glyn Trollop GEC's group personnel manager reviews his experiences as a set adviser15 IT'S OPENING OUR MINDS, Mike Bett What the process of action learning has started in GEC; 16 ACTION LEARNING AND THE COMPANY, Professor Tony Eccles A project adviser, who is also a professor of business policy, takes the broad view; POSTSCRIPT: GEC'S SECOND AND THIRD PROGRAMMES; APPENDICES; Appendix I The offer document; Appendix II Debate between set advisers and GEC staff; Appendix III List of participants and their projects; GLOSSARY General Electric Company (Great Britain) http://id.loc.gov/authorities/names/n83236876 General Electric Company (Great Britain) fast Executives Training of Great Britain Case studies. Organizational change Case studies. Changement organisationnel Études de cas. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh SOCIAL SCIENCE General. bisacsh Executives Training of fast Organizational change fast |
| subject_GND | http://id.loc.gov/authorities/names/n83236876 |
| title | More than management development : action learning at GEC / |
| title_auth | More than management development : action learning at GEC / |
| title_exact_search | More than management development : action learning at GEC / |
| title_full | More than management development : action learning at GEC / edited by David Casey & David Pearce. |
| title_fullStr | More than management development : action learning at GEC / edited by David Casey & David Pearce. |
| title_full_unstemmed | More than management development : action learning at GEC / edited by David Casey & David Pearce. |
| title_short | More than management development : |
| title_sort | more than management development action learning at gec |
| title_sub | action learning at GEC / |
| topic | General Electric Company (Great Britain) http://id.loc.gov/authorities/names/n83236876 General Electric Company (Great Britain) fast Executives Training of Great Britain Case studies. Organizational change Case studies. Changement organisationnel Études de cas. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh SOCIAL SCIENCE General. bisacsh Executives Training of fast Organizational change fast |
| topic_facet | General Electric Company (Great Britain) Executives Training of Great Britain Case studies. Organizational change Case studies. Changement organisationnel Études de cas. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. SOCIAL SCIENCE General. Executives Training of Organizational change Great Britain Case studies |
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