The primary purpose of this study was to determine the importance of existing organizational learning mechanisms and establish the size and magnitude of the relationship among the organizational learning mechanisms. O...
The primary purpose of this study was to determine the importance of existing organizational learning mechanisms and establish the size and magnitude of the relationship among the organizational learning mechanisms. Of great import also was to determine whether statistically significant relationships existed among the organizational learning mechanisms. An exploratory correlational research design was utilized to survey 498 employees from seven small‐size business enterprises located in the Southern and Mid‐Western United States. Mean scores indicated that respondents perceived leadership and evaluative inquiry as the prevalent learning mechanisms within the organizations studied. According to the findings, certain types of small‐size business enterprises exhibit organizational learning characteristics more so than do others involved in the study. The results of the correlation analysis showed that the learning mechanisms leadership and culture had the highest level of association, followed by culture and systems and structures.
This chapter presents a summary of women's social capital networks as highlighted in the previous chapters and discusses salient emergent issues for consideration, as well as the concomitant implications for women...
This chapter presents a summary of women's social capital networks as highlighted in the previous chapters and discusses salient emergent issues for consideration, as well as the concomitant implications for women as adult learners and for adulteducation.
Addresses the need to interrelate academic and workplace domains from the perspective of management development. To address either domain in relative exclusion from the other risks creating a workplace context where l...
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Addresses the need to interrelate academic and workplace domains from the perspective of management development. To address either domain in relative exclusion from the other risks creating a workplace context where learners are able to grasp real‐world problems but lack the underlying academic knowledge to solve them. Outlines how action learning can be used to bridge the two domains and provides actual examples from the USA, Australia and the UK. Provides an overview of action learning as a methodology.
This chapter examines reflective theory building in practice as an appropriate role for the practitioner and a significant means of contributing to the knowledge base of adulteducation and humanresourcedevelopment.
This chapter examines reflective theory building in practice as an appropriate role for the practitioner and a significant means of contributing to the knowledge base of adulteducation and humanresourcedevelopment.
The Emerging Worldwide Electronic University: Information Age Global Higher *** Rossman (Westport, Connecticut: Greenwood Press, 1992, 169 pp., $42.95 hardback; $17.95 paperback).Distance education: Staff Handbook(The...
The Emerging Worldwide Electronic University: Information Age Global Higher *** Rossman (Westport, Connecticut: Greenwood Press, 1992, 169 pp., $42.95 hardback; $17.95 paperback).Distance education: Staff Handbook(The Guide Series in Continuing education No. 2506)by Harold Markowitz, Jr. (Urbana‐Champaign: University of Illinois, 1990, 59 pp., $13.95).Managing Distance education Courses(The Guide Series in Continuing education, No. 2505)by Elizabeth Houdek (Urbana‐Champaign: University of Illinois, 1990, 50 pp., $9.95).
The annotated references in this chapter have been developed by this volume's authors to help readers explore action technologies that interest them more deeply.
The annotated references in this chapter have been developed by this volume's authors to help readers explore action technologies that interest them more deeply.
In this chapter, we explore the historical roots and current trends that have led to an increasing use of action technologies to enhance adult learning and facilitate organizational and social change.
In this chapter, we explore the historical roots and current trends that have led to an increasing use of action technologies to enhance adult learning and facilitate organizational and social change.
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