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Management Learning
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Management Learning
Integrating Perspectives in Theory and Practice

Edited by:

October 1997 | 352 pages | SAGE Publications Ltd
While the themes of managerial and organizational learning have become part of the discourse of management studies, the field has remained highly fragmented. The need to strengthen the links between theory and practice, between the principles enshrined in management education and the new trends emerging in contemporary organizational life, and among the many competing approaches to "learning" and "management" has long been recognized. John Burgoyne and Michael Reynolds provide a much-needed integrating framework for understanding the nature of management learning as process and practice. They introduce the context and history of management learning and offer a critical framework within which the key debates can be understood. They also provide a critical discussion of the values and purpose inherent in the practice and theory of management learning and chart the diverse external factors that influence and direct the processes of learning. The volume concludes with a look forward toward the future reconstruction of the field. The coherent approach offered by the volume is an essential resource for students and professionals concerned with the way managers and organizations learn. Management Learning succeeds in tying together theory and practice making it an essential resource for those interested in management education and development, human resource management, and managing change.
 
Introduction
 
PART ONE: MAKING SENSE OF MANAGEMENT LEARNING
Stephen Fox
From Management Education and Development to the Study of Management Learning
Mark Easterby-Smith and Richard Thorpe
Research Traditions in Management Learning
John Burgoyne and Brad Jackson
The Arena Thesis
Robert Chia
Process Philosophy and Management Learning
Cultivating `Foresight' in Management  
Richard Boot and Michael Reynolds
Groups, Groupwork and Beyond
 
PART TWO: BEING CRITICAL
Ian Cunningham and Graham Dawes
Problematical Premises, Presumptions, Presuppositions and Practices in Management Education and Training
Richard Boot and Morgan Tanton
The Gender Agenda
Passion, Perspective and Project  
Norman Fairclough and Ginny Hardy
Management Learning as Discourse
Hugh Willmott
Critical Action Learning
 
PART THREE: VALUES AND PURPOSES
Robin Snell
Management Learning Perspectives on Business Ethics
Monica Lee
The Developmental Approach
A Critical Reconsideration  
Vivien Hodgson
New Technology and Management Learning
Accepting the Challenge  
Judi Marshall and Peter Reason
Collaborative and Self-Reflective Forms of Inquiry in Management
 
PART FOUR: DEVELOPMENTS IN DESIGN
Mike Pedler
Interpreting Action Learning
Anna Lorbiecki
The Internationalization of Management Learning
Towards a Radical Perspective  
David McConnell
Computer Support for Management Learning
Victoria Marsick and Karen Watkins
Lessons from Informal and Incidental Learning
Michael Reynolds
Towards a Critical Management Pedagogy
 
Reconstruction
Looking Forward  

`There is a lot in this book for anyone who wants to take Management Learning seriously' - Organisations & People

`I feel confident that managers, academics and trainers will find Management Learning an in invaluable addition to their libraries’ Studies in the Education of Adults


Recommended for students undertaking managing talent module on an MSc. Provides an excellent crtical review of management learning and development practices from key proponents within the field

Ms Alison Davies
Management , BPP Business School
February 9, 2010

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