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Transformational Learning : Renewing Your Company Through Knowledge and Skills
Product Details
- Paperback: 283 pages
- Publisher: Wiley (February, 1996)
- Language: English
- ISBN: 0471132896
- Product Dimensions: 9.4 x 6.4 x 1.1 inches
- Shipping Weight: 1.2 pounds.
- Amazon.com Sales Rank: #817,792,
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Editorial Reviews
Book Description
An invaluable hands-on guide to developing the knowledge and capabilities of every person in an organization The concept of the learning organization has been a major theme in corporate America ever since Peter Senge's 1990 classic The Fifth Discipline. Yet, surprisingly, until now, there were no books showing managers how to translate Senge's theories into everyday reality. The first nuts-and-bolts guide to building a learning organization, Transformational Learning supplies readers with practical step-by-step guidance to put learning organization concepts into daily practice. Managers learn how to align their group's learning initiatives with long-range company goals, develop a renewable learning system, develop partnerships with key leaders throughout the organization, and much more.
*Introduces the Virtual Training Organization, a dynamic new model that helps companies maximize the capture and use of crucial information *Includes all of the checklists, forms, assessments, and tools needed to implement learning concepts in any office setting *Features detailed case studies from major North American and international companies, including Corning, PPG, Amoco, Sun Microsystems, and others
DAN TOBIN (Framingham, Massachusetts) is a consultant in the field of developing corporate learning systems. He is the author of Re-educating the Corporation. His clients include AT&T, Digital, and Mercury Marine.
Synopsis
An invaluable hands-on guide to developing the knowledge and capabilities of every person in an organization The concept of the learning organization has been a major theme in corporate America ever since Peter Senge's 1990 classic The Fifth Discipline. Yet, surprisingly, until now, there were no books showing managers how to translate Senge's theories into everyday reality. The first nuts-and-bolts guide to building a learning organization, Transformational Learning supplies readers with practical step-by-step guidance to put learning organization concepts into daily practice. Managers learn how to align their group's learning initiatives with long-range company goals, develop a renewable learning system, develop partnerships with key leaders throughout the organization, and much more. * Introduces the Virtual Training Organization, a dynamic new model that helps companies maximize the capture and use of crucial information * Includes all of the checklists, forms, assessments, and tools needed to implement learning concepts in any office setting * Features detailed case studies from major North American and international companies, including Corning, PPG, Amoco, Sun Microsystems, and others DAN TOBIN (Framingham, Massachusetts) is a consultant in the field of developing corporate learning systems. He is the author of Re-educating the Corporation. His clients include AT&T, Digital, and Mercury Marine.
The publisher, John Wiley & Sons
Contains a proven technique used successfully by major corporations which enables them to continually identify, capture and share vital information. Explains how to align employees' learning initiatives with the long range goals of the company, create a personalized, renewable learning system and develop partnerships with key company leaders. Includes scores of planning checklists, assessment evaluations and practical guidelines to facilitate effective corporate training.
Editorial Reviews
Transformational Learning - readable, interesting, relevant., September 27, 1996
Reviewer: A reader
Transformational Learning is the art of orchestrating change in an organization so that specific, measurable goals are reached. "Transformational Learning", by Daniel Tobin, is a practical guide to the subject, grounded in relevant theory, and aimed at the people who have to make the change effort successful. It is approachable from the view of senior management, or from middle managers who don't have visionary or committed leadership, and even from first line managers who have a very small sphere of influence. The chapters cover all relevant topics, and offer a message: change *can* happen, change *can* be successful - with thought, planning, measurement -- and with this book.
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