- Summary
- Contents
- Subject index
Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.
Part IV: Developments in Design
While conceptual and technical developments accumulate, accompanied by shifting concerns for social and environmental issues and re-evaluations of previously powerful and competing world-views — positivism, Marxism humanism and so forth — it remains to be seen whether significantly changed practice will result. It would be disappointing if new ideas were to be rebottled in old containers, the traditional range of management learning practice continuing with no signs of being influenced by recent thinking and research.
Changes in management learning practice have originated from different sources and reflect a balance of different influences. The accumulation of studies of managers’ work, for example Kotter (1982), Mintzberg (1973) and Stewart (1976), have found their way into the curriculum for both postgraduate and postexperience programmes. ...
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