Describes a study in two large engineering companies attempting to implement a learning orientation and presents a new sector‐specific model of a learning orientation, based on…
Abstract
Describes a study in two large engineering companies attempting to implement a learning orientation and presents a new sector‐specific model of a learning orientation, based on these findings. Research was conducted through interviews with managers and employees and questionnaires using a specially designed measurement tool. Both companies were found to be most learning orientated in terms of empowerment and organisational structure, and least learning orientated with regard to participation in policy making and environmental links. Interviews with respondents indicated concern at poor communications and a lack of trust in both organisations; appearing to constitute a barrier to learning. Effective information‐sharing appeared to constitute a critical factor in the success or otherwise of learning programmes and there were links with trust and employee morale. The study highlighted a need for greater evaluation of learning in organisations and a more holistic approach to the implementation of learning initiatives.
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The potential for increasing organisational performance by empowering employees at all levels of the workforce and providing opportunities for participation and learning is now…
Abstract
The potential for increasing organisational performance by empowering employees at all levels of the workforce and providing opportunities for participation and learning is now being recognised by many organisations. Empowerment is normally instigated by management as part of a necessary organisational change. It attempts to allow individual employees to contribute to the process of making decisions relevant to their own work and is normally a part solution to the flattening of organisational structures; where middle management layers are removed, the responsibility for decision making and problem solving must be shifted.
Penny Gardiner and Peter Whiting
The learning organization may be the key to future success for organizations. There is no blueprint for success, but companies need to recognize and utilize the experience and…
Abstract
The learning organization may be the key to future success for organizations. There is no blueprint for success, but companies need to recognize and utilize the experience and expertise of their employees. In return, they must provide appropriate rewards and generate an environment of mutual trust and openness. A significant factor in this is the sharing of information. Attempts to assess learning organization characteristics in an engineering company using a specially developed questionnaire. Presents findings using eight conceptual groups. The company could not claim to have become a learning organization, though it had moved in this direction. Empowerment and employees’ self‐development were the areas where the company had developed most. Progress appeared to have been impeded by lack of change in other departments and by failure to share information throughout the company. This, in turn, had precluded the growth of trust between management and other employees.
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All gender identity is socialized, but anything gendered feminine is marginalized. In the United States, we live in a patriarchal culture that is bounded by binary gender…
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All gender identity is socialized, but anything gendered feminine is marginalized. In the United States, we live in a patriarchal culture that is bounded by binary gender identity. Up to this point, work on gender and education leadership has remained within the bounds of patriarchy, and thus been confined to binary, hierarchical gender definitions. This study pushes past prior work to advance a more complex and messy understanding of how identity impacts aspiring leaders in their careers. Using Carol Gilligan and Snider (2018) Listening Guide Method, this study of 18 aspiring school leaders of different gender identities, sexual identities, and races focuses on how gender identity and gender performance impact school leaders' career trajectories. A key finding of this study is that women, regardless of race or sexual identity, have difficulty finding mentors while men, regardless of race or sexual identity, are tapped by schools leaders and offered mentoring opportunities. This chapter posits a new framework for mentoring that will lead to more liberatory pipeline structures.
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Like the Caithness library, the Airdrie library as a separate entity disappeared in the process of local government reorganisation in 1975. This account assesses the extent of…
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Like the Caithness library, the Airdrie library as a separate entity disappeared in the process of local government reorganisation in 1975. This account assesses the extent of community support in the earliest years of the service.
As I look back, I find that, for me, as for many old men, the book of greatest influence is the Book of Life; and as one who has been extraordinarily lucky in friendships I know…
Abstract
As I look back, I find that, for me, as for many old men, the book of greatest influence is the Book of Life; and as one who has been extraordinarily lucky in friendships I know that close contact with other minds has been of superlative value. From quite early boyhood I had friends of intellectual quality, and as I grew up I benefited from close association with such men as Arnold Bennett, H. G. Wells, A. G. Gardiner, and others, all my seniors, and all shrewd observers of history and the current scene. Nevertheless the love of books, and the constant reading of books, have partially made up for almost total lack of schooling.
Function libraries, and indeed the majority of organisations, especially those operating on a commercial basis or utilising public funds, consist of material and human structures…
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Function libraries, and indeed the majority of organisations, especially those operating on a commercial basis or utilising public funds, consist of material and human structures. The leaders of the human structure utilise personnel and materials in the pursuit of certain goals. Brech itemises four main elements in this process of planning and regulating enterprise activities. They comprise:
Joy Watkins, Lorely Stanton, Barry Saunders, Gillian Lasocki, Pat Chung and Penny Hibberd
This paper aims to discuss professionals working in partnership with family carers and the importance of learning from their experiences in designing and delivering support to…
Abstract
Purpose
This paper aims to discuss professionals working in partnership with family carers and the importance of learning from their experiences in designing and delivering support to themselves and people with dementia.
Design/methodology/approach
Working in partnership with carers is a key goal of policy and practice. This paper demonstrates how this can work in practice.
Findings
Key issues are synthesized, drawing on the stories of three carers who shared their stories as part of the original conference workshop on which the paper is based.
Originality/value
Lessons for professionals about the nature of the dementia caring journey and dimensions of good practice are highlighted.
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