Leadership and Management Development provides the perfect blend of critical and practice-based approaches, encouraging learning through examples to support academic, practical and personal development. The organizationally-based cases and questions will allow students to use relevant skills and learn through reflection on their own experience.
Leadership and Management Development provides the perfect blend of critical and practice-based approaches, encouraging learning through examples to support academic, practical and personal development. The organizationally-based cases and questions will allow students to use relevant skills and learn through reflection on their own experience.
Jan Carmichael is Head of the Division of HR in the Business School at the University of Huddersfield. She leads a team of academics who work mainly on part-time professional courses for employed students in many different organizations. Jan is an experienced HR professional and Chartered Fellow of CIPD. Her main research interests include gender and equality, reflection and workplace learning and she is involved in a number of employer engagement initiatives with national organisations. Chris Collins is a Senior Lecturer in HRM at the University of Huddersfield where his responsibilities include teaching overseas in South Asia. Chris has been active for many years with Awarding Bodies in the fields of Management and Health and Social Care. Prior to working with the University Chris had over twenty years' experience in the public sector within education, health and social care and learning and development. Peter Emsell is a part time Senior Lecturer in HR at the University of Huddersfield. Peter is also an active business consultant who works with several SME organisations across a range of industry sectors, such as clothing design and manufacturing, sports management, food manufacturing and food retailing. Previous to this Peter's management experience covered 25 years in private and public sector where he held senior HR positions in large corporate organizations within the telecoms sector. His main research area is in Strategic HRM and executive development. Jon Haydon is a Senior Lecturer in the Business School at the University of Huddersfield, based at the Oldham campus. Before joining the university he spent many years working in a variety of roles in local government, mostly involving learning and development. He spent two years as an L&D consultant working in the public and third sectors and is currently Chair of a local social enterprise providing a range of marketing, project development and training services centred on regeneration, social inclusion and economic development.
Inhaltsangabe
From the contents: 1: Introduction; Part 1: Leadership and Management Development Context and Strategy; 2: Leadership and Management Development (LMD) and Organizational Strategies; 3: Contextual factors in Leadership and Management Development; 4: Historical development of Leadership and Management Development; 5: The Nature of Leadership and Management; Part 2: Understanding Learning of Leaders and Managers; 6: How does Learning Occur in Leadership and Management Development?; 7: Individual Differences in Leadership and Management Development; Part 3: Learning Processes, Interventions and Evaluation; 8: Leadership and Management Development Processes to Add Value; 9: Design and delivery of Leadership and Management Development Interventions; 10: Evaluation of Leadership and Management Development; Part 4: Contemporary Issues in Leadership and Management Development; 11: Developing Leaders and Managers for a Diverse Workforce; 12: Developing Ethical Leaders and Managers; 13: Developing Leaders and Managers with a Global Competence; 14: Summary and Thoughts for the Future
From the contents: 1: Introduction; Part 1: Leadership and Management Development Context and Strategy; 2: Leadership and Management Development (LMD) and Organizational Strategies; 3: Contextual factors in Leadership and Management Development; 4: Historical development of Leadership and Management Development; 5: The Nature of Leadership and Management; Part 2: Understanding Learning of Leaders and Managers; 6: How does Learning Occur in Leadership and Management Development?; 7: Individual Differences in Leadership and Management Development; Part 3: Learning Processes, Interventions and Evaluation; 8: Leadership and Management Development Processes to Add Value; 9: Design and delivery of Leadership and Management Development Interventions; 10: Evaluation of Leadership and Management Development; Part 4: Contemporary Issues in Leadership and Management Development; 11: Developing Leaders and Managers for a Diverse Workforce; 12: Developing Ethical Leaders and Managers; 13: Developing Leaders and Managers with a Global Competence; 14: Summary and Thoughts for the Future
Rezensionen
Students will like this book, because it offers a highly processed analysis which introduces important contextual influences and deals explicitly with the Management Development 'things' their organisations do. Dr Michael Clark, Senior Lecturer, University of the West of England
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