Rather than offering either a purely practical or theoretical context, this text is written by a team of managers and academics, combining theory and practice to create a holistic, and above all realistic, exploration of learning at work, including real life examples of management challenges. Whether rescuing an ailing organization or managing inter-organization relations, managing change or managing human resources, many of today's crucial management challenges are addressed. Covering a range of sectors, the organizations studied include those in: hi-tech manufacturing engineering telecommunications healthcare transport government agencies. Contributors are drawn from three well-established academic programmes: the Irish Management Institute/ University of Dublin Masters in Management Practice; the US Benedictine University PhD in Organizational Development and the Henley Management College DBA, and the volume is edited by the academic directors of these programmes. By offering these managers' own reflections on their experiences in the context of relevant management theory, this text provides an important and innovative contribution for those studying organizations as well as for those managers who are currently learning and developing at work.
Author(s): David Coghlan
Edition: 1
Year: 2004
Language: English
Pages: 208
Book Cover......Page 1
Title......Page 4
Contents......Page 5
List of illustrations......Page 8
Notes on the editors and contributors......Page 9
Introduction......Page 12
Managers learning in action......Page 18
Learning to change......Page 20
Interorganizational relationship transformation in a global virtual community......Page 35
Taking charge of a mature family business......Page 54
Whose life is it anyway? Managing the psychological contract......Page 71
A manager's model for assessing and understanding 360-degree survey feedback effects on teams......Page 90
Rejuvenating a mature service organization......Page 106
Living up to expectations: unexpected possibilities, unexpected benefits......Page 122
Improving influence and performance in a multinational subsidiary......Page 132
The dominant factors for creating trusting relationships between supervisors and subordinates in a quasi-government agency......Page 146
Management learning, research and education......Page 156
Developing managers not analysts: action learning based degree programmes for managers......Page 158
Managers' learnings in action: the scholar-practitioner, organization development and action research......Page 169
MBRR (Management by Research Results)......Page 179
Managers as learners and researchers......Page 194
Index......Page 202
