内容

目次

Part 1 Organizational learning: introduction, Christopher Mabey; theleader's new work, building learning organizations, P. Senge; learningorganizations, M. Dale; why managers won't learn, G. Salaman and J.Butler; the factory as a learning laboratory, D. Leonard Barton. Part 2Assessing and developing competency: introduction, Christopher Mabey;competency requirement forecasting - issues for international selectionand assessment, P. Sparrow and M. Bognano; the kind of competence forrapid change, T. Cockerill; individual and organizational learning -the pursuit of change, A. Mumford; empowering leaders - are they beingdeveloped?, L. Gratton and J. Pearson. Part 3 Facilitating development:introduction, Paul Iles; action learning and excellence in managementdevelopment, C.J. Margerison; the effects of performance review inappraisal - evidence and implications, C. Fletcher; career developmentpractices in the UK - a participant perspective, C. Mabey and P. Iles;to coach or not to coach - that is the question!, J.O. Burdett;strategic management development - using experiential learning theoryto assess and develop managerial competences, D. Kolbs, S. Lubin, J.Spoth and R. Baker; applying self-development in organizations, M.Pedler. Part 4 Developing team effectiveness: introduction, ChristopherMabey; building a self-directed work team, R.C. Wellins; dilemmas ofteamwork, R. Moss Kanter; managerial leadership - the key to goodorganization, E. Jaques; job redesign, M. Marchington; innovative teamsat work, N. Anderson, G. Hardy and M. West. Part 5 Managing diversity:introduction, Paul Iles; valuing differences - the concept and a modeland doing it, how it worked for us, B. Walker; women in management -organizational socialization and assessment practices that preventcareer advances, B. Alimo-Metcalfe; why executives lose their balance,J. Kofomidos; management development in Europe, M. Berger and P. Watts.