標(biāo)題: Titlebook: Business Driven Action Learning; Global Best Practice Yury Boshyk Book 2000 Palgrave Macmillan, a division of Macmillan Publishers Limited [打印本頁(yè)] 作者: 有判斷力 時(shí)間: 2025-3-21 18:56
書(shū)目名稱(chēng)Business Driven Action Learning影響因子(影響力)
作者: 新鮮 時(shí)間: 2025-3-21 21:23 作者: defendant 時(shí)間: 2025-3-22 00:32 作者: 小蟲(chóng) 時(shí)間: 2025-3-22 07:17
General Electric’s Executive Action Learning Programmesment ‘gurus’ from academia and consulting have been boasting about their success in achieving new levels of leadership development with their ‘new action learning programmes’. In fact, the concept is over fifty years old, and many companies have been using it successfully for years. The methods used作者: Cardioversion 時(shí)間: 2025-3-22 09:15 作者: 沐浴 時(shí)間: 2025-3-22 13:24 作者: condemn 時(shí)間: 2025-3-22 18:13 作者: puzzle 時(shí)間: 2025-3-22 22:15
Johnson & Johnson: Executive Development and Strategic Business Solutions through Action Learningl markets. It employs approximately 95000 employees, and has more that 180 operating companies in 51 countries around the world, selling products in more than 175 countries. Sales for 1998 were $23.7 bn with consolidated net earnings at $3.7 bn, an increase of 11.1 per cent over 1997. Effective lead作者: needle 時(shí)間: 2025-3-23 05:11 作者: 千篇一律 時(shí)間: 2025-3-23 08:56
Action Learning at Philips Electronics: from Training to Transformationt approaches. Firstly the ‘European Octagon’, which has also been adopted by several other companies, is based on an assignment from the Board for high potential middle managers. It has been updated recently to become a truly global programme. Secondly, at the business unit level, powerful project a作者: 變態(tài) 時(shí)間: 2025-3-23 09:46 作者: 笨重 時(shí)間: 2025-3-23 15:36
Siemens Management Learning: A Highly Integrated Model to Align Learning Processes with Business Neelearning in formal processes is being reduced per training unit (seminar, workshop), even though the perceived need for learning is rising. Traditional learning processes are being increasingly separated from work processes. This is evident if one considers the choice of locations where training is 作者: analogous 時(shí)間: 2025-3-23 18:52 作者: LATER 時(shí)間: 2025-3-24 01:06
Strategic Management by Project Group: Lessons Learnede was a wide range of responses, but essentially they clustered into four main groupings. I call this the . It still seems extraordinary in this age of sophisticated management development, that senior managers are saying this. But it is still the reality, particularly where, as a result of delayeri作者: Nomogram 時(shí)間: 2025-3-24 02:52 作者: 玩笑 時(shí)間: 2025-3-24 06:34 作者: 不理會(huì) 時(shí)間: 2025-3-24 12:00
Executive Team Facilitation: Some Observations leadership team. An executive must resolve the fears that are associated with unresolved issues often experienced by team members not familiar with team dynamics or working in a team environment. The resolution of these issues during this initial stage of team development often provides team member作者: Incorruptible 時(shí)間: 2025-3-24 17:41 作者: 違反 時(shí)間: 2025-3-24 22:00 作者: 奴才 時(shí)間: 2025-3-24 23:12
,Metal removal processes (Zerspanvorg?nge),h potential middle managers. It has been updated recently to become a truly global programme. Secondly, at the business unit level, powerful project approaches for strategy development with a strong action learning focus for management teams have been used since the mid-1970s.作者: NAIVE 時(shí)間: 2025-3-25 06:00 作者: 禁止,切斷 時(shí)間: 2025-3-25 11:18
Action Learning at Philips Electronics: from Training to Transformationh potential middle managers. It has been updated recently to become a truly global programme. Secondly, at the business unit level, powerful project approaches for strategy development with a strong action learning focus for management teams have been used since the mid-1970s.作者: 危險(xiǎn) 時(shí)間: 2025-3-25 14:56 作者: Epidural-Space 時(shí)間: 2025-3-25 17:32 作者: Fecal-Impaction 時(shí)間: 2025-3-25 22:56 作者: 正式演說(shuō) 時(shí)間: 2025-3-26 01:39
DuPont: Business Driven Action Learning to Shift Company Directionwhile maintaining its foundation businesses such as nylon and specialty chemicals. At the same time, DuPont is becoming a major player in life sciences and is rapidly building competencies in biotechnology-derived products in agriculture, materials and pharmaceuticals作者: 使尷尬 時(shí)間: 2025-3-26 07:31 作者: 不來(lái) 時(shí)間: 2025-3-26 10:11 作者: Afflict 時(shí)間: 2025-3-26 14:53 作者: Clinch 時(shí)間: 2025-3-26 20:19 作者: Commonplace 時(shí)間: 2025-3-26 21:10
Strength of materials (Festigkeitslehre), were unwilling to sacrifice a close integration of their training with their own company practices. Thus, BOSNO was born – a Management Development training programme, executed in a consortium framework, and based upon action learning.作者: Promotion 時(shí)間: 2025-3-27 03:12 作者: 面包屑 時(shí)間: 2025-3-27 06:47
https://doi.org/10.1007/978-3-8351-9056-6gers for the Volkswagen Group and he was flying to some remote place in Texas where he would meet with the CEO and with the CFO of a health food processing company. ‘To analyze their assets’ he told me, ‘in order to see whether we would consider buying them.’作者: 沉著 時(shí)間: 2025-3-27 13:13
The Design Analysis of a Shaping Machine,ural teams established at the beginning of the programme. When the teams succeed in working well, the presentations are excellent. Naturally not all teams succeed in working well together. When this is the case, the participants’ individual leadership, team and multicultural learning can be even more transformational. But not always.作者: Bronchial-Tubes 時(shí)間: 2025-3-27 17:29
Jinyang Xu,Krishna Murari Pandeys with a sense of purpose, a sense of assessing how they fit into the team and the expectations of the executive, and it allows them to test their sense of membership with other colleagues on the team.作者: FLACK 時(shí)間: 2025-3-27 20:51 作者: 多骨 時(shí)間: 2025-3-27 22:21
Machine elements (Maschinenelemente),of lectures and exercises over a couple of days) is becoming more popular, which may explain why efforts are being made to standardise and commercialise the subjects and processes to be learned. At the same time, there is growing criticism of the efficiency and the effectiveness of this learning method for practical work.作者: GRUEL 時(shí)間: 2025-3-28 02:06 作者: artifice 時(shí)間: 2025-3-28 08:50 作者: 淺灘 時(shí)間: 2025-3-28 13:54
Dow:Sustaining Change and Accelerating Growth through Business-Focused Learning than 160 countries around the world in a variety of industry sectors including automotive, appliances, aeronautics, electronics, home furnishings, construction, health care, food services and recreation. Our workforce, numbering more than 40000, mirrors this level of breadth and diversity.作者: 良心 時(shí)間: 2025-3-28 16:25 作者: ABYSS 時(shí)間: 2025-3-28 20:11 作者: Conspiracy 時(shí)間: 2025-3-28 23:49
Volkswagen: Action Learning and the Development of High Potentialsgers for the Volkswagen Group and he was flying to some remote place in Texas where he would meet with the CEO and with the CFO of a health food processing company. ‘To analyze their assets’ he told me, ‘in order to see whether we would consider buying them.’作者: Arctic 時(shí)間: 2025-3-29 05:56
Facilitating Leadership Through High Performance Teamwork Leadershipural teams established at the beginning of the programme. When the teams succeed in working well, the presentations are excellent. Naturally not all teams succeed in working well together. When this is the case, the participants’ individual leadership, team and multicultural learning can be even more transformational. But not always.作者: 可觸知 時(shí)間: 2025-3-29 10:01
Executive Team Facilitation: Some Observationss with a sense of purpose, a sense of assessing how they fit into the team and the expectations of the executive, and it allows them to test their sense of membership with other colleagues on the team.作者: bioavailability 時(shí)間: 2025-3-29 13:48 作者: grieve 時(shí)間: 2025-3-29 18:39 作者: ANT 時(shí)間: 2025-3-29 21:22 作者: upstart 時(shí)間: 2025-3-30 00:27 作者: Bumble 時(shí)間: 2025-3-30 04:44 作者: conscience 時(shí)間: 2025-3-30 09:20
Entropy Measures in Engineering Design,15 manufacturing sites in 37 countries. Dow has grown steadily over the years, from a small midwestern company to the global company we are today. Dow is the fifth largest chemical company in the world with annual sales of more than $20 bn. Dow supplies chemistry-based solutions to customers in more作者: 織布機(jī) 時(shí)間: 2025-3-30 13:55
J. M. Bergheau,D. Pont,J. B. Leblondchemicals, pharmaceuticals and biotechnology. The company has 83 000 employees and operates 200 manufacturing and processing facilities in 40 countries worldwide. Sales are approximately $25 bn. With established major market positions in North America and Europe, the company is expanding its presenc作者: 仲裁者 時(shí)間: 2025-3-30 18:30 作者: 增長(zhǎng) 時(shí)間: 2025-3-30 22:50 作者: 大火 時(shí)間: 2025-3-31 01:25
Engineering materials (Werkstoffe), this programme was to support the goal of the CEO Gerry Moeller to build Boehringer Mannheim as one company. After years of turmoil in the company the 1995 appointed CEO gave the organization his six principles. The HR department was expected to translate these six principles into all its developme作者: 偉大 時(shí)間: 2025-3-31 07:56 作者: ARY 時(shí)間: 2025-3-31 11:31 作者: granite 時(shí)間: 2025-3-31 13:34
Machine elements (Maschinenelemente),rown to produce approximately $30bn in annual revenue with 130000 employees located in 45 countries around the world. It has accomplished this growth by focusing the corporation’s energies on one primary business, the enhancement and development of the electronics communications industry. Because Mo作者: Pulmonary-Veins 時(shí)間: 2025-3-31 19:14
,Metal removal processes (Zerspanvorg?nge),t approaches. Firstly the ‘European Octagon’, which has also been adopted by several other companies, is based on an assignment from the Board for high potential middle managers. It has been updated recently to become a truly global programme. Secondly, at the business unit level, powerful project a
