The Learning Organization: Developing Democracy at WorkHarperCollinsBusiness, 2001 - 137 páginas As our world becomes more complex and uncertain it is crucial for both individuals and organizations to learn regularly and rigorously from their work to enable them to adapt rapidly, capably and continuously to their changing environments - giving them a much higher chance of surviving and developing. |
Índice
Does Organizational Learning Matter? | 1 |
The Six Preconditions for Creating a Learning | 12 |
Policy Learning | 66 |
Página de créditos | |
Otras 2 secciones no se muestran.
Otras ediciones - Ver todo
Learning Organization: Developing Democracy at Work Bob Garratt No hay ninguna vista previa disponible - 2001 |
Términos y frases comunes
accepted accountability achieve action learning groups appraisal aspects asset balance become behaviours Benchmarking board of directors BP Amoco budgets changing environment competence Complex adaptive systems conscious corporate brain create critical review customer-facing staff customers debate democratization dilemmas direction-givers directors and managers discriminating questions emotional climate encourage energy ensure environmental feedback Figure Garratt idea increasingly Institute of Directors integration intellectual property internal issue knowledge Learning Board model learning climate Learning cycle Learning Organization learning processes level of learning major managerial measure mindset monitoring Operational Learning organization's Organizational Capabilities organizational effectiveness organizational learning personal development Policy Learning positive problem rate of learning reframing regular and rigorous reserved powers Revans risk assessment role Santa Fe Institute scarce resources Sector senior executives sensitized shareholders stakeholders Strategic Learning strategic thinking SWOT analysis tegic Turnbull Report Twelve Organizational twenty-first century Unipart values values-based vision