Action Learning, Leadership and Organizational Development by Clare Rigg, Sue Richards PDF

By Clare Rigg, Sue Richards

ISBN-10: 0203966198

ISBN-13: 9780203966198

ISBN-10: 0415372704

ISBN-13: 9780415372701

Unprecedented funding is being made in management improvement around the public zone: management classes are turning out to be, and improvement is a center topic of organizational capability development tasks. inside of this, motion studying has attracted expanding curiosity as an technique which can concurrently handle person and organizational improvement.

An notable and scholarly assortment, this ebook collates vital examples and considers the proof for motion learning’s effectiveness. An vital learn for postgraduate scholars and researchers of human assets, education and improvement, this significant e-book attracts vital insights to elevate new questions in regards to the position of the facilitator, the worth of a ‘bilingual’ skill with public carrier matters and facilitation, comparisons with training and mentoring, and implications for utilising motion studying in a politicized or hierarchical atmosphere and on a consultancy basis.

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Additional resources for Action Learning, Leadership and Organizational Development in Public Services (Routledge Studies in Human Resource Development)

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Action learning elements and the five schools of adult learning The connections between action learning elements and the schools of adult learning are readily apparent. The strength of those connections adds credence to the broad-based application of action learning. In this section, we will delineate specific theoretical features of the schools and link them to the action learning elements. We begin with the fundamental element of action learning which is the existence of an urgent and critical problem.

As Argyris (1991: 107) notes, “the key to any educational experience . . ” Optimizing the power of action learning 31 Problems and action learning at Deutsche Bank In the late 1990s, Deutsche Bank faced tremendous changes in its business and staff structure, with critical implications for corporate culture. Organizational change was critical and the following steps were considered: • • • • • Reconfiguration along divisional product lines. Shift from regional to global operational structure. Shift from multinational to global leadership structure.

How this is done in any given circumstance is likely to reflect the core strategic purposes a particular government sets itself. What are the key themes by which they will be judged? The approach to organizational and system design also reflects the key drivers and enablers of change in the wider political, economic, social and technological environment, all of which will impact on a government’s capacity to achieve its purpose. This chapter argues that an older paradigm of public policy and public service, in place in the three decades following the Second World War, was characterized by government joined up through policy consensus and the community of professional practice.

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Action Learning, Leadership and Organizational Development in Public Services (Routledge Studies in Human Resource Development) by Clare Rigg, Sue Richards

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