Synopses & Reviews
A unique perspective from adult educators experienced in organizational change. Shows human resource professionals, frontline managers, and others how people learn in the workplace and how to support that learning in programs that foster high employee involvement, in self-directed teams, or by addressing core organizational concerns such as balancing work and home life. In eighteen illustrative case vignettes, individuals from such companies as AT&T, IBM, and Esso Petroleum describe in their own words the "action imperatives" that help create learning at four key levels--the individual, the team, the organization, and society."This is not a 'flavor of the month' management book; this is a 'blueprint for organizations in the 21st century.'"--Dr. Marie Volpe, former manager, education and development, Exxon Research & Engineering Company
Review
"This is not a 'flavor of the month' management book; this is a 'blueprint for organizations in the 21st Century.'" —Dr. Marie Volpe, former manager, education & development, Exxon Research & Engineering Company
"Those of us helping our organizations become more proficient in learning will benefit from this thoughtful, comprehensive, and timely work." —Katharine C. Weldon, director of education methods, Ernst & Young
Synopsis
From their unique perspective as adult educators experienced in the work of organizational change, the authors show both human resource professionals, as well as front line managers and others, how people learn and how to support that learning. They show how individual learning acts as a catalyst for group and organizational learning in such key areas as employee involvement, self-directed teams, and the balance of work and home life. Eighteen illustrative case vignettes feature companies such as AT&T, IBM, and Esso Petroleum.
Synopsis
A unique perspective from adult educators experienced in organizational change. Shows human resource professionals, frontline managers, and others how people learn in the workplace and how to support that learning in programs that foster high employee involvement, in self-directed teams, or by addressing core organizational concerns such as balancing work and home life.
Description
Includes bibliographical references (p. 281-289) and index.
About the Author
KAREN E. WATKINS is associate professor, Department of Adult Education, University of Georgia, Athens. She has served as a consultant for numerous organizations including Motorola, Texas Instruments, and Chevron. Her previous books include Facilitating Learning in the Workplace (1991). VICTORIA J. MARSICK is associate professor of adult and continuing education and codirector, Adult Education Graduate Programs, at Teachers College, Columbia University. She has consulted worldwide for international agencies and U.S. firms including AT&T, Exxon, and CIBA-GEIGY. Her previous books include Learning in the Workplace and Professionals' Ways of Knowing (with H. K. Morris Baskett, 1992). Watkins and Marsick are also coauthors of Informal and Incidental Learning (1990).
Table of Contents
Part One: Learning as a Way of Organizing
1. A Framework for the Learning Organization
2. The Continuously Learning Individual: Integrating Work and Learning
3. Supporting the Continuous Learner: Formal and Informal Training Strategies
Part Two: Teams That Learn
4. Inquiry in Action: Making Collaborative Learning Possible
5. Learning Together: The Team Process
6. Enhancing Team Learning: Three Approaches to Learning Through Action
Part Three: Organizations That Learn
7. Making the Transition: How Organizations Learn and Change
8. Redesigning Work: Organizations That Are Making Promising Changes
9. Empowering People Toward a Collective Vision
10. Organizations and the Community: Supporting the InterdepAndence of Organizations, Families, and Society
Part Four: Facing the Challenge
11. Overcoming Barriers to Change
12. Envisioning the Future: Portrait of a Learning Organization