Learning in Organizations: Complexities and Diversities

by Smith; Peter J.

• ISBN13: 9780415356039
• ISBN10: 0415356032
• Edition: 1st
• Format: Hardcover
• Copyright: 2/15/2006
• Publisher: Routledge

Summary

Learning in Organizationsfocuses on the issues of diversity in the context of organizational learning. It examines those diversities present in organizations among learners and the diverse learning contexts that are present both within and between organizations. In order for learning to be effective and efficient these diversities must be acknowledged and addressed in the learning design process. The authors identify the challenges that diversities present and demonstrate how to organize and implement learning in relation to the workplace. They show that there are no generic solutions to diversity issues and offer context specific solutions to the dilemmas and issues that diversities present. This is essential reading for all those studying human resource management and development and anyone involved in learning in organizations.

Author Biography

Eugene Sadler-Smith is Professor of Management Development and Organizational Behaviour at the University of Surrey, UK.

Table of Contents

List of figures	ix
List of tables	xi
Preface	xiii
Designing learning in complex environments	1	(10)
Introduction	1	(1)
Complex environments	2	(1)
Learning and competitive advantage	3	(2)
Learning design	5	(1)
Learning design in complex environments	6	(5)
Diversities in organizational contexts	11	(20)
Introduction	11	(1)
Forms of capital	12	(6)
Management, organizational culture, knowledge and learning	18	(4)
Labour and learning networks	22	(2)
Human-resource management strategy	24	(1)
Organizational size	25	(3)
Focus on practice: quantifying the human face of intellectual capital	28	(1)
Identifying diversity: questions for situational analysis	29	(2)
Diversities in learning contexts	31	(21)
Introduction	31	(1)
Socio-cultural contexts of learning in the workplace	32	(3)
Concepts of workplace learning	35	(3)
Communities of learning and communities of practice	38	(5)
Coaching and mentoring	43	(3)
Open and closed learning contexts	46	(2)
Focus on practice: creating communities of practice at Eli Lilly and Company	48	(1)
Identifying diversities amongst learning contexts: questions for situational analysis	49	(3)
Diversities in learning orientation	52	(26)
Introduction	52	(2)
Stakeholders in learning	54	(3)
The learner's orientation	57	(13)
The manager's orientation	70	(2)
The HRD practitioner's orientation	72	(2)
Focus on practice: managing employees' motivation to learn	74	(2)
Identifying learning orientations: questions for situational analysis	76	(2)
Diversities amongst learners	78	(29)
Introduction	78	(1)
Group-level diversities	79	(7)
Individual diversities	86	(15)
Focus on practice: the utility of learning-styles theories and assessment	101	(3)
Identifying diversity: questions for situational analysis	104	(3)
Diversities in learning methods	107	(36)
Introduction	107	(2)
One-to-one learning methods	109	(6)
One-to-many methods	115	(2)
Distance learning	117	(5)
Computer-based learning methods including e-learning	122	(7)
Games, role play and simulations	129	(3)
Action-based approaches	132	(2)
Informal and incidental workplace learning	134	(2)
Focus on practice: narrowing the gap between HRD rhetoric and reality	136	(1)
Identifying diversity in learning methods: questions for situational analysis	137	(6)
Diversities in learning supports	143	(31)
Introduction	143	(2)
Model for developing effective support to workplace learning	145	(26)
Focus on practice: developing learner support at a high-tech wool-processing plant	171	(1)
Responding to diversity: questions for situational analysis	172	(2)
Responding to diversity through flexibility	174	(18)
Introduction	174	(1)
Flexible or blended learning	175	(4)
Developing individual learners through flexibility	179	(7)
Monitoring and ongoing adjustment	186	(3)
Focus on practice: responding flexibly to learner needs	189	(1)
Responding to diversity: questions for situational analysis	190	(2)
The reflective HRD practitioner	192	(15)
Introduction	192	(2)
Complexity and HRD practice	194	(4)
The situated nature of HRD practice	198	(4)
Reflection and HRD practice	202	(3)
Conclusion	205	(2)
References	207	(20)
Index	227