A strong challenge to traditional Human Resource Development. Internationally renowned authors address HRD presenting multifaceted alternative perspectives to the current practice and theory of HRD.
A strong challenge to traditional Human Resource Development. Internationally renowned authors address HRD presenting multifaceted alternative perspectives to the current practice and theory of HRD.
Monica Lee is Visiting Professor at Northumbria University, and is based at Lancaster University, UK. She is Editor in Chief of Human Resourse Development International and Editor of the Monograph series Routledge Studies in Human Resource Development. She is intrigued by the dynamics around the individuals and organizations and most of her work is about trying to make sense of these. These can be seen in recent publications in Human Relations, Human resource Development International, Management Learning and Personnel Review>
Inhaltsangabe
Introduction Reviewing the Bases of HR: The Depth 1. The Complex Roots of HRD 2. Complexity, HRD and Organization Development: Towards a Viable Systems Approach to Learning, Development and Change 3. Worldviews that Enhance and Inhibit HRD's Social Responsibility 4. Strategic Quest and the Search for the Primal Mother Reflections of HR: The Width 5. Human Resource Development in the Arab Middle East: A 'Fourth Paradigm' 6. The Ethics of Human Resource Development 7. Reconciling Autonomy and Community-The Paradoxical Role of HRD 8. The Urge to Destroy is a Creative Urge Realities of HR: Applying the Theories 9. Clarifying the Complexity of Emotion in HRD: The Use of Visualisation Technology 10.Complexifying Organisation and Development 11.A New Perception for a New Millennium 12.Individual and Collective Experiential Learning in Periods of Major Change Realities of HR: Aspects of Practice 13.Leadership Principles and Reflections for Unravelling the Stranglehold of Organisational Boundaries; Challenges for Health Service 14. Propositions for Incorporating a Pedagogy of Complexity, Emotion and Power in HRD Education 15.The LIne Manager as a Facilitator of Team Learning and Change 16.A Practitioner's Reflections on HRD Research: a Case of Internalised Complexity?
Introduction Reviewing the Bases of HR: The Depth 1. The Complex Roots of HRD 2. Complexity, HRD and Organization Development: Towards a Viable Systems Approach to Learning, Development and Change 3. Worldviews that Enhance and Inhibit HRD's Social Responsibility 4. Strategic Quest and the Search for the Primal Mother Reflections of HR: The Width 5. Human Resource Development in the Arab Middle East: A 'Fourth Paradigm' 6. The Ethics of Human Resource Development 7. Reconciling Autonomy and Community-The Paradoxical Role of HRD 8. The Urge to Destroy is a Creative Urge Realities of HR: Applying the Theories 9. Clarifying the Complexity of Emotion in HRD: The Use of Visualisation Technology 10.Complexifying Organisation and Development 11.A New Perception for a New Millennium 12.Individual and Collective Experiential Learning in Periods of Major Change Realities of HR: Aspects of Practice 13.Leadership Principles and Reflections for Unravelling the Stranglehold of Organisational Boundaries; Challenges for Health Service 14. Propositions for Incorporating a Pedagogy of Complexity, Emotion and Power in HRD Education 15.The LIne Manager as a Facilitator of Team Learning and Change 16.A Practitioner's Reflections on HRD Research: a Case of Internalised Complexity?
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