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Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.
Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.
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Autorenporträt
John Burgoyne is Professor of Management Learning at the Management School, Lancaster University and is co-author of The Learning Company (with M Pedler and T Boyell, 1996). Michael Reynolds is Senior Lecturer in Management Learning at the Management School, Lancaster University, and is the author of Groupwork in Education and Training (1994). CONTRIBUTORS OUTSIDE WESTERN HEMISPHERE Richard Boot University of Lancaster Robert Chia University of Stirling Ian Cunnigham Centre for Self-Managed Learning Brighton Mark Easterby-Smith University of Lancaster Steve Fox University of Lancaster Ginny Hardy University of Lancaster Norman Fairclough University of Lancaster Vivien Hodgson University of Lancaster Monica Lee University of Lancaster Anna Lorbiecki University of Lancaster David MacConnell University of Sheffield Judy Marshall University of Bath Mike Pedler Sheffield Robin Snell City University Hong Kong Morgan Tanton University of Lancaster Richard Thorpe Manchester Metropolitan University
Inhaltsangabe
Introduction PART ONE: MAKING SENSE OF MANAGEMENT LEARNING From Management Education and Development to the Study of Management Learning - Stephen Fox Research Traditions in Management Learning - Mark Easterby-Smith and Richard Thorpe The Arena Thesis - John Burgoyne and Brad Jackson Process Philosophy and Management Learning - Robert Chia Cultivating `Foresight¿ in Management Groups, Groupwork and Beyond - Richard Boot and Michael Reynolds PART TWO: BEING CRITICAL Problematical Premises, Presumptions, Presuppositions and Practices in Management Education and Training - Ian Cunningham and Graham Dawes The Gender Agenda - Richard Boot and Morgan Tanton Passion, Perspective and Project Management Learning as Discourse - Norman Fairclough and Ginny Hardy Critical Action Learning - Hugh Willmott PART THREE: VALUES AND PURPOSES Management Learning Perspectives on Business Ethics - Robin Snell The Developmental Approach - Monica Lee A Critical Reconsideration New Technology and Management Learning - Vivien Hodgson Accepting the Challenge Collaborative and Self-Reflective Forms of Inquiry in Management - Judi Marshall and Peter Reason PART FOUR: DEVELOPMENTS IN DESIGN Interpreting Action Learning - Mike Pedler The Internationalization of Management Learning - Anna Lorbiecki Towards a Radical Perspective Computer Support for Management Learning - David McConnell Lessons from Informal and Incidental Learning - Victoria Marsick and Karen Watkins Towards a Critical Management Pedagogy - Michael Reynolds Reconstruction Looking Forward
Introduction PART ONE: MAKING SENSE OF MANAGEMENT LEARNING From Management Education and Development to the Study of Management Learning - Stephen Fox Research Traditions in Management Learning - Mark Easterby-Smith and Richard Thorpe The Arena Thesis - John Burgoyne and Brad Jackson Process Philosophy and Management Learning - Robert Chia Cultivating `Foresight¿ in Management Groups, Groupwork and Beyond - Richard Boot and Michael Reynolds PART TWO: BEING CRITICAL Problematical Premises, Presumptions, Presuppositions and Practices in Management Education and Training - Ian Cunningham and Graham Dawes The Gender Agenda - Richard Boot and Morgan Tanton Passion, Perspective and Project Management Learning as Discourse - Norman Fairclough and Ginny Hardy Critical Action Learning - Hugh Willmott PART THREE: VALUES AND PURPOSES Management Learning Perspectives on Business Ethics - Robin Snell The Developmental Approach - Monica Lee A Critical Reconsideration New Technology and Management Learning - Vivien Hodgson Accepting the Challenge Collaborative and Self-Reflective Forms of Inquiry in Management - Judi Marshall and Peter Reason PART FOUR: DEVELOPMENTS IN DESIGN Interpreting Action Learning - Mike Pedler The Internationalization of Management Learning - Anna Lorbiecki Towards a Radical Perspective Computer Support for Management Learning - David McConnell Lessons from Informal and Incidental Learning - Victoria Marsick and Karen Watkins Towards a Critical Management Pedagogy - Michael Reynolds Reconstruction Looking Forward
Rezensionen
`There is a lot in this book for anyone who wants to take Management Learning seriously' - Organisations & People `I feel confident that managers, academics and trainers will find Management Learning an in invaluable addition to their libraries' Studies in the Education of Adults
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