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Learning in Action: A Guide to Putting the Learning Organization to Work [Englisch] [Taschenbuch]

David A. Garvin
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Kurzbeschreibung

1. März 2003
Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory - the learning organization as an ideal - into hands-on implementation. For the first time in "Learning in Action", David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process-acquiring, interpreting, and applying knowledge-then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met.Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning - intelligence gathering, experience, and experimentation - and shows how each mode is most effectively deployed. These approaches are brought to life in complete, richly detailed case studies of learning in action at organizations such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their organizations.

Produktinformation

  • Taschenbuch: 272 Seiten
  • Verlag: Harvard Business Review Press; Auflage: Revised. (1. März 2003)
  • Sprache: Englisch
  • ISBN-10: 1591391903
  • ISBN-13: 978-1591391906
  • Größe und/oder Gewicht: 23,4 x 15,7 x 2,1 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (1 Kundenrezension)
  • Amazon Bestseller-Rang: Nr. 392.104 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Amazon.de

Today's business leaders must always know what their stakeholders are thinking--be they customers, employees, constituents, or competitors--and act upon that information in a timely and appropriate manner. How companies collect, decipher, and utilize this knowledge, in fact, may be the real determinant of their long-term viability. Harvard Business School professor David A. Garvin's Learning in Action authoritatively dissects these activities as practiced by so-called learning organizations, then clearly outlines the steps necessary to build one of them. "Sweeping metaphors and grand themes are far less helpful than the knowledge of how individuals and organizations learn on a daily basis," Garvin writes. "The key to success is mastery of the details, coupled with a command of the levers that shape behavior." His book's core offers a practical examination of the three primary routes to corporate learning: collecting intelligence from outside sources (via interview and observation, for example); accumulating data through targeted actions (such as postproject reviews and special programs); and experimenting with alternative outcomes by manipulating variables (including prototype creation and exploratory design testing). Combining research from myriad fields, detailed studies of successful models such as Xerox and the U.S. Army, and snapshots of specific practices at additional firms such as Intel and Wal-Mart, he succeeds in providing "a broad, integrated view of the topic that is grounded in scholarship." --Howard Rothman -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

Synopsis

Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory - the learning organization as an ideal - into hands-on implementation. For the first time in "Learning in Action", David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process-acquiring, interpreting, and applying knowledge-then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met.Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning - intelligence gathering, experience, and experimentation - and shows how each mode is most effectively deployed.

These approaches are brought to life in complete, richly detailed case studies of learning in action at organizations such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their organizations.


In diesem Buch (Mehr dazu)
Einleitungssatz
Learning is the most natural of activities. Lesen Sie die erste Seite
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Wortanzeiger
Ausgewählte Seiten ansehen
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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0 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Learning in Action 26. April 2000
Von Alex Tsai
Format:Gebundene Ausgabe
Learning is an innate nature and can be obtained by doing. But most HR people faced a hard situation in the fast changing world. "Learning in Action" tell us a brand new direction for people who doesn't have extra time to learn new things. When individuals can learn in action, the model also can be implied and amplified in teams and organizations.
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Amazon.com: 3.9 von 5 Sternen  13 Rezensionen
11 von 14 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen I learned something about learning!! 19. März 2001
Von Timothy J. Kindler - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
In Learning in Action, David Garvin lays out the concept of learning in a straightforward and easy-to-read manner. He defines the process of learning and the types of learning, and then ties it together in coverage of the challenges organizations have in establishing a paradigm or continuous learning (which includes action). While non-fiction is by its very nature often not the most exciting material in print, this book is able to keep the reader's attention through the use of real-life examples and a steady progression from the basics to the more complex. I read this in one sitting on a coast-to-coast flight and was never even close to falling asleep!! If you are interested in a practical approach to the subject of Learning, this book is worth a look.
6 von 7 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen A book for everyone! 4. Dezember 2004
Von L. Funkhouser - Veröffentlicht auf Amazon.com
Format:Taschenbuch
This book is a great tool if you would like to relearn how to learn. It should be on every manager's bookshelf. Actually, everyone who wishes to be a more effective team player and or leader should have this book on his or her shelf. This book is great for educators, managers, or any employee that works in a team-based environment.

There are tests given in the book to decide if your organization is in fact a learning organization. The focus on the book is to provide necessary tools to develop a successful learning organization. The learning process is presented very clearly. Garvin says that there are three basic steps of the learning process. They are acquiring, interpreting and applying knowledge. He builds on each of the phases in the book.

Garvin presents three types of learning - intelligence, experience and experimentation. He includes several case studies from a wide range of fields that clarify the presented learning process. Xerox, U.S. Army, Allegheny Ludlum Steel, and the Timkin Company are some of the companies that he presents in-depth case studies about. These real-life examples make up about one-third of the book (71 pages) and make the reading of this book fly by!

This book is laid out in a very clear and easy-to-follow fashion. It serves like a manual and I recommend this book to all who wish to be successful. Give it as a Christmas/Holiday Season gift! Thank you!
1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Excellent Textbook 30. Juni 2010
Von M. Bailey - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe|Verifizierter Kauf
This is the best book that I have had in my college career so far. The writing is concise yet simple in its approach to the complex schools of thought of knowledge management, organizational management and making the workplace one that fosters learning and sharing information on every level. I recommend this writing to all college scholars that need to lend themselves to a team oriented concept in their future endeavors.
2.0 von 5 Sternen Fails to live up to the promise 17. Juni 2014
Von Gavin Cherrie - Veröffentlicht auf Amazon.com
Format:Taschenbuch|Verifizierter Kauf
Garvin starts by describing what he considers to be the process of learning which consists of "creating, acquiring, interpreting , transfering and retaining knowledge and purposefully modifying behavour".
Sadly this book only delivers on about half of that list. The topics of "interpreting" and "modifying behaviour" are completely neglected. Information gathering and knowledge transfer get a lot more air time but even then there is not a lot of genuine insite. There are case studies but very little to guide the practicing manager.
Over all it is a light and easy to read introduction to the topic, nothing more, nothing less.
4.0 von 5 Sternen Worth the price 8. September 2013
Von Nurs3 G33 - Veröffentlicht auf Amazon.com
Format:Taschenbuch|Verifizierter Kauf
Received this book in a timely manner for my class. Well worth the price. Even though it was a used book it was in very good shape.
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