Management Learning: Integrating Perspectives in Theory and PracticeJohn Burgoyne, Michael Reynolds Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field. |
Contents
MAKING SENSE OF MANAGEMENT LEARNING | 17 |
Research Traditions in Management Learning | 38 |
Management Development as a Pluralistic | 54 |
Cultivating | 71 |
Groups Groupwork and Beyond | 89 |
BEING CRITICAL | 105 |
Passion Perspective and Project | 127 |
Management Learning as Discourse | 144 |
VALUES AND PURPOSES | 177 |
A Critical Reconsideration | 199 |
Accepting the Challenge | 215 |
DEVELOPMENTS IN DESIGN | 243 |
Computer Support for Management Learning | 282 |
Lessons from Informal and Incidental Learning | 295 |
Towards a Critical Management Pedagogy | 312 |
Looking Forward | 329 |
Other editions - View all
Management Learning: Integrating Perspectives in Theory and Practice John Burgoyne,Michael Reynolds No preview available - 1997 |
Common terms and phrases
academic action learning activity analysis approach argue assumptions become behaviour Burgoyne business ethics business schools challenge chapter communities of practice concepts context corporate course critical discourse analysis critical pedagogy critical perspective critical reflection critical theory critique culture debate dialogue discourse discussion dominant education and development emphasis environment epistemology example experience experiential learning formal gender groupwork human ideas incidental learning individuals inquiry institutional interests international management interpretation involved issues knowledge Lancaster University learners learning process London management development management education management learning managerial means ment methods moral normative organization organizational participants particular pedagogy political potential practitioners problems professional programme questions radical relations relationships Revans role Sage situated learning skills social structure student-centred learning teaching texts theory and practice thinking tion traditional tutors understanding University values Willmott women