Ryan E. Smerek offers practitioners and organizational scholars a solid foundation to understand individual and organizational learning. Drawing from research in the social sciences and from compelling examples of organizations, he demonstrates what it means to build a learning culture ¿ and how it can improve performance.
Ryan E. Smerek offers practitioners and organizational scholars a solid foundation to understand individual and organizational learning. Drawing from research in the social sciences and from compelling examples of organizations, he demonstrates what it means to build a learning culture ¿ and how it can improve performance.
Ryan E. Smerek is an Assistant Professor and Assistant Director of Academic Affairs in the Master's of Science in Learning and Organizational Change program at Northwestern University. He received his Ph.D. from the University of Michigan in higher education and organizational behavior and management. His dissertation on the simultaneous "being and learning" of new college and university presidents won the Best Dissertation Award from the Center for the Study of Higher and Postsecondary Education at the University of Michigan. He also received an Ed.M. from Harvard University and a B.A. from Dartmouth College in economics. He has researched and published in the areas of learning and new executives, decision-making, job satisfaction, and organizational culture. He has worked at Dove Consulting in Boston, Harvard University's Kennedy School of Government, and Denison Consulting - a culture and leadership assessment firm in Ann Arbor, Michigan.
Inhaltsangabe
Chapter 1: Organizational Learning and Performance Section I: Learning as an Individual Chapter 2: Three Metaphors of Learning as an Individual Chapter 3: Thinking Dispositions that Foster Learning Section II: Building a Learning Culture Chapter 4: Transparency and Pursuing Truth Chapter 5: Big Picture Thinking and Learning Chapter 6: Learning from Failure Chapter 7: Learning and Innovation Chapter 8: Leadership and Building a Learning Culture Appendix: Learning Culture Survey
Chapter 1: Organizational Learning and Performance Section I: Learning as an Individual Chapter 2: Three Metaphors of Learning as an Individual Chapter 3: Thinking Dispositions that Foster Learning Section II: Building a Learning Culture Chapter 4: Transparency and Pursuing Truth Chapter 5: Big Picture Thinking and Learning Chapter 6: Learning from Failure Chapter 7: Learning and Innovation Chapter 8: Leadership and Building a Learning Culture Appendix: Learning Culture Survey
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