With this book "The Learning Perspective", which can be read by
anyone interested in learning and changes in organisations, the
authors want to describe some prerequisites for the initiation of
procedures of learning in and changes of organisations, and some
possible relations between theory and practice. It is now practice
of employees and managers in most organisations to add a learning
perspective to daily practices. Many of these practices have become
routine. In spite of that, we can still learn from these relations
and practices. The fundamental basis adding the learning
perspective is to "see" activities independent from routines. The
basis might also be reflections over the strength of problem
solving regarding existing activities and over solutions in
relation to new patterns of activities. The on-going discussion and
considerations about the learning organisation and organisational
learning follow many different lines. In recent years two have
become dominant. The first concerns the connections between an
overarching level and a sort of infrastructure of the learning
organisation and of organisational learning. "The learning
society", "the learning region" and "the learning local authority"
are expressions of this discussion. The second line of discussion
concerns conceptualisations of the learning organisation and
organisational learning as a theoretical structure, and problems
with implementing these theoretical considerations.
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