1 - 6 of 6 articles
Identifies three major shifts of opinion about how managers learn to become effective managers, emphasizing that individual managers are helped to learn by other people. Defines managerial work and examines the six helpers in management development. Goes on to discuss the three requirements for...
Summarizes the Honey and Mumford learning styles questionnaire (LSQ) and their version of the learning cycle. Shows how these were used as tools for more effective learning with a group of managers. First, personal development plans were produced, using the strong and low learning style...
Action learning was a comparative latecomer to the lexicon of management development techniques, gaining widespread acceptance only in the 1970s thanks to the work of Reg Revans. Reviews what we have since learned about the process, how it holds up against developments like the competence...
Little has been written about developing directors and even less about how to integrate learning on a formal programme with learning through work itself. Reviews new research on learning from experience and describes the four approaches which were found to have been used by directors. Gives...
Examines the context for mentoring based on a mentor and learner looking together at work situations, problems and opportunities. Goes on to describe thinking through tasks, the learning process, the four learning styles and how these impact on the mentor/learner relationship, including the...
Investigates what lies behind the cliché that “managers learn from experience”. Reviews a project undertaken with 21 directors in 15 organizations in the United Kingdom, who were interviewed over a period of three months about their experiences at work and what they had learned from them. Shows...
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