Action Learning for Managers is a clear, concise and straightforward guide to this well-established approach to problem solving and learning in groups that enables change in individuals, teams, organisations and systems. Through action learning people develop themselves and build the relationships that are the key to improving operations and bringing about innovations. With questionnaires, checklists, examples and practical advice, this little book includes everything you need to get started. Action learning is essentially a simple idea but one that requires thought, commitment and care to put into practice.
Action Learning is based on the simple idea that leaders and managers learn best by working together in a group, helping each other find solutions to real work problems through discussions. Facilitating Action Learning is a clear, concise and straightforward guide to this well-established leadership and management development technique.
There is continuing government pressure on public services to 'reform' and change. Expectations of new forms and standards of delivery, joined-up practice and the re-connection of services to users are high. Unfortunately, many policy makers have become dangerously reliant on mechanistic top-down audit and inspection regimes as the means of implementation. This book sets out to redress the balance. It argues powerfully that whole systems approaches are required to lead the changes towards the demands for new service configurations, partnership working and local and neighbourhood governance. The book outlines the theory behind whole systems development and gives good practice guidance on how to effectively develop 'systems' to improve joined-up working.
A very valuable resource for busy leaders to dip in and out of as time allows.' - Dr Mark Pegg, Chief Executive, Leadership Foundation for Higher Education 'Clear and concise with great anecdotes and oozing with experience.' -Dr K. D. Akabusi, MBE, MA, FPSA, Executive Director, The Akabusi Company Coaching, motivating, team building and influencing are all essential tools for getting the most out of the people around you. Commonly described as ‘soft skills’, there’s nothing soft about the impact they will have on your business performance. This book is your toolkit for managing yourself, facilitating team performance and surviving and thriving in times of change. Step up your management skills now to get the business results you need.
The third book in this series is written by a team of interdisciplinary teachers and professionals, led by Mike Waterhouse and Geoff Crook, is aimed at students and professionals in the built environment who wish to develop their management and business skills. In a rapidly changing world where techniques and custom and practice can date soon after discovery, where organisations are constantly changing shape and style to cope with rapid technological, economic, political and social change, there is a need for managers and built environment professionals who know how to learn, who are self-aware enough to know when they don't know, and who have the confidence and personal substance to be able to initiate the required learning activites when necessary.
A comprehensive, practical guide to managing all aspects of training, from programme creation to implementation and monitoring success rates. It offers flexible strategies for adapting training to meet the demands on today's professionals. This new edition retains popular features of its predecessor, and also covers some of the latest developments in the ever-changing world of training and development.
Lovers of Scrabble[registered] and other language-based games will boost their chances to win with these huge, incredibly thorough word lists. Study it to increase your vocabulary, especially of words with hard-to-use J, Q, X, and Z; to understand the different letter combinations that frequently come up; and to get more hooks, those letters that can extend words already on the board for extra points. There's a cheat sheet that includes 2 and 3 letter words and their hooks; vowel dumps; and more. Load up on vowel-heavy words, including ones with multiple i and u. Find out which short words don't take s endings, or which finish in a surprise s. Get the best of the bingos, as well as alphagrams. The introduction comes from World Scrabble[registered] Champion Brian Cappelletto.
Hoyle and Wallace illustrate with penetrating insight the perverse outcome of tightening management and leadership so much that it leads to three different forms, each with the same five characteristics, of what they call "managerialism": excessive micromanagement of schools in a sometimes futile and self-defeating quest for success′ - Tim Brighouse, Times Educational Supplement `This book is an excellent read about management and leadership in schools. Overall, I felt that this book makes a positive contribution to the debate about the impact of managerialism within public services. I liked the elements that made up the ironic orientation (scepticism, pragmatism and contingency), recognising them in my own experiences in Higher Education, and I liked the way in which the concept of irony was linked to some key concerns as well as positive practices. This is a book that I would thoroughly recommend to anyone interested in leadership and management in schools, but given its broader application, I would also recommend the book to anyone interested in leadership and management in the public sector′ - ESCalate Read the full review as posted on the ESCalate website, the Education Subject Centre for the Higher Education Academy ′Eric Hoyle and Mike Wallace are two of the best known writers on educational leadership and management. They have made very significant contributions to organisational theory and its application to education for four decades. This book′s focus on ambiguity and irony provides a welcome and timely contrast to the rational assumptions and managerialism which underpin government policy and much academic writing in this field′ - Professor Tony Bush, International Educational Leadership Centre, University of Lincoln ′They have brought to centre-stage ideas and concepts which have largely been peripheral in the field, and in doing so have made us look with new lenses at what we need to say about professional work and identity. It has therefore performed a valuable and much needed service, and will provide a major reference point in debates about the future of the education profession′ - Mike Bottery, Educational Management, Administration & Leadership ′This in an important book. I wish I had written it, indeed I wish I had the skill, the knowledge and the wit to write it′ - Mark Brundrett, Educational Management, Administration & Leadership Why do efforts to improve the quality of education via organizational leadership and management make matters worse in some respects as well as better? In what ways are education professionals responding to such efforts? The authors of this highly original book develop an ironic perspective for analysing the ambiguities and unintended consequences of well-intentioned actions in organizational life, and how these are exacerbated by change. Focusing on school leadership and management, Hoyle and Wallace suggest that major reforms have had limited success because the changes introduced have diverted school staff from their core task of promoting student learning, resulting in dissatisfaction, frustration and stress. They argue that a more temperate approach to leadership and management supported by wise policy-making can create structures that take the strain and reduce stress, encourage autonomy while accepting associated risks, and sponsor moderate experimentation and innovation emerging from communities of professional practice. Educational Leadership and Organizational Irony is essential reading for all concerned with improving education: advanced course students, leaders and managers, trainers, administrators, policy-makers and academics. It also offers insights for the study of public service and business organizations.
The exclusive, authorised inside story of the tough LRDG raiders of the Second World War, drawn from the unpublished records of the famous force. The unit won unrivalled mastery of the North African desert in their wide-ranging and heavily armed trucks, earning grudging praise even from Rommel, the Desert Fox himself, for their skilful reconnaissance, punishing raids and powers of evasion.
The Blitz is at its height. As the Luftwaffe bomb London, Cody McBride, ex-pat American private eye, sees a sinister silver sphere crash-land. He glimpses something emerging from within. The military dismiss his account of events – the sphere must be a new German secret weapon that has malfunctioned in some way. What else could it be? Arriving amid the chaos, the Doctor and Ace embark on a trail that brings them face to face with hidden Nazi agents, and encounter some very old enemies... An adventure featuring the Seventh Doctor, as played by Sylvester McCoy, and his companion Ace
1917. It’s the height of the Great War and Hellcombe Hall is a house full of mystery: locked doors, forbidden rooms, dustsheets covering guilty secrets, and ghostly noises frightening the servants. Most mysterious of all, the drawing room seems to open directly onto a muddy, corpse-filled trench on the Western Front... Arriving at this stately home, the Doctor meets Lord Hellcombe, an armaments manufacturer who has a new secret weapon he believes will win the war: he calls it ‘the Dalek’. Soon, the Doctor and his new friends are in a race against time to prevent the entire Western Front from becoming part of the Dalek Project!
Analyzes the illusions we have created for ourselves that justify our anger. We can draw on our own inner resources to heal its scars and focus on forgiveness for ourselves and others.
Whether at an official tournament or a home kitchen table, every SCRABBLE player wants to be a winner--and these specially selected words and expert hints are guaranteed to boost scores. Based on the Official Scrabble Players Dictionary, Fourth Edition (currently one of the bestselling games and puzzles books) and with foreword by World SCRABBLE Champion Brian Cappelletto, this is the equivalent of an intensive training course. Complete with winning word lists, such as those that combine high-scoring letters, those that have a preponderance of vowels, and those that allow multiple I and U dumps, it also offers tips on hitting triple-triples and achieving those elusive 7-letter bingos. SCRABBLE, the distinctive game board and letter tiles, and all associated logos are trademarks of Hasbro in the United States and Canada and are used with permission. � 2007 Hasbro. All Rights Reserved.
Mike Pedler explains with the help of pictures and text the idea that action and learning in groups is beneficial, and that all organisations can benefit from this managerial methodology as long as they are willing to try it.
Action Learning is based on the simple idea that leaders and managers learn best by working together in a group, helping each other find solutions to real work problems through discussions. Facilitating Action Learning is a clear, concise and straightforward guide to this well-established leadership and management development technique. The role of the facilitator is to provide guidance in the action facilitation process. In this practical guide, Mike Pedler and Christine Abbott present a new threefold model of the facilitator's role - as initiator, set adviser and facilitator of organizational learning. Supported by many real life cases and practical examples, this superbly practical book shows you how - as a manager, business coach, trainer or facilitator - you can add to your repertoire of skills and abilities, and enhance your effectiveness as a leader and developer. Suitable as the course text for ILM Level 5 and 7 qualifications in Action Learning Facilitation. "A 'must read' book providing a very practical method and approach for all those interested and passionate about helping people help themselves, and in optimizing Action Learning." Dr Yury Boshyk, Chairman, The Global Executive Learning Network, and the Annual Global Forum on Executive Development and Business Driven Action Learning, Canada "This book best reflects my lived experience of integrating learning and change in a large complex organisation; reading it was like coming home!" Mandy Chivers, Assistant Chief Executive, Mersey Care NHS Trust, UK "This is a superb, well-crafted book. The balance it achieves between conveying the spirit of action learning while providing concrete and practical tools is exemplary." Bob Dick, independent scholar, Australia "With this book, Christine and Mike have brought a significant maturity to the field of action learning. This book will go some way in helping action learning advisors improve their craft. An important contribution." Professor Jeff Gold, Leeds Business School, UK "Pedler and Abbott have done a masterful job in presenting and analyzing the wide array of roles and responsibilities that one can undertake in facilitating action learning groups." Michael Marquardt, President, World Institute for Action Learning, USA "Pedler and Abbot pack lifetimes of experience into this book - which shine through in the depth, breadth, and practicality of its coverage. Reflective tools accompany the reader throughout to help practitioners develop their own thinking and practice of Action Learning. This is a must-have for both practitioner and scholar resource libraries!" Victoria J. Marsick, Professor, Columbia University, Teachers College, New York, USA "The authors have written a book that is engaging, inspiring and practical - a book to make you think also about learning relationships as constructionist practice; which they put forth as the correct approach and warn against action learning for power, influence and dominance." Paul Olson "This is an extremely significant contribution to understanding and developing practices in action learning. It will add value, provide direction and stimulate practitioners and academics in equal measure." Brian Milsom, University of Hull, UK
Previous editions of Action Learning in Practice established this authoritative overview of action learning around the world. Over the last decade the move towards action-based organizational learning and development has accelerated, and action learning is now an established part of the education and development mainstream in large and small organizations. Fully revised and updated, this fourth edition covers the origins of action learning with Reg Revans' ideas, and looks at their development and application today. Action learning is self-directed learning through tackling business and work problems with the support of peers and colleagues. A professional and diverse workforce, attracted, influenced and developed in this way is more able to deal effectively with the growing complexity and pressures of working life. As the limits of conventional training and development become more obvious, leaders are increasingly attracted to action-based approaches to learning when seeking better outcomes and returns on investment.
The authors aim to develop managers' ability to become proactive rather than controlled by events and other people. Under the headings of: skills; action; health; and identity; they ask managers to consider new perspectives on managing themselves.
This work, taking as its premise the argument that learning is vital for today's organizations, defines what a learning organization is; suggests how a learning organization can learn; offers information on what can go wrong; and shows how to create a learning organization and a good society.
A Manager's Guide to Self-Development has become the indispensable guide for building management skills. Now in its fifth edition the book details a self-development programme aimed at helping readers improve their managerial performance, advance their careers and realize their full potential.
This volume features a collection of ideas and practices on how to broaden, relate and apply the learning company concept. Based on conferences, work with companies, workshops and seminars, the book aims to stretch the reader's thinking and present possibilities of what it can mean to be a learning company. It includes contributions form management innovators and practitioners.
There is continuing government pressure on public services to 'reform' and change. Expectations of new forms and standards of delivery, joined-up practice and the re-connection of services to users are high. Unfortunately, many policy makers have become dangerously reliant on mechanistic top-down audit and inspection regimes as the means of implementation. This book sets out to redress the balance. It argues powerfully that whole systems approaches are required to lead the changes towards the demands for new service configurations, partnership working and local and neighbourhood governance. The book outlines the theory behind whole systems development and gives good practice guidance on how to effectively develop 'systems' to improve joined-up working.
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