Verwandte Artikel zu Human Resource Development (MBA Masterclass Series)
Inhaltsangabe
Successful implementation of a successful human resource development (HRD) programme is crucial to any organisation. The third edition of this title lays the foundations for HRD, as well as explaining current ideas and contemporary thinking on the subject.
Die Inhaltsangabe kann sich auf eine andere Ausgabe dieses Titels beziehen.
Über die Autorin bzw. den Autor
John P Wilson teaches at Sheffield University Management School and is a tutor at the University of Oxford. His experience in education and consultancy spans a variety of countries and sectors, including aerospace engineering, banking, law and pharmaceuticals and he has worked with the United Nations Development Programme in Ethiopia and Nigeria.
He is a Fellow of the Higher Education Academy and Fellow of the Chartered Institute of Personnel and Development (CIPD). He has written and edited a number of articles and books, including Experiential Learning, International Human Resource Development and The Call Centre Training Handbook, published by Kogan Page.
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1 Positioning human resource development
Introduction
Learning outcomes
Defining the scope of HRD
HRD and organizational strategy
HRD in a context of change
HRD strategy and policy
HRD in an international context
HRD in a UK national context
Case Study 1.1: Ginsters work-based learning
Summary: tensions in HRD
2 Current leading ideas
Introduction
Learning outcomes
Leading ideas versus fads
The time-bounded nature of leading ideas
Developing the set of leading ideas
The 10 leading ideas in detail
Case Study 2.1: Communicating the vision
Survey your own approach to HRD
Scoring
Summary
3 Approaches to human resource development
Introduction
Learning outcomes
Human resource management
Performance management
Organization development
Facilitating learning
Communication
Quality management
Project management
Training
Creativity
Case Study 3.1: Tetra Pak - continuous improvement
Summary
4 Learning
Introduction
Learning outcomes
Definitions
The components of learning
Implications for development and training
Managing learning
Problems with learning
Triggers for learning
The science of learning
The learning cycle
Learning styles
Self-managed learning
Lifelong learning
Continuous professional development
Summary
5 e-Learning and blended learning
Introduction
Learning outcomes
Definitions
Why e-learning is important
The Government's response
Why blended learning is important
Antecedents and history
Key concepts and terms
Processes
Who is involved?
Blended learning
Knowledge management
Case Study 5.1: Massachusetts Institute of Technology
Summary
6 Continuous Professional Development
Introduction
Learning outcomes
Identifying our own approach to CPD
Principles of CPD
Framework for CPD
Is there another way?
Corporate case study: Kellogg's Europe
Case Study 6.1: Career development at Kellogg's
Summary
7 HRD and change through groups
Introduction
Learning outcomes
Groups as strategic entities
The role of groups in change
Managing change through groups
Some ideas about how groups work
Using groups to progress change
Differing needs of groups
Case Study 7.1: Reality culture change programme, 'We Deliver the Goods'
Summary
8 Organizational learning
Introduction
Learning outcomes
Learning faster and competitive advantage
Single-loop learning at Appleyards
Double-loop learning by technicians at Appleyards
Deutero-learning in Chesterfield
A postscript on Frank Lord and Appleyards of Chesterfield
Moving the workplace towards becoming a learning company
Developing the learning company in your workplace
Research on the 11 characteristics
Case study of a high-growth knowledge-based company
Case Study 8.1: Nexor - a learning company
Summary
9 Diagnosis and evaluation in human resource development
Introduction
Learning outcomes
Diagnosis
Case Study 9.1: XCL Ltd - diagnosis in a contemporary private-sector company
Evaluation
Case Study 9.2: Connexions' outdoor development programme
Summary
10 Management development
Introduction
Learning outcomes
Definitions
The deep shift in ideas about management development
The changes and challenges for management development
The processes and practices of the delivery of management development
The special requirements of different categories of manager
Case Study 10.1: Village AiD
Summary
11 Leveraging the human resource development function
Introduction
Learning outcomes
Managers, management and the relationship to the HRD/learning function
The HRD/training function
Enabling the organization's strategy to drive the development process
Researching what is needed
Gaining clarity about what you as a manager want to achieve for yourself, your staff and colleagues
What managers need to know about HRD
Who you need to know
What you need to use
As a manager you need power
Ways to keep up to date
Managing the HRD professionals so they work to your specification
Harnessing the HRD professionals' expertise to achieve your goals
Recognizing that you are the client
Working to change mindsets
Ways that enable everyone to continue learning
Case Study 11.1: your own organization
Summary
12 Learning for the future
Introduction
Learning outcomes
Predicting the future
The contributions
Summary
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- VerlagKogan Page
- Erscheinungsdatum2004
- ISBN 10 0749441607
- ISBN 13 9780749441609
- EinbandTapa blanda
- SpracheEnglisch
- Auflage3
- Anzahl der Seiten324
- Kontakt zum HerstellerNicht verfügbar
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EUR 4,15 für den Versand von Vereinigtes Königreich nach Deutschland
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Human Resource Development (MBA Masterclass Series)
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Kogan Page Business Books, 2004
ISBN 10: 0749441607
ISBN 13: 9780749441609
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