Work based approaches to learning and development have become increasingly popular. However often individuals and developers are not given clear enough assistance to make such…
Abstract
Work based approaches to learning and development have become increasingly popular. However often individuals and developers are not given clear enough assistance to make such approaches work effectively. This article covers the use of one work based method, namely job rotation.
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We need to see coaching differently from the way it has been viewed within some organizations in the past, where the word has often carried a remedial rather than a developmental…
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We need to see coaching differently from the way it has been viewed within some organizations in the past, where the word has often carried a remedial rather than a developmental connotation. People needed to be coached because they were not performing well at current tasks. One problem with the remedial approach is that attention is focused on finding and implementing a solution to the immediate performance problem. This can mean that the coach, with potentially greater organizational experience or expertise than the learner, is tempted to take responsibility for prescribing a solution. And if they can not resist the temptation to do that they end up taking responsibility for the individual’s learning too.
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Interest and investment in leadership development continues to grow at a considerable pace, where organizations view it as an important source of competitive advantage. Over the…
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Interest and investment in leadership development continues to grow at a considerable pace, where organizations view it as an important source of competitive advantage. Over the years research into leadership has moved from concerns with supervisory leadership (leadership in the organization) to strategic leadership (leadership of the organization). With the creation of what have been termed the “new leadership” theories, from the 1980s onwards we have had the promotion of concepts such as transformational, charismatic and visionary leadership.
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Jim Richardson and Ben Bennett
This third and final article summarises our views of the place and importance of Learning to Learn as an approach to management training and education. In it we shall update many…
Abstract
This third and final article summarises our views of the place and importance of Learning to Learn as an approach to management training and education. In it we shall update many of the approaches to which we referred in the first and second articles and which we have developed through the use of our methods on in‐company and open groups. We would hope to leave you with the idea that Learning to Learn is a different kind of animal from most other approaches, and with an understanding of the implications of this difference for training as a whole.
Jim Richardson and Ben Bennett
This is the second of three articles describing our approach to self‐development. Two case studies of individual managers are provided to illustrate the process and some of the…
Abstract
This is the second of three articles describing our approach to self‐development. Two case studies of individual managers are provided to illustrate the process and some of the outcomes of the approach. An organisational case study is also provided to illustrate how organisational structure and culture can interact with the learning and problem‐solving styles of its members. We conclude the article with some suggestions as to the range of actual and potential applications of this approach to training and learning: management and organisation development, team building, coaching skills, the manager's training role and the design and management of training programmes.
Jim Richardson and Ben Bennett
The focus of an increasing amount of interest in management training and development in recent years has been on the application of learning to learn and self‐development…
Abstract
The focus of an increasing amount of interest in management training and development in recent years has been on the application of learning to learn and self‐development approaches. We have been working on this area for several years now with some success. We have produced three articles for publication in JEIT through which to share our ideas, of which this is the first. They are based on several in‐company applications and include our starting assumptions, practical techniques for application, our conclusions and our ideas for future uses of the approach.
The article aims to investigate personal development plans (PDPs), which have become increasingly popular in organizations as perceived demands for staff to become more adaptable…
Abstract
Purpose
The article aims to investigate personal development plans (PDPs), which have become increasingly popular in organizations as perceived demands for staff to become more adaptable, flexible and empowered have grown in response to internal and external organizational change. The adoption of PDPs is seen to be in tune with the times.
Design/methodology/approach
This article draws from research into work based learning by Strategic Developments International.
Findings
The study shows that, despite their popularity, PDPs are used patchily and only a few organizations use them well. One problem is that “Personal” can come to mean disconnected from work or from the organization's strategy. Second, we see too often that these plans stay as interesting plans that do not get actioned. A third concern is that the PDP is often very short term. However, just because many people and organizations use PDPs badly does not undermine the value of planned learning. It just means that learners and their managers need to manage the process well so that they and their organization get the maximum value from it.
Originality/value
The article provides guidance on how to get the best from the PDP process.
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The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
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The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier…
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Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.
Prison constitutes one of the main forms of managing punishment in penal systems (Dammert & Zúñiga, 2008; Garland, 2001; Sozzo, 2016). However, the study of prisons presents…
Abstract
Prison constitutes one of the main forms of managing punishment in penal systems (Dammert & Zúñiga, 2008; Garland, 2001; Sozzo, 2016). However, the study of prisons presents different emphases and scenarios depending on the context of observation. In this chapter, we analyse one of the most solid and structured prison systems in Latin America, the Chilean system, which aims to regulate all aspects of prison life, from those related to basic needs to those related to social reintegration. However, its intention of control clashes with the actual functioning of the prisons, producing tensions that are addressed by the staff under different strategies: some with a more punitive profile and others under more consensual margins. In order to explore this scenario, a documentary review of institutional reports on the Chilean prison system is carried out, which is combined with a descriptive qualitative study that, through in-depth and semi-structured interviews. The work carried out allows us to conclude that although order can be achieved through control and surveillance, that is, by imposing rules vertically, without listening to the people involved, demanding only the fulfilment of tasks, isolating and neutralising inmates in the event of any misconduct, this position creates a perception of injustice, which cumulatively can lead to violence (Byrne & Hummer, 2008). However, it is also possible to achieve order through legitimacy, that is, through relational mechanisms through which the problems of the people affected are identified and small agreements are reached, making them participants in the search for solutions.