Action Learning at WorkAlan Mumford The Action Learning approach to management development, based on the pioneering work of Reg Revans, is well known among human resource specialists. In this book Professor Mumford, himself a leading exponent of Action Learning, has brought together more than 34 articles and papers on the subject from a variety of sources. They reflect the experience not only of those responsible for AL programmes but also of learners and client organizations. A wide range of issues is addressed, from underlying philosophy to evaluation, from the learning process itself to ways of integrating the 'P' and the 'Q' of Revans' famous equation.All the material in this absorbing collection derives from the work of International Management Centres, a business school dedicated to the Action Learning approach. The result is a treasure trove of insights and practical guidance for anyone involved in, or contemplating, an AL programme - and indeed for anyone concerned with improving managerial performance. |
Contents
Placing Action Learning and Action Research | 25 |
The IMC Experience | 42 |
In Search of P | 55 |
Personal and Professional Development | 62 |
Networking and Leadership | 71 |
Turning Experience into Learning | 89 |
From Colleagues in Adversity to the Synergy | 101 |
Reflections on an Action | 111 |
Managers Developing Others through Action | 199 |
Who Crossfertilizes Most on | 215 |
Organizational and Business Development | 235 |
Management Development through Action | 249 |
Developing the Top Team | 266 |
Rediscovering Standards | 301 |
Achieving Success in Postgraduate Action | 316 |
Measuring the ROI from Management Action | 333 |
The Evaluative Assessment of Managerial | 133 |
Making Action Learning More Effective | 169 |
Action Learning Pansetting | 183 |
Intrapreneurship and Entrepreneurship amongst | 367 |
Rogue Learning on the Company Reservation | 386 |
Common terms and phrases
academic achieved Action Learning MBA Action Learning programmes action research activities Alan Mumford Allied Irish Bank approach asked associates behaviour benefits boss Brian Wilson challenge chapter client colleagues course cross-fertilization culture discussion effective encourage enterprise evaluation feedback five-year review focus formal functioning Honey ideas identified IDV UK IMC's IMCB implementation important improve in-company individual International Management Centres intrapreneurs involved issues knowledge learners learning cycle learning experiences learning log Learning set learning styles management development management education managerial marketing matrix management MBA programme MCB University Press ment mentor Mike Mead open set opportunities organization organizational organizational culture pan-set participants particular plans problems professional questions reflection relevant responsibility role Seagram senior managers session set adviser set meetings set members skills specific staff strategy structure Swan Hunter task tutors workshop