This text provides an intergrating framework for understanding the nature of management learning as process and practice. Part one introduces the context and history of management learning; part two offers a critical framework within which the debates can be understood; part three provides a critical discussion of the values and purpose inherent in the practice and theory of management learning; part four charts the diverse external factors that influence and direct the processes of learning. It concludes with a look towards the future reconstruction of the field.
John Burgoyne is now semi-retired from the Department of Management Learning and Leadershi at Lancaster University. He is a visiting Professor at University Campus Suffolk, an Associate at Ashridge and Henley Business Schools, and a Trustee at Brathay Trust.
Introduction PART ONE: MAKING SENSE OF MANAGEMENT LEARNING From Management Education and Development to the Study of Management Learning - Stephen Fox Research Traditions in Management Learning - Mark Easterby-Smith and Richard Thorpe The Arena Thesis - John Burgoyne and Brad Jackson Process Philosophy and Management Learning - Robert Chia Cultivating `Foresight' in Management Groups, Groupwork and Beyond - Richard Boot and Michael Reynolds PART TWO: BEING CRITICAL Problematical Premises, Presumptions, Presuppositions and Practices in Management Education and Training - Ian Cunningham and Graham Dawes The Gender Agenda - Richard Boot and Morgan Tanton Passion, Perspective and Project Management Learning as Discourse - Norman Fairclough and Ginny Hardy Critical Action Learning - Hugh Willmott PART THREE: VALUES AND PURPOSES Management Learning Perspectives on Business Ethics - Robin Snell The Developmental Approach - Monica Lee A Critical Reconsideration New Technology and Management Learning - Vivien Hodgson Accepting the Challenge Collaborative and Self-Reflective Forms of Inquiry in Management - Judi Marshall and Peter Reason PART FOUR: DEVELOPMENTS IN DESIGN Interpreting Action Learning - Mike Pedler The Internationalization of Management Learning - Anna Lorbiecki Towards a Radical Perspective Computer Support for Management Learning - David McConnell Lessons from Informal and Incidental Learning - Victoria Marsick and Karen Watkins Towards a Critical Management Pedagogy - Michael Reynolds Reconstruction Looking Forward
`There is a lot in this book for anyone who wants to take Management Learning seriously' - Organisations & People `I feel confident that managers, academics and trainers will find Management Learning an in invaluable addition to their libraries' Studies in the Education of Adults
