Posits that every enterprise must institutionalize its workplace learning systems and opportunities in such a way that it radiates what it has already achieved and from this moves on to realize its full potential – in short, the enterprise itself is the key. Examines in successive chapters: the individual manager and questioning insights (Q); the major systems which the enterprise uses to capture and structure its learning; a SWOT analysis of the enterprise′s total learning; action learning, its contribution to the achievement of enterprise growth, and the role of programmed knowledge (P); the Enterprise School of Management (ESM) as a phoenix of enlightenment and effectiveness rising from the ashes of traditional, less effective management training initiatives; and, finally, the practical realization of the action learning dream, as evidenced by emerging examples of successful and profitable implementation worldwide. Concludes with a selection of pertinent abstracts.
The grandest revolution in the capture and dissemination of emerging academic and professional knowledge and information since Caxton developed his printing press is now virtually on us. The challenges addressed by medieval scribes as they saw their customized documents replaced by mass produced facsimiles now confront the world's publishers. It is salutary to note that few descendants of those medieval scribes own or control the publishing industry Caxton spawned and which is now to be metamorphosed. From where will the next publishing powers-to-be come?The revolution is, of course, to be fuelled by the capabilities that electronics will afford over the next decade. It is a revolution that we have all known was coming since the 1970s, but which is only now able to happen. Our abilities to capture, hold and handle the body of knowledge and information, and our ability to transmit and provide user-friendly, domesticated access have now reached their critical threshold. The publishing industries of the world are ready to move from the traditional Caxtonian S-curve to that described as electronic publishing.As we move, there will be major upheavals throughout the value-added chain of publishing. Authors, editors, typesetters, printers, distribution agencies including the postal services, booksellers, subscription agents, librarians, teachers, researchers and students will all be dramatically affected. The institutions and infrastructures which have been created to realize the Caxtonian industrialization will all be challenged, and many will fall. Almost every one that survives will have to come to terms with substantially changed relativities in the value-adding chain.There are some who want to believe that the revolution has already happened, because major productivity improvements have already been made using electronic capabilities [1].
The development of a scientific discipline of marketing logistics requires a vital commitment to education in this area.
Reviews the conceptual approaches to marketing which have been developed within socialist countries. Examines in detail some of the consequences of these changes. Suggests that substantial changes are taking place in the USSR and other socialist economies. Draws comparisons with Western economies.
Describes the efforts of the owner/directors of a private limited company to put into place a succession strategy. Considers three major themes: second generation entrepreneurs/management succession; action learning as a human resource development strategy and philosophy; and the learning organization. Concludes that people (and organizations) “learn” best from the priorities of the business, once they have been identified, and that organizational learning is really based on institutionalization of what has been learned – requisite learning.
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