The Learning Organization in the Public Services
The learning organization is an idea informing management strategy in all sectors. Much of the pioneering work for this has already taken place in a public service context. This challenging book brings together the experiences of a wide range of people engaged in developing and applying the relevant concepts.Part I introduces the theoretical background and examines some current issues, including transferability and community learning. Part II presents case histories drawn from a variety of organizations, among them central and local government departments, a national charity, a fire brigade and a police force. Each chapter is contributed by someone personally involved. They show what worked - and what didn't - and what the main benefits and drawbacks proved to be.With its combination of analysis and practice, this unusual book will provide both information and inspiration for anyone concerned to improve efficiency, raise morale, enhance the quality of performance, design new ways of managing or simply create a more rewarding place to work in.
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The development of the theory of the Learning
Why look at the Learning Organization in the public
Is the Learning Organization transferable across
Evaluating the benefits of learning
Creating learning and development processes
Developing a Learning Organization through
Creating the conditions to become a Learning
Searching for Sheffield
able achieve Action activities approach areas Association authority become believe benefits Branch challenge chapter Chief commitment competence concept consultation continue corporate Council course create culture Department effective employees enable encourage evaluation example existing expected experience facilitator feel Fire functions future ideas identified implementation important improve increased individual initiative interest internal Investors involved issues knowledge Learning Organization London look means measure meet objectives Officer operational opportunities organizational learning participants particular performance planning positive possible practice present problems programme public sector public service question responsibility result role sector seen skills Social South Yorkshire staff standards strategy structure success task Team things training and development understanding values voluntary organizations whole