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Saturday, December 14

  1. page Home edited ... Keys, L (1994) Action Learning: Executive Development of Choice for the 1990s, Journal of Mana…
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    Keys, L (1994) Action Learning: Executive Development of Choice for the 1990s, Journal of Management Development, Vol 13, No. 8, pp 50-56.
    Linker, J. (2004) The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw Hill Professional.
    [[include component="comments" page="page:home" limit="10" ]]
    (view changes)
    2:19 pm
  2. page Home edited ... Keys, L (1994) Action Learning: Executive Development of Choice for the 1990s, Journal of Mana…
    ...
    Keys, L (1994) Action Learning: Executive Development of Choice for the 1990s, Journal of Management Development, Vol 13, No. 8, pp 50-56.
    Linker, J. (2004) The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw Hill Professional.
    [[include component="comments" page="page:home" limit="10" ]]
    (view changes)
    1:35 pm
  3. page 6-Summary edited ... Finally, time to test your organisation {Learning organisation questionnaire.pdf} {Merry …
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    Finally, time to test your organisation
    {Learning organisation questionnaire.pdf}
    {Merry Xmas.jpg}
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    1:19 pm
  4. file Merry Xmas.jpg uploaded
    1:19 pm
  5. page 6-Summary edited ... Finally, time to test your organisation {Learning organisation questionnaire.pdf} {downlo…
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    Finally, time to test your organisation
    {Learning organisation questionnaire.pdf}
    {download.jpg}
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    1:17 pm
  6. page 7-Further Readings edited ... Reynolds, R. and Ablett, A. (1998), `Transforming the rhetoric of organisational learning to t…
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    Reynolds, R. and Ablett, A. (1998), `Transforming the rhetoric of organisational learning to the reality of the learning organisation, The Learning Organisation, Vol. 5 No. 1, pp. 24-35.
    Linker, J. (2004) The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw Hill Professional.
    Other P57959 Oxford Wikis:
    http://le-group-3.wikispaces.com/
    http://leg4.wikispaces.com/
    http://oale2group.wikispaces.com/

    {download.jpg}
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  7. page 2-Models of Organisational Learning edited ... Third, the opposite transfer of explicit to tacit knowledge (‘internalization’) relates to the…
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    Third, the opposite transfer of explicit to tacit knowledge (‘internalization’) relates to the application of representations of knowledge (e.g., manuals, diagrams and models) to develop abilities and understanding through practice and reflection.
    Finally, ‘combination’ is the use of existing explicit knowledge/s to create a ‘bigger picture’ such as is the case in formal learning situations like writing an essay and combining models". Below is the Knowledge Spiral as described by Nonaka & Takeuchi.
    {Capture.PNG}{SECI-model-of-knowledge-dimensions-Ikujiro-Nonaka.png}
    3. Abrahamson's (1991) model: Fads and fashions
    Abrahamson (1991) is interested in helping managers make more rational decisions when adopting new management ideas. He recognizes that assumptions of rational management free choice and clear organizational goals and criteria for assessing efficiency are rarely appropriate or evident, especially in conditions of high uncertainty (cf. Simon, 1960). Rather, he shows how adoption of ideas can be ‘forced’ (e.g., government bodies requiring use of safety or quality protocols) or subject to the influence of ‘fashion’ (e.g., from consultants/gurus, media and business schools). Also, this can lead to copying others such as ‘in-group’ or peer companies. He calls this the ‘fad’ perspective, although most writers do not distinguish between fads and fashions."
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    12:51 pm
  8. page Ha - Test page (deleted) edited
    12:47 pm

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