Action Learning, Leadership and Organizational Development by Clare Rigg, Sue Richards

By Clare Rigg, Sue Richards

Unprecedented funding is being made in management improvement around the public zone: management classes are starting to be, and improvement is a center subject of organizational skill construction tasks. inside of this, motion studying has attracted expanding curiosity as an process that could concurrently deal with person and organizational improvement.

An awesome and scholarly assortment, this ebook collates vital examples and considers the facts for motion learning’s effectiveness. An vital learn for postgraduate scholars and researchers of human assets, education and improvement, this crucial ebook attracts very important insights to elevate new questions in regards to the position of the facilitator, the price of a ‘bilingual’ skill with public carrier matters and facilitation, comparisons with training and mentoring, and implications for making use of motion studying in a politicized or hierarchical atmosphere and on a consultancy basis.

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Extra info for Action Learning, Leadership and Organizational Development in Public Services (Routledge Studies in Human Resource Development)

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The core project of this new paradigm was global competitiveness: a reaction against the perceived failure of protectionism in economic policy. For public services the significance of this change was massively increased attention to unit costs and their reduction, as the state ‘overhead’ was cut back, and increases in the opportunity for the private sector as public services were opened up to market forces. Local government and public service professionals were subject to measures which reduced their scope for autonomous action, and powers were concentrated in Whitehall – perhaps necessary to break the old paradigm.

In terms of desirable leadership capabilities, it has long been a contentious issue as to whether generic management competences can be prescribed across all sectors and types of organization. Work by Perren and Burgoyne (2002), which presented a framework of management and leadership capabilities, cautiously extends earlier profiling of generic management standards. The Council for Excellence in Management and Leadership (CEML, 2002a) investigated both public and private sector organizations, but said little that specifically enhanced our understanding of public leadership development requirements.

The cognitivists view learning as the process whereby knowledge is created through the transformation of experience. , 1985; Schön, 1983). In the learning process, the cognitivist focuses on the internal process of acquiring, understanding, and retaining information. This form of learning involves use of mental associations where the learner actively relates incoming information to a previously acquired psychological frame of reference or schema. The mental associations are then reflected in overt behavior changes.

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