The Learning Imperative: Managing People for Continuous Innovation Robert Howard

ISBN: 9780071034241

Published:

Hardcover

304 pages


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The Learning Imperative: Managing People for Continuous Innovation  by  Robert    Howard

The Learning Imperative: Managing People for Continuous Innovation by Robert Howard
| Hardcover | PDF, EPUB, FB2, DjVu, AUDIO, mp3, RTF | 304 pages | ISBN: 9780071034241 | 5.30 Mb

The steady, predictable, and relatively secure growth that characterized the post-World War II economy is over. Todays business environment is one of constant change: rapidly shifting markets, nonstop technological evolution, and organizationalMoreThe steady, predictable, and relatively secure growth that characterized the post-World War II economy is over. Todays business environment is one of constant change: rapidly shifting markets, nonstop technological evolution, and organizational innovation. Amid all this turbulence, one potential source of stability and continuity is an organizations employees and their ability to exploit change before competitors do.

Indeed, the premier organizations of the twenty-first century will be those whose employees consistently learn from their environment, readily discard old - yet comfortable - ways of doing business, and create new, effective strategies that encompass their learning.

Herein is the challenge: How do managers ensure that continuous learning and forward-thinking innovation take place even as they and their employees grapple with the day-to-day demands of their jobs? The Learning Imperative brings together for the first time 15 recent articles from the Harvard Business Review that spell out - with a striking blend of theory and example - the logic, organizational design, psychological challenges, and key implementation issues of the learning organization.

Articulated by such well-known management thinkers as Chris Argyris, Peter Drucker, and George Stalk, the main themes of the book capture the fundamental parameters of organizational innovation: inventing more effective ways to put knowledge to work- designing appropriate networks that allow for superior execution- adapting to the social environment as traditional boundaries of hierarchy, function, and geography are dismantled- managing nondirective change processes that start at the grass roots- and using properly organized standardization and specialization to create a learning bureaucracy.

Detailed profiles and case studies of companies from around the world - including Canon, Honda, Levi Strauss, Motorola, and Wal-Mart - and interviews with leading CEOs illustrate companies and executives putti



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