Get Action Learning for Managers PDF

By Mike Pedler

ISBN-10: 0566088630

ISBN-13: 9780566088636

ISBN-10: 1409421554

ISBN-13: 9781409421559

Motion studying for Managers is a transparent, concise and easy advisor to this well-established method of challenge fixing and studying in teams that allows swap in participants, groups, agencies and structures. via motion studying humans increase themselves and construct the relationships which are the major to bettering operations and bringing approximately options. With questionnaires, checklists, examples and sensible suggestion, this little ebook contains every little thing you want to start. motion studying is largely an easy concept yet person who calls for concept, dedication and care to place into perform.

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Extra resources for Action Learning for Managers

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People share problems as soon as they see them, they offer help readily and without embarrassment and everybody puts their shoulders to the wheel when necessary. As organisations get older, bigger and more systematic, they can lose this natural action and learning ability. Then action learning can help to loosen things and open people up to innovation. So, if you have decided that this is right for your organisation, what does an action learning programme look like? 22 3 What does an action learning programme look like?

25 3 action learning for managers The following case illustrates the structure of an action learning programme in a large engineering company: CASE EXAMPLE A design for an action learning programme in an engineering company Reorganisation had created 36 new teams, and the team leaders took part in the programme with the help of external advisers. ” and although the action and learning on the problem was unique to that person, it was shared in the sets and at the three conferences. The startup conference included a visit from the MD and Chairman and an introductory activity to give people a taste of action learning and to get them started thinking about their “problems”.

Have you quantified the costs of poor quality, late deliveries etc.? What’s the history? How long has it been like this? You talk about what the boss wants – what do you want? What’s in it for your boss? Who else – apart from you and the boss – thinks this is a problem? What’s your relationship like with your boss? How do your colleagues feel about the situation? How have your colleagues got to behave differently? Whose side are you on? What have you got to gain from acting on this? Why change?

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Action Learning for Managers by Mike Pedler


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