Kooperativer Bibliotheksverbund

UID:

Umfang: 1 Online-Ressource (xiv, 341 Seiten) : , Illustrationen, Diagramme.

ISBN: 978-0-429-26001-8

Weitere Ausg.: Erscheint auch als Druck-Ausgabe, Hardcover ISBN 978-0-367-20187-6

Weitere Ausg.: Erscheint auch als Druck-Ausgabe, Paperback ISBN 978-0-367-20189-0

Sprache: Englisch

Fachgebiete: Wirtschaftswissenschaften

Schlagwort(e): Lebenslanges Lernen ; Organisatorisches Lernen ; Mitarbeiterschulung ; Electronic books. ; Electronic books.

DOI: 10.4324/9780429260018

URL: Volltext  (URL des Erstveröffentlichers)

URL: Volltext  (URL des Erstveröffentlichers)

URL: https://www.taylorfrancis.com/books/9780429260018

UID:

Umfang: 1 Online-Ressource (xiv, 341 Seiten) , Illustrationen

ISBN: 9781000220582 , 9781000282207 , 9781000282214 , 9780429260018

Weitere Ausg.: ISBN 9780367201876

Weitere Ausg.: ISBN 9780367201890

Weitere Ausg.: Erscheint auch als Druck-Ausgabe Ford, J. Kevin Learning in organizations New York : Routledge, 2021 ISBN 9780367201876

Weitere Ausg.: ISBN 9780367201890

Sprache: Englisch

DOI: 10.4324/9780429260018

URL: lizenzpflichtig

URL: lizenzpflichtig

UID:

Umfang: 1 online resource (358 pages)

ISBN: 9781000282207

Anmerkung: Description based on publisher supplied metadata and other sources , Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Preface -- Acknowledgments -- About the Author -- Part I: Foundations -- Chapter 1: The Learning Enterprise -- Learning within Context -- A Levels of Analysis Perspective -- Learning Challenges -- Initial and Sustained Development -- Skill Upgrading and Transitions -- Enhancing Teamwork and Collaboration -- Leadership Development -- Learning Frameworks -- Types of Learning Approaches -- Formal Training -- Guided Learning -- Developmental Job Experiences -- Self-Directed Learning -- Learning Systems Model -- An Evidence-Based Approach -- Finding Evidence -- Analyzing and Combining Evidence -- Cautionary Tales -- Less than 10% of What Is Trained Is Applied to the Job -- The 70-20-10 Rule -- Book Organization -- References -- Chapter 2: Learning about Learning -- Learning Defined -- Learning Taxonomies -- Knowledge -- Skills -- Types of Skills -- Skill Taxonomy -- Affect -- An Integrated Perspective -- Long-Term Development -- Stages of Development -- Qualitative Shifts -- How Long to Become an Expert? -- Concluding Remarks: The Foundation of Learning -- References -- Part II: A Systematic Approach -- Chapter 3: Assessing Learning Needs -- Organizational Analysis -- Strategic Learning Goals -- Core Competencies -- Required Learning Needs -- Resources -- Organizational Learning Climate -- Work Analysis -- Task Analysis -- Knowledge and Skills -- Identifying Learning Needs -- Methods for Conducting Work Analysis -- Capabilities and Work Team Analysis -- Capabilities -- Teams -- Person Analysis -- Cognitive Analysis -- Behavioral Analysis -- What Is the Current State? -- Needs Assessment Strategies -- Conclusions -- References -- Chapter 4: Designing a Learning Plan -- Learning Objectives -- Learning Outcomes -- An Integrated Approach to Design , Creating Learning Objectives -- Sequencing Objectives -- Plan of Instruction -- Components of a Plan -- A Problem-Centered Approach -- The Learner -- Motivation to Learn -- Expectancy Theory -- Social Learning Theory -- Goal Setting -- Self-Determination Theory -- Factors Linked to Motivation to Learn -- Readiness and Preparedness -- Readiness -- Selecting and Preparing Learners -- Enhancing the Desire to Learn -- Conclusions -- References -- Chapter 5: Learning Transfer -- Transfer Frameworks -- Conditions of Transfer -- Transfer Model -- Design and Learning Principles -- Prepare Learners for New Knowledge -- Make Connections -- Provide Contrasts -- Retrieve Information from Memory -- Perform the Skills to Be Learned -- Practice Relevant Performance Situations -- Distribute Practice over Time -- Provide Appropriate Feedback -- Go Beyond Initial Mastery -- Summary of Principles -- Beyond Design -- Factors Affecting Transfer -- Strategies for Enhancing Transfer -- Transfer Interventions -- Framing -- Behavioral Self-Management -- Goal Setting and Implementation Goals -- Conclusions -- References -- Chapter 6: Evaluation and Continuous Improvement -- Purposeful -- Relevance -- Content Validity -- Ratings of Job Relevance -- Emphasis -- Learning Validity -- Transfer Validity -- Application/Use -- Job Performance -- Organizational Payoff -- Informative -- Evaluation and Stakeholders -- Quality of Measurement -- Proportionate -- Choice Points -- Threats to Internal Validity -- History -- Testing -- Instrumentation -- Statistical Regression -- Differential Selection or Loss of Participants -- Program Integrity -- Evaluation Designs -- Continuous Improvement -- Feedback Loops -- Summative and Formative Evaluation -- External Validity Issues -- Rapid Evaluation -- References -- Chapter 7: Instructional Approaches and Learning Technologies , Traditional Instruction -- Lecture and Discussion -- Case Study -- Demonstration and Role Play -- Cautionary Tale about Learning Styles -- Training Simulators -- Using Simulators -- Fidelity Issues -- Learning Technologies -- Virtual Reality -- Serious Games -- Intelligent Tutoring Systems -- Learning from a Distance -- E-Learning -- Mobile Learning -- Concluding Comments -- References -- Part III: Learning Strategies -- Chapter 8: Building Individual Capabilities -- Newcomer Development -- Orientation and Initial Training -- Socialization -- Guided Learning -- Apprenticeships -- On the Job Training and Learning -- Enhancing Capabilities -- Job Rotation -- Informal Learning -- Career Development -- Skill Updating -- Self-Management -- References -- Chapter 9: Team Learning and Development -- Foundational Issues -- Defining a Team -- Team Effectiveness Factors -- Team Training Programs -- Team Coordination and Cross-Training -- Team Resource Management Training -- Team Building -- Multiagency Training -- Team Learning Activities -- Action Learning -- Team Debriefs -- Coaching and Team Learning -- Team Self-Management and Adaptation -- Learning from Other Teams -- Team Reflexivity -- Concluding Comments -- References -- Chapter 10: Developing Leaders -- Leadership Skills and Behaviors -- Theory of Leadership Development -- Leader Roles -- Leader Development Strategies -- Behavioral Modeling -- Business Simulations and Gamification -- Assessment Centers and Feedback Intensive Programs -- Developmental Assessment Centers -- Multi-Rater Feedback -- Experience-Centered Learning -- Executive Coaching and Leader Mentoring -- Global Leadership -- Roles and Responsibilities -- Developing Global Leaders -- High Contact Learning Experiences -- Cross-Cultural Training -- International Service-Learning Projects -- Conclusions -- References , Chapter 11: Organizational and Societal Issues -- The Learning Organization -- Definition and Indicators -- Leading a Learning Culture -- Models for Building a Learning Organization -- Creating Continuous Learning Opportunities -- Promoting Inquiry and Dialogue -- Establishing Systems to Capture and Share Knowledge -- Empowering People towards a Collective Vision -- Connecting the Organization to Its Environment -- Societal Concerns -- Increasing Workforce Readiness -- Upgrading Skills for Reemployment -- Enhancing Fairness and Creating Opportunities -- Conclusion -- References -- Appendix -- Step 1: Identify the Job and Job Context -- Step 2: Conduct a Needs Assessment -- Step 3: Create Training Objectives -- Step 4: Develop Plans of Instruction -- Step 5: Facilitate Transfer -- Step 6: Develop a Training Evaluation Plan -- Step 7: Facilitate Onboarding -- Step 8: Accelerate Development -- Step 9: Lessons Learned -- Index

Weitere Ausg.: Erscheint auch als Druck-Ausgabe Ford, J. Kevin Learning in Organizations Milton : Taylor & Francis Group,c2020 ISBN 9780367201876

Sprache: Englisch

Fachgebiete: Wirtschaftswissenschaften

Schlagwort(e): Lebenslanges Lernen ; Organisatorisches Lernen ; Mitarbeiterschulung