MTU Cork Library Catalogue

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Organizational learning : the competitive advantage of the future / Gilbert J.B. Probst and Bettina S.T. Buchel.

By: Probst, Gilbert.
Contributor(s): Büchel, Bettina S. T.
Material type: materialTypeLabelBookPublisher: London : Prentice Hall, 1997Description: xii, 187 p. : ill. ; 24 cm.ISBN: 0134623266.Subject(s): Organizational learningDDC classification: 658.406
Contents:
The importance of organizational learning -- What is organizational learning? -- What is the nature of organizational learning? -- What triggers learning in organizations? -- Who are the agents of organizational learning? -- What are the barriers to learning? -- Facilitating organizational learning -- Learning by developing a strategy -- Learning by developing a structure -- Learning by developing a culture -- Learning by developing human resources -- From knowledge to ability to the intention to learn.
Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
General Lending MTU Bishopstown Library Lending 658.406 (Browse shelf(Opens below)) 1 Available 00016165
General Lending MTU Bishopstown Library Lending 658.406 (Browse shelf(Opens below)) 1 Available 00016166
Total holds: 0

Enhanced descriptions from Syndetics:

In order to remain flexible and gain a lasting competitive advantage, todays organisations needs to understand the processes of organisational learning and to be able to adapt accordingly.

This book provides an overview of the key characteristics of a learning organisation and the learning processs needed in order to develop their potential.

Biliography: (pages 175-179) and index.

Includes bibliographical references (pages 180-184).

The importance of organizational learning -- What is organizational learning? -- What is the nature of organizational learning? -- What triggers learning in organizations? -- Who are the agents of organizational learning? -- What are the barriers to learning? -- Facilitating organizational learning -- Learning by developing a strategy -- Learning by developing a structure -- Learning by developing a culture -- Learning by developing human resources -- From knowledge to ability to the intention to learn.

Table of contents provided by Syndetics

  • Introduction
  • I The Importance of Organisational Learning
  • 1 Case Study: ABB - The Logic of the Global Business
  • II What Is Organisational Learning?
  • 2 Case Study: Jakob Schlpfer Ltd
  • III The Nature of Organisational Learning
  • 3 Case Study I: Organisational Learning at Departmental Level: The Training Department in Asea Brown Boveri, Switzerland
  • 4 Case Study II: Organisational Learning at Institutional Level: The Restructuring of Digital Equipment Europe (1992/93)
  • IV What Prompts Learning In Organisations?
  • 5 Case Study I: IBM
  • 6 Case Study II: Hewlett-Packard
  • V Who Are The Agents of Organisational Learning?
  • 7 Case Study: Group Project in Allianz Insurance
  • VI Barriers To Learning
  • 8 Case Study: The Challenger Disaster
  • IX Facilitating Organisational Learning
  • 10 Case Studies: Use of a Microworld in a Company Planning Seminar
  • 11 Tanaland, or Coping with Complexity
  • 12 Network Thinking in the Kuoni Travel Agency
  • 13 Royal Dutch Petroleum/Shell
  • 14 Maag Technic
  • 15 Winterthur Insurances
  • 16 Forbo International
  • 17 McDonald
  • 18 Digital Equipment Enterprise (1992)
  • 19 Volkswagen Ltd
  • 20 Hewlett-Packard Ltd
  • 21 Digital Equipment Corporation
  • 22 Aare-Emmenkanal Ltd
  • 23 Mind Mapping in ABB Industrie Ltd
  • 24 COCOMAP and ORGMAP
  • 25 Knowledge, Ability and Motivation in Organisational Learning

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