Improving the quality of project appraisal and management: an exercise in organizational learning

Emerald - Tập 3 Số 3 - Trang 26-30 - 1996
C.W.Neale1, S.Letza2
1C.W. Neale and S. Letza are at the Management Centre, University of Bradford, UK
2S. Letza are at the Management Centre, University of Bradford, UK

Tóm tắt

According to Revans, for an organization to be successful in today’s rapidly changing environment, its capacity to learn must exceed the rate of change imposed on it. Through an examination of the processes by which individuals in organizations learn, develops a learning process model to facilitate continuous improvement and innovation in business processes. Draws on relevant theories which provide an understanding of how and why people learn, barriers which prevent learning, and the role managers need to play in the learning process. Provides a vision of what may be achieved by the systematic implementation of the learning process model. Deming’s system of profound knowledge provides a focus for learning activity. The model has been developed in a way which will be of practical use to managers working in organizations.

Từ khóa


Tài liệu tham khảo

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4Johnson, H.T., Relevance Regained: From Top Down Control to Bottom Up Empowerment, Free Press, New York, NY, 1992.

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8Garvin, D.A., “Building a learning organization”, Harvard Business Review, July‐August 1993, pp. 78‐91.

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Emerald

Tập 3 Số 3

26-30

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