Human Resource Development - Brossura

MEGGINSON, David

Brossura

ISBN 10: 0749441607 ISBN 13: 9780749441609

Casa editrice: Kogan Page, 2004

Riassunto

* A comprehensive but concise textbook that caters for the needs of business students and professionals

Su questo libro

Informazioni sull'autore

<p><b>John P Wilson</b> teaches at Sheffield University Management School and is a tutor at the University of Oxford. His experience in education and consultancy spans a variety of countries and sectors, including aerospace engineering, banking, law and pharmaceuticals and he has worked with the United Nations Development Programme in Ethiopia and Nigeria. <br><br>He is a Fellow of the Higher Education Academy and Fellow of the Chartered Institute of Personnel and Development (CIPD). He has written and edited a number of articles and books, including <i><b>Experiential Learning, International Human Resource Development</b></i> and <b><i>The Call Centre Training Handbook</i></b>, published by Kogan Page.</p>

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<p>1 Positioning human resource development<br><br> Introduction<br><br> Learning outcomes<br><br> Defining the scope of HRD<br><br> HRD and organizational strategy<br><br> HRD in a context of change<br><br> HRD strategy and policy<br><br> HRD in an international context<br><br> HRD in a UK national context<br><br> Case Study 1.1: Ginsters work-based learning<br><br> Summary: tensions in HRD<br><br> 2 Current leading ideas<br><br> Introduction<br><br> Learning outcomes<br><br> Leading ideas versus fads<br><br> The time-bounded nature of leading ideas<br><br> Developing the set of leading ideas<br><br> The 10 leading ideas in detail<br><br> Case Study 2.1: Communicating the vision<br><br> Survey your own approach to HRD<br><br> Scoring<br><br> Summary<br><br> 3 Approaches to human resource development<br><br> Introduction<br><br> Learning outcomes<br><br> Human resource management<br><br> Performance management<br><br> Organization development<br><br> Facilitating learning<br><br> Communication<br><br> Quality management<br><br> Project management<br><br> Training<br><br> Creativity<br><br> Case Study 3.1: Tetra Pak - continuous improvement<br><br> Summary<br><br> 4 Learning<br><br> Introduction<br><br> Learning outcomes<br><br> Definitions<br><br> The components of learning<br><br> Implications for development and training<br><br> Managing learning<br><br> Problems with learning<br><br> Triggers for learning<br><br> The science of learning<br><br> The learning cycle<br><br> Learning styles<br><br> Self-managed learning<br><br> Lifelong learning<br><br> Continuous professional development<br><br> Summary<br><br> 5 e-Learning and blended learning<br><br> Introduction<br><br> Learning outcomes<br><br> Definitions<br><br> Why e-learning is important<br><br> The Government's response<br><br> Why blended learning is important<br><br> Antecedents and history<br><br> Key concepts and terms<br><br> Processes<br><br> Who is involved?<br><br> Blended learning<br><br> Knowledge management<br><br> Case Study 5.1: Massachusetts Institute of Technology<br><br> Summary<br><br> 6 Continuous Professional Development<br><br> Introduction<br><br> Learning outcomes<br><br> Identifying our own approach to CPD<br><br> Principles of CPD<br><br> Framework for CPD<br><br> Is there another way?<br><br> Corporate case study: Kellogg's Europe<br><br> Case Study 6.1: Career development at Kellogg's<br><br> Summary<br><br> 7 HRD and change through groups<br><br> Introduction<br><br> Learning outcomes<br><br> Groups as strategic entities<br><br> The role of groups in change<br><br> Managing change through groups<br><br> Some ideas about how groups work<br><br> Using groups to progress change<br><br> Differing needs of groups<br><br> Case Study 7.1: Reality culture change programme, 'We Deliver the Goods'<br><br> Summary<br><br> 8 Organizational learning<br><br> Introduction<br><br> Learning outcomes<br><br> Learning faster and competitive advantage<br><br> Single-loop learning at Appleyards<br><br> Double-loop learning by technicians at Appleyards<br><br> Deutero-learning in Chesterfield<br><br> A postscript on Frank Lord and Appleyards of Chesterfield<br><br> Moving the workplace towards becoming a learning company<br><br> Developing the learning company in your workplace<br><br> Research on the 11 characteristics<br><br> Case study of a high-growth knowledge-based company<br><br> Case Study 8.1: Nexor - a learning company<br><br> Summary<br><br> 9 Diagnosis and evaluation in human resource development<br><br> Introduction<br><br> Learning outcomes<br><br> Diagnosis<br><br> Case Study 9.1: XCL Ltd - diagnosis in a contemporary private-sector company<br><br> Evaluation<br><br> Case Study 9.2: Connexions' outdoor development programme<br><br> Summary<br><br> 10 Management development<br><br> Introduction<br><br> Learning outcomes<br><br> Definitions<br><br> The deep shift in ideas about management development<br><br> The changes and challenges for management development<br><br> The processes and practices of the delivery of management development<br><br> The special requirements of different categories of manager<br><br> Case Study 10.1: Village AiD<br><br> Summary<br><br> 11 Leveraging the human resource development function<br><br> Introduction<br><br> Learning outcomes<br><br> Managers, management and the relationship to the HRD/learning function<br><br> The HRD/training function<br><br> Enabling the organization's strategy to drive the development process<br><br> Researching what is needed<br><br> Gaining clarity about what you as a manager want to achieve for yourself, your staff and colleagues<br><br> What managers need to know about HRD<br><br> Who you need to know<br><br> What you need to use<br><br> As a manager you need power<br><br> Ways to keep up to date<br><br> Managing the HRD professionals so they work to your specification<br><br> Harnessing the HRD professionals' expertise to achieve your goals<br><br> Recognizing that you are the client<br><br> Working to change mindsets<br><br> Ways that enable everyone to continue learning<br><br> Case Study 11.1: your own organization<br><br> Summary<br><br> 12 Learning for the future<br><br> Introduction<br><br> Learning outcomes<br><br> Predicting the future<br><br> The contributions<br><br> Summary</p>

Dettagli dell'edizione

• Editore: Kogan Page
• Data di pubblicazione: 2004
• Lingua: Inglese
• ISBN 10: 0749441607
• ISBN 13: 9780749441609
• Rilegatura: Copertina flessibile
• Numero edizione: 3
• Numero di pagine: 324
• Contatto del produttore: non disponibile
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