marilyn daudelin (17 risultati)

Hardcover. Condizione: Fine. 256p.

Condizione: Good. Your purchase helps support Sri Lankan Children's Charity 'The Rainbow Centre'. Ex-library, so some stamps and wear, but in good overall condition. Our donations to The Rainbow Centre have helped provide an education and a safe haven to hundreds of children who live in appalling conditions.

Condizione: New. In.

Condizione: New. pp. 256.

Condizione: New. pp. 256.

Condizione: New. pp. 256.

Hardcover. Condizione: Brand New. 227 pages. 10.00x6.50x1.00 inches. In Stock.

Hardcover. Condizione: Like New. Like New. book.

Condizione: New. This text offers readers a detailed examination of the role of reflection in managerial learning. It challenges the traditional views that reflection is the same as contemplation, that it is incompatible with management, and time-consuming for managers. Num Pages: 256 pages, references. BIC Classification: KJM. Category: (P) Professional & Vocational; (UP) Postgraduate, Research & Scholarly; (UU) Undergraduate. Dimension: 243 x 161 x 21. Weight in Grams: 502. . 1999. hardcover. . . . . Books ship from the US and Ireland.

Condizione: New. This text offers readers a detailed examination of the role of reflection in managerial learning. It challenges the traditional views that reflection is the same as contemplation, that it is incompatible with management, and time-consuming for managers. Num Pages: 256 pages, references. BIC Classification: KJM. Category: (P) Professional & Vocational; (UP) Postgraduate, Research & Scholarly; (UU) Undergraduate. Dimension: 243 x 161 x 21. Weight in Grams: 502. . 1999. hardcover. . . . .

Condizione: New. Satisfaction Guaranteed or your money back.

Hardcover. Condizione: new. Hardcover. Challenging work experiences are the richest source of learning for today's managers. Yet lessons embedded in these experiences are not always obvious. This comprehensive book describes a critical yet under-researched element of how managers learn from these experiences: reflection. Today's workplace demands continual learning, which in turn requires reflection. While this book supports the prevailing view that reflection is central to experiential learning, it challenges the traditional views that it is the same as contemplation, that it is incompatible with management, and that it is time-consuming and unnatural for managers.Original quantitative and qualitative research reported in this book indicates that two different yet complementary modes of managerial reflection exist: active and proactive. Active reflection is something that managers naturally engage in during challenging job experiences, whereas managers must be prompted to engage in proactive reflection. Both modes involve processes of intentional inquiry. Different forces are necessary to stimulate each type of reflection. Based on these findings, the claim is made that the potential to learn from experience is greatest when managers intentionally engage in both modes. Accordingly, a holistic model that integrates active and proactive reflection is presented. This model has important implications for theorists and researchers of managerial learning by identifying previously unreported aspects of reflection. It is also relevant to practitioners and companies who desire to enhance what their managers learn from their workplace experience. This text offers readers a detailed examination of the role of reflection in managerial learning. It challenges the traditional views that reflection is the same as contemplation, that it is incompatible with management, and time-consuming for managers. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

Hardback. Condizione: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days.

Hardcover. Condizione: new. Hardcover. Challenging work experiences are the richest source of learning for today's managers. Yet lessons embedded in these experiences are not always obvious. This comprehensive book describes a critical yet under-researched element of how managers learn from these experiences: reflection. Today's workplace demands continual learning, which in turn requires reflection. While this book supports the prevailing view that reflection is central to experiential learning, it challenges the traditional views that it is the same as contemplation, that it is incompatible with management, and that it is time-consuming and unnatural for managers.Original quantitative and qualitative research reported in this book indicates that two different yet complementary modes of managerial reflection exist: active and proactive. Active reflection is something that managers naturally engage in during challenging job experiences, whereas managers must be prompted to engage in proactive reflection. Both modes involve processes of intentional inquiry. Different forces are necessary to stimulate each type of reflection. Based on these findings, the claim is made that the potential to learn from experience is greatest when managers intentionally engage in both modes. Accordingly, a holistic model that integrates active and proactive reflection is presented. This model has important implications for theorists and researchers of managerial learning by identifying previously unreported aspects of reflection. It is also relevant to practitioners and companies who desire to enhance what their managers learn from their workplace experience. This text offers readers a detailed examination of the role of reflection in managerial learning. It challenges the traditional views that reflection is the same as contemplation, that it is incompatible with management, and time-consuming for managers. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.

Gebunden. Condizione: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. This text offers readers a detailed examination of the role of reflection in managerial learning. It challenges the traditional views that reflection is the same as contemplation, that it is incompatible with management, and time-consuming for managers.

Buch. Condizione: Neu. The Role of Reflection in Managerial Learning | Theory, Research, and Practice | Marilyn Daudelin (u. a.) | Buch | Gebunden | Englisch | 1999 | Praeger | EAN 9781567202595 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand.

Buch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Challenging work experiences are the richest source of learning for today's managers. Yet lessons embedded in these experiences are not always obvious. This comprehensive book describes a critical yet under-researched element of how managers learn from these experiences: reflection. Today's workplace demands continual learning, which in turn requires reflection. While this book supports the prevailing view that reflection is central to experiential learning, it challenges the traditional views that it is the same as contemplation, that it is incompatible with management, and that it is time-consuming and unnatural for managers.Original quantitative and qualitative research reported in this book indicates that two different yet complementary modes of managerial reflection exist: active and proactive. Active reflection is something that managers naturally engage in during challenging job experiences, whereas managers must be prompted to engage in proactive reflection. Both modes involve processes of intentional inquiry. Different forces are necessary to stimulate each type of reflection. Based on these findings, the claim is made that the potential to learn from experience is greatest when managers intentionally engage in both modes. Accordingly, a holistic model that integrates active and proactive reflection is presented. This model has important implications for theorists and researchers of managerial learning by identifying previously unreported aspects of reflection. It is also relevant to practitioners and companies who desire to enhance what their managers learn from their workplace experience.