Development and Learning in Organizations

Ian Cunningham

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910276

Purpose – The purpose of this paper is to provide a case for a new future for learning and development (L&D) functions in organizations. Design/methodology/approach – The article is based on work done in a variety of organizations as well as published sources. The article is provocative in suggesting a split of L&D from human resources (HR). Findings – The paper finds that there is an alternative to the current model in many organizations of having L&D subservient to HR. Linking L&D with organizational development (OD) may be a better model. Practical implications – The paper has real practical implications for leaders/managers, and L&D professionals. The place of L&D is not a trivial issue. Given that all organizations have to invest in L&D to survive, where this function is located has real business impact. Originality/value – The paper will be of value to senior managers and learning specialists in assisting them to think about the place of L&D in the organization.

Michael Bokeno

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910285

Purpose – This paper aims to suggest an understanding of teamwork from a complexity perspective. Design/methodology/approach – Complexity principles of nonlinearity, emergence, holism, and engagement are applied to conventional teamwork practice. Findings – The complexity principles offer ways of thinking about teamwork that inspire a more genuine collaboration, especially for decision‐making teams who must be able to alter conventionally linear, cybernetic thinking patterns. Originality/value – Thinking in complexity terms is an unfamiliar but necessary practice for decision‐making teams, enabling team members to think and act in collaborative ways, see the big picture, resist managing deviations that seems like errors, and develop interpersonal relationships that do so.

Clinton O. Longenecker; Greg R. Papp; Tim Stansfield

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910294

Purpose – The purpose of this paper is to make a strong case for the importance of learning from each and every organizational attempt at change and improvement. Design/methodology/approach – The Paper presents research on organizational change. Findings – The research demonstrates that successful learning organizations take the time to conduct post‐change analyses so as to learn how to accelerate and better execute future change. Originality/value – The paper presents key issues for post‐change analysis, which are identified and discussed to provide the reader with a tool to assess the effectiveness of their change efforts. In addition, this paper discusses the importance of sharing the lessons of post‐change analyses with fellow organizational members to enhance overall organizational learning.

Kate Pritchard

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910302

Purpose – The paper draws from the ORC Putting it in Perspective Report , which annually presents the findings of employee research projects from a vast benchmarking database. This provides an insight into the key factors that influence employee engagement, with comparisons across different sectors. Design/methodology/approach – The paper describes some of the key findings from the 2007 Putting it in Perspective Report and offers suggestions as to how employee engagement can be improved. Findings – The key finding of the paper is that while employee engagement is stable in the UK overall, organizational pride and satisfaction levels are markedly lower in public sector organizations. Similarly employee loyalty in this sector is low, highlighting that there is work to be done for managers within this sector. Furthermore, the report has shown that engagement takes a hit across all sectors during times of change. Practical implications – A well‐crafted employee engagement survey enables an understanding of current levels of engagement. To improve employee engagement levels, and help combat the challenges of change management, the principles of say, stay and strive can act as a basis for assessing the level of employee engagement, whether through surveys or other means. Another key element for organizations to bear in mind is the “Employee Lifecycle”, which can be a useful tool for understanding the workforce. Originality/value – This paper provides an insight into the key factors that influence employee engagement, with comparisons across different sectors.

Tish Matuszek; Dennis R. Self; Mike Schraeder

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910311

Purpose – The purpose of the paper is to provide insight into some of the realities associated with mentoring in a business environment that is becoming increasingly global, with specific emphasis on challenges associated with communication. Design/methodology/approach – The paper takes an applied approach to covering some of the realities and major challenges related to communication when mentoring within the global environment. Findings – Mentoring continues to have value as a tool in enhancing organizational effectiveness. However, mentoring becomes more challenging in a global marketplace. Some of the most salient realities associated with global mentoring are examined. Originality/value – The insight and topics covered in the article should enhance organizations' efforts to mentor employees dispersed in a multinational structure.

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910320

Purpose – This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer, who adds their own impartial comments and places the articles in context. Findings – The paper fidns that “Some people just never learn” and “Will they ever learn?” are among those expressions of exasperation usually uttered when someone has caused trouble or pain by ignoring the lessons of previous mistakes. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910339

Purpose – This paper aims to review a theoretical perspective on how emotion regulation and self‐leadership can help move the experience of failure toward recovery. Design/methodology/approach – The paper offers conceptual ideas around how to use emotions to cope with failure in an accessible form. Findings – The paper suggest that you should think about what you might say if asked to pinpoint the last time you failed. Yesterday when you broke your gym regime again? Back in fifth grade when you flunked your math test? This morning when you underperformed in a meeting? Every day, every year or never at all, your opinion on your own failures is telling. What exactly constitutes a failure? And, more importantly, how do you respond to it? IT may be that any sense of having failed overcomes you with guilt and shame for a considerable period of time. Perhaps you are still depressed and holding yourself back because of a failure some time ago. Or maybe you just know how to get over it and move on. Practical implications – The paper suggests further research into new and growing areas of study, and offers action points for managers and individuals in business. Originality/value – The paper adds to recent research in the field of emotional intelligence, and suggests how these concepts can have practical implications for the workplace.

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910348

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer, who adds their own impartial comments and places the articles in context. Findings – The paper finds that being the best company means having the best leaders at the helm. Effective leadership development should therefore be high on any organizational agenda. But that might not be enough. Today's global business environment makes wide ranging demands on leaders to the extent that only training of the highest quality will ensure they measure up to the task. Standing out from the crowd often involves doing things differently. With regard to leadership development, that can involve looking beyond the usual context in order to succeed. Many organizations realize this and some are recognizing the potential of drama to make a valuable contribution to training programs. According to Harvard University professor George P. Baker, “drama is a great revealer of life”. One translation of this in business terms is that it helps highlight the skills and qualities needed to turn ordinary people into great leaders. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

2008 Development and Learning in Organizations

doi: 10.1108/14777280810910357

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – The paper finds that organizations have faced significant changes over the past decade brought about by trends such as globalization, the technology revolution, downsizing into business networks, and re‐engineering. Amidst this continual change in the business environment it is not possible to manage successfully without the parallel development of managers. Management development has to be seen as developing and maintaining the full management and organizational capability of an organization. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.