This book questions the effectiveness of current employee learning in most organisations and presents an alternative framework model, which is less costly and more successful. Many practical examples of successful approaches are give in a highly readable format, with many diagrams.
This book questions the effectiveness of current employee learning in most organisations and presents an alternative framework model, which is less costly and more successful. Many practical examples of successful approaches are give in a highly readable format, with many diagrams.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Kevin Hoag was awarded both BS and MS degrees in mechanical engineering from the University of Wisconsin-Madison. He spent 16 years at Cummins Inc., Columbus, Indiana where his most recent role was as senior technical advisor for continuing engineering education. Under his leadership Cummins was awarded the Glenn L. Martin Award for Corporate Leadership in Continuing Education in 1998, presented by the International Association for Continuing Engineering Education. He is currently the associate director of the Engine Research Centre at the University of Wisconsin-Madison, and a program director in the Department of Engineering Professional Development.
Inhaltsangabe
Part 1: An innovative model Chapter 1: Introduction Chapter 2: Moving beyond the classroom Chapter 3: Management roles Chapter 4: Mechanisms for advanced learning Chapter 5: Communicating the information Chapter 6: Employees own their own development Chapter 7: The supervisor's role Part 2: A few further applications Chapter 8: Rotational programs Chapter 9: Organizational assessment Chapter 10: Evaluating program effectiveness Chapter 11: There is no such thing as a free lunch
Part 1: An innovative model Chapter 1: Introduction Chapter 2: Moving beyond the classroom Chapter 3: Management roles Chapter 4: Mechanisms for advanced learning Chapter 5: Communicating the information Chapter 6: Employees own their own development Chapter 7: The supervisor's role Part 2: A few further applications Chapter 8: Rotational programs Chapter 9: Organizational assessment Chapter 10: Evaluating program effectiveness Chapter 11: There is no such thing as a free lunch
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