By Y. Boshyk
For the 1st time in a single quantity, the top proponents and practitioners of motion studying outline their strategy, and describe how motion studying and govt and organizational improvement are practiced within the public, deepest and 'not-for-profit' sectors all over the world. defined intimately are the reviews of basic electrical, Merck, Volvo, eastern and Korean multinationals, in addition to the Canadian Civil provider and the realm Council of church buildings, between others.
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Extra resources for Action Learning Worldwide: Experiences of Leadership and Organisational Development
Programme participants were not simply reporting to senior executive committee sponsors, but learning with them when executive committee members recognized that they too needed to learn how to function in the new organization. The ARL™ programme served a catalytic function in translating the support for globalization identified through the search conference and corporate culture survey into specific actions that were subsequently implemented. Yorks et al. (1997) suggest this framework creates a liberating structure in which all those involved, participants and sponsors alike, could learn their way into becoming a global organization.
When the organization is prepared for such challenges, and links are developed to systematic organizational change, these outcomes are appropriate and helpful. When this is not the case, managers may not be rewarded for their new behaviours and their challenges cannot be used as leverage for culture change. We conclude that critically reflective action learning programmes are likely to be increasingly useful to organizations that are caught up in the need for deep change because of today’s turbulent environment.
London: Lemos & Crane. Raelin, J. A. (1993) ‘The Persean Ethic: Consistency of Belief and Actions in Managerial Practice’. Human Relations, vol. 46(5), pp. 575–621. , Skarvad, P. and Nilsson, S. (1994) Strategic Leadership in the Learning Society. Vasbyholm, Sweden: MiL Publishers. Weinstein, K. (1995) Action Learning: A Journey in Discovery and Development. London: HarperCollins. , Lamm, S. and O’Neil, J. (1999) ‘Transfer of Learning from Action Learning Programmes to the Organizational Setting’, in L.
Action Learning Worldwide: Experiences of Leadership and Organisational Development by Y. Boshyk
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