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Action Learning, Leadership and Organizational Development in Public Services

  • Fester Einband
  • 226 Seiten
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Considers the evidence for action learning's effectiveness. Intended for postgraduate students and researchers of human resources,... Weiterlesen
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Beschreibung

Considers the evidence for action learning's effectiveness. Intended for postgraduate students and researchers of human resources, training, and development, this book raises various questions concerning the role of the facilitator, the value of a 'bilingual' ability with public service issues and facilitation, and more.

Autorentext

Institute of Technology, Tralee, Ireland University of Birmingham, UK

Klappentext

Unprecedented investment is being made in leadership development across the public sector: leadership courses are growing, and development is a core theme of organizational capacity building initiatives. Within this, action learning has attracted increasing interest as an approach that can simultaneously address individual and organizational development.


An impressive and scholarly collection, this book collates important examples and considers the evidence for action learning's effectiveness. An important read for postgraduate students and researchers of human resources, training and development, this important book draws important insights to raise new questions concerning the role of the facilitator, the value of a 'bilingual' ability with public service issues and facilitation, comparisons with coaching and mentoring, and implications for employing action learning in a politicized or hierarchical environment and on a consultancy basis.



Inhalt

CONTENTS Chapter One Developing Public Service Leadership -- The Context For Action Learning Clare Rigg SECTION ONE: CONTEXT Chapter Two The Policy Context for Public Service Leadership Sue Richards and Clare Rigg Chapter Three Optimizing the Power of Learning within Action Learning Michael Marquardt and Deborah Waddill Chapter Four Understanding the Organizational Potential of Action Learning Clare Rigg SECTION TWO: PRACTICE Developing Leaders, Developing Organizations, Networks and Partnerships -- Developing the Public Policy System Developing Leaders Chapter Five Local Authority Chief Executive Action Learning Sets Michael Lyons and Clare Rigg Chapter Six Learning and leading; action learning for chief probation officers Sue Richards Chapter Seven The Design and Evaluation of a Leadership Programme for Experienced Chief Executives from the Health Sector Frank Blackler and Andy Kennedy Developing Organizations Chapter Eight Levels of action learning, and holding groups to the experience Carol Yapp Chapter Nine Developing Ourselves as Police Leaders: How can we inquire collaboratively in a hierarchical organization? Geoff Mead Chapter Ten Supporting Organizational Turnaround in Local Authorities Pam Fox, Clare Rigg and Martin Willis Networks and Partnerships -- Developing the Public Policy System Chapter Eleven Developing public service leaders through action inquiry Geoff Mead Chapter Twelve Partnership Action Learning Martin Willis Chapter Thirteen Action Learning in Inter-Organizational Sets David Coghlan and Paul Coughlan SECTION THREE: CONCLUSION Chapter Fourteen Action Learning in the Public Service System: Issues, Tensions and a Future Agenda Clare Rigg and Sue Richards

Produktinformationen

Titel: Action Learning, Leadership and Organizational Development in Public Services
Untertitel: Service
Editor:
EAN: 9780415372701
ISBN: 978-0-415-37270-1
Format: Fester Einband
Herausgeber: Routledge
Genre: Management
Anzahl Seiten: 226
Gewicht: 485g
Größe: H242mm x B160mm x T18mm
Jahr: 2006
Auflage: New

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