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Learning in Action(ISBN=9781591391906)书籍详细信息
- ISBN：9781591391906
- 作者：暂无作者
- 出版社：暂无出版社
- 出版时间：2003-03
- 页数：256
- 价格：123.50
- 纸张：胶版纸
- 装帧：平装
- 开本：16开
- 语言：未知
- 丛书：暂无丛书
- TAG：暂无
- 豆瓣评分：暂无豆瓣评分
内容简介：
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.
书籍目录：
Preface
Acknowledgments
PART I. FOUNDATIONS
1. From Individual to Organizational Learning
2. The Learning Process
PART II. TYPES OF LEARNING
3. Intelligence
4. Experience
5. Experimentation
PART Ill. THE LEADERSHIP CHALLENGE
6. Leading Learning
Notes
Index
About the Author
……
作者介绍：
David Garvin is the Robert and Jane Cizik Professor of
Business Administration at Harvard Business School.
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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.
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