Russ Vince - Böcker

Group Relations, Management, and Organization brings together a timely collection of new and important essays by an international group of authors. The authors represent different cultures, roles, and institutional backgrounds, as well as a variety of perspectives on the past, present, and future of group relations and its current impact on management, organizations, institutions, and societies. The importance of the book is in the perspective that it offers on the traditions of group relations and the changes that are currently taking place within this field. It is essential reading for those currently involved in the practice of group relations, for management educators and students, and for organizational consultants. The book provides the reader with reflections and insights which are highly relevant to an in-depth understanding both of the role of manager and to the dynamics of organizing.

Group Relations, Management, and Organization brings together a timely collection of new and important essays by an international group of authors. The authors represent different cultures, roles, and institutional backgrounds, as well as a variety of perspectives on the past, present, and future of group relations and its current impact on management, organizations, institutions, and societies. The importance of the book is in the perspective that it offers on the traditions of group relations and the changes that are currently taking place within this field. It is essential reading for those currently involved in the practice of group relations, for management educators and students, and for organizational consultants. The book provides the reader with reflections and insights which are highly relevant to an in-depth understanding both of the role of manager and to the dynamics of organizing.

While Experiential Learning has been an influential methods in the education and development of managers and management students, it has also been one of the most misunderstood. This Handbook offers the reader a comprehensive picture of current thinking on experiential learning; ideas and examples of experiential learning in practice; and it emphasises the importance of experiential learning to the future of management education. Contributors include:Chris Argyris, Joseph Champoux, D. Christopher Kayes, Ruth Colquhoun, John Coopey, Nelarine Cornelius, Elizabeth L. Creese, Gordon Dehler, Andrea Ellinger, Meretta Elliott, Silvia Gherardi, Jeff Gold, Steve G. Green, Kurt Heppard, Anne Herbert, Robin Holt, Martin J. Hornyak, Paula Hyde, Tusse Sidenius Jensen, Sandra Jones, Anna Kayes, Kirsi Korpiaho, Tracy Lamping, Enrico Maria Piras, Amar Mistry, Dale Murray, Jean Neumann, Barbara Poggio, Keijo Räsänen, Peter Reason, Michael Reynolds, Clare Rigg, Bente Rugaard Thorsen, Burkard Sievers, Stephen Smith, Sari Stenfors, Antonio Strati, Elaine Swan, Jane Thompson, Richard Thorpe, Kiran Trehan, Russ Vince, Jane Rohde Voight, Tony Watson, and Ann Welsh.

Russ Vince examines learning as both a social and a strategic process, invariably linked to emotions and politics that are mobilized by attempts at learning and organizing. He makes a substantial contribution to theories of organizational learning and develops new ideas about critical reflection and collective leadership.The author outlines a critical perspective on HRD, arguing that staff responsible for learning and change in organizations have put too much effort into the development of individuals and not enough into understanding and engaging with organizational dynamics that limit and shape individuals' opportunities and abilities to learn and change. HRD is explained as an intervention within a political system and practice of management and leadership, with all the difficulties and contradictions that attempting to manage and to lead are likely to contain and reveal. This means that the focus of HRD is on action, on developing the capacity to act, on generating credibility through action, and on influencing and working with others in situations loaded with emotion and politics.

Russ Vince examines learning as both a social and a strategic process, invariably linked to emotions and politics that are mobilized by attempts at learning and organizing. He makes a substantial contribution to theories of organizational learning and develops new ideas about critical reflection and collective leadership.The author outlines a critical perspective on HRD, arguing that staff responsible for learning and change in organizations have put too much effort into the development of individuals and not enough into understanding and engaging with organizational dynamics that limit and shape individuals' opportunities and abilities to learn and change. HRD is explained as an intervention within a political system and practice of management and leadership, with all the difficulties and contradictions that attempting to manage and to lead are likely to contain and reveal. This means that the focus of HRD is on action, on developing the capacity to act, on generating credibility through action, and on influencing and working with others in situations loaded with emotion and politics.