Beyond The Learning Organization: Creating a Culture of Continuous Growth and Development through State-of-the-Art Human Resource PracticiesBasic Books, 01/08/2008 - 416 من الصفحات Beyond the Learning Organization will help executives, managers, and human resource professionals put the concepts of the "developmental organization" into practice. Experts in the field of human resource and organizational development, Jerry W. Gilley and Ann Maycunich examine how the latest advances in HR principles and practices (including recruiting, training, planning, career development, performance management, job design, and compensation and benefits) can be integrated to drive corporate renewal and growth. Ultimately, they outline a process for creating an organizational environment that is able to address a wide variety of competitive and strategic challenges, adapt to internal and external changes, and recognize and reward employees at all levels for contributing to corporate goals. |
المحتوى
| 3 | |
| 27 | |
| 34 | |
3 | 61 |
The Human Resource Department | 149 |
PART 3 | 174 |
The Learning and Change Process | 207 |
Career Development Strategies | 251 |
Performance Management | 279 |
Developmental Compensation and Rewards | 307 |
PART 4 | 334 |
95 | 359 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
ability achieve actions behavior business results career development change activities change agents change process Chapter compensation and rewards competencies competitive readiness create critical designed developmental activities developmental leaders developmental leadership Developmental managers developmental organizations employee growth employee performance encourage employees environment fail feedback firm firm's focus Gilley and Boughton goals and objectives growth and development help employees HR professionals human resource planning human resource professionals identify implement individual integration interviewing involves job analysis knowledge acquisition learners learning and change learning organization long-term managers and employees mance Maycunich 1999 ment needs nizational opportunities orga organization's organizational culture organizational development organizational leaders organizational system participate partnerships performance alignment performance appraisals performance capacity performance coaching performance improvement performance management performance outputs ployees practices principles productivity recruiting reflection relationships requires responsibility reward programs role self-esteem steps strategic business goals strategies strengths success teamwork tion traditional organizations understand
مقاطع مشهورة
الصفحة 109 - Schein (1985) defined culture as a "pattern of basic assumptions — invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration — that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems
الصفحة 52 - ULRICH/LAKE (1990) Organizational capability: .[...] a business's ability to establish internal structures and processes that influence its members to create organization specific competencies and thus enable the business to adapt to changing customer and strategic needs.
الصفحة 15 - Organizational members recognize the critical importance of ongoing organization — wide learning for the organization's current and future success. • Learning is a continuous, strategically used process — integrated with and running parallel to work, • There is a focus on creativity and generative learning.
الصفحة 15 - Systems thinking is fundamental. • People have continuous access to information and data resources that are important to the company's success.
الصفحة 28 - Ulrich (1997, p. 157) offers 10 reasons why change efforts do not produce results: 1 . Not tied to strategy 2. Seen as a fad or quick fix 3. Short-term perspective 4. Political realities undermine change 5. Grandiose expectations versus simple successes 6. Inflexible change designs 7. Lack of leadership about change 8. Lack of measurable, tangible results 9. Afraid of the unknown 10.
الصفحة 258 - ... strategy, people and culture; (2) developing new and creative organizational solutions; and (3) developing the organization's self-renewing capacity.
الصفحة 38 - He returns to the subject of actors and the big responsibility of the theatre to look after talent - 'to have the right people in the right places at the right time'.
الصفحة 109 - Schein (1985), organisational culture is seen as a pattern of basic assumptions invented, discovered, and developed by a given group as it learns to cope with the problems of external adaptation and internal integration that has worked well enough to be considered valid and taught to new members as the correct way to perceive, think, and feel in relation to those problems.
الصفحة 15 - Maycunich (2000) say that a learning organization is an institution that "learns powerfully and collectively, continually transforming itself to better manage and use knowledge for corporate success, empowering people within and outside the organization to learn as they work and to utilize technology to maximize learning and production
الصفحة 342 - It would seem that the ability to feel and describe the thoughts and feelings of others, (empathy) is accompanied by a better understanding of the relationships one has with others, (insight).