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On Organizational Learning

Paperback Engels 1999 2e druk 9780631213093
Verkooppositie 3328Hoogste positie: 534
Verwachte levertijd ongeveer 9 werkdagen

Samenvatting

Dit boek is essentieel voor iedereen die wil weten hoe organisaties in elkaar zitten, evolueren en leren. In deze tweede editie bespreekt Chris Argyris de relevante onderwerpen op het gebied van managementonderzoek, zoals tacit knowledge en management. Daarnaast richt hij zich op het interessante vakgebied van lerende organisaties en action learning.

Specificaties

ISBN13:9780631213093
Taal:Engels
Bindwijze:paperback
Aantal pagina's:464
Druk:2
Hoofdrubriek:Organisatiekunde

Lezersrecensies

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Over Chris Argyris

De Amerikaanse bedrijfskundige en emeritus hoogleraar Chris Argyris studeerde psychologie en economie. Hij ontwikkelde onder andere de gevolgtrekkingenladder (Ladder of Inference), dubbelslag leren (Double-Loop Learning), actietheorie/beleden theorie/gebruikstheorie (Theory of Action/Espoused Theory/Theory-in-use) en de veel stellen en veel vragen-dialoog (High Advocacy/High Inquiry dialogue).

Andere boeken door Chris Argyris

Inhoudsopgave

List of figures
List of tables
Acknowledgments
Preface
Introduction: The Evolving Field of Organizational Learning

Part I: Organizational Defences:
1 Making Sense of Limited Learning
2 Tacit Knowledge and Management
3 Why Individuals and Organizations Have Difficulty in Double-Loop Learning
4 Creating a Theory of Practice: The Case of Organizational Paradoxes
5 Today's Problems with Tomorrow's Organizations
6 Teaching Smart People How to Learn
7 A Leadership Dilemma: Skilled Incompetence

Part II: Inhibiting Organizational Learning and Effectiveness:
8 Organizational Learning and Management Information Systems
9 Strategy Implementation: An Experiment in Learning
10 How Strategy Professionals Deal with Threat: Individual and Organizational
11 The Dilemma of Implementing Controls: The Case of Managerial Accounting
12 Human Problems with Budgets
13 Bridging Economics and Psychology: The Case of the Economics Theory of the Firm

Part III: The Counterproductive Consequences of Organizational Development and Human Resource Activities:
14 Good Communication That Blocks Learning
15 Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners
16 Inappropriate Defences Against The Monitoring of Organizational Development Practice
17 Do Personal Growth Laboratories Represent an Alternative Culture?

Part IV: The Inhibition of Valid and Usable Information from the Correct Use of Normal Science:
18 Actionable Knowledge: Design Causality in the Service of Consequential Theory
19 Field Theory as a Basis for Scholarly Consulting
20 Unrecognized Defences of Scholars; Impact on Theory and Research
21 Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both
22 Problems and New Directions for Industrial Psychology
23 The Incompleteness of Social-Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research
24 Dangers in Applying Results from Experimental Social Psychology
25 Making Knowledge More Relevant to Practice: Maps for Action
26 Participatory Action Research and Action Science Compared
27 Some Unintended Consequences of Rigorous Research

Index

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        On Organizational Learning