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Luke, Robert A., Jr. – Training and Development Journal, 1981
Adult learning is a potentially productive way of identifying the motives and behaviors of effective management. Learning is a distinguishing characteristic of the most effective managers and steps can be taken to enhance managers' abilities in learning how to learn. (JOW)
Descriptors: Administrator Characteristics, Adult Learning, Learning Processes, Lifelong Learning

Richardson, Jim; Bennett, Ben – Journal of European Industrial Training, 1984
Benefits of a "learning to learn" program of management development are (1) it returns learning to everyday experience, (2) it avoids conceptual explanations of why things happen and helps people understand how they create situations, (3) it accommodates all learning styles, (4) it offers immediate feedback on the job, and (5) it addresses…
Descriptors: Cognitive Style, Experience, Learning Processes, Management Development

Vince, Russ – Journal of Management Education, 1998
Expands on the propositions of Kolb's learning-cycle model by adding psychodynamic and political aspects. Illustrates the complexity of experiential learning when unconscious forces and power aspects are considered. (SK)
Descriptors: Anxiety, Business Administration Education, Experiential Learning, Higher Education

Mumford, Alan – Studies in Continuing Education, 1991
Effective organizational learning must build on individual learning. Continuous work-centered learning is a sequential process of interaction, implementation, integration, and iteration. A learning organization should aim to improve individual capacity to recognize and use learning opportunities. (SK)
Descriptors: Adult Education, Experiential Learning, Individual Development, Learning Processes

Vince, Russ; Martin, Linda – Management Education and Development, 1993
The rationally based model of action learning limits learning and change. Adding a psychological component (emotional experiences that promote or discourage learning) and a political component (effects of institutional and personal power relations on learning) broadens understanding of individual and organizational development. (SK)
Descriptors: Emotional Response, Experiential Learning, Individual Development, Learning Processes

Snell, Robin; And Others – Management Education and Development, 1991
Includes "Joining Forces" (Lindamood); "Spiritual Dimension of the Learning Organisation" (Hawkins); "Management--A 'Spiritual' Foundation?" (Nevard); "Hermit in Organisations" (Murray); "Towards a Spiritual Perspective on Behavior at Work" (Henson); "On Uncertainty" (Adlam); "Spirituality in Organisations" (Lee); "Ecological Organisation" (Conn);…
Descriptors: Christianity, Ethics, Holistic Approach, Interprofessional Relationship
Mumford, Alan – Action Learning: Research and Practice, 2006
Kurt Lewin's epigrammatic paradox is particularly true for action learning. Marquardt and Waddill (2004), and previously Yorks O'Neil and Marsick (1999) have approached the issue of the relationship between theory and action learning by looking at a variety of theories which they have placed in "schools". This provides an interesting analysis, but…
Descriptors: Experiential Learning, Educational Theories, Organizational Theories, Organizational Development
Kenyon, Chris; Hase, Stewart – 2001
Education has traditionally been seen as a pedagogic relationship between teacher and learner. Although andragogy has provided many useful approaches for improving educational methodology and has been accepted almost universally, it still has connotations of a teacher-learner relationship. Some have argued that the rapid rate of change in society…
Descriptors: Adjustment (to Environment), Adoption (Ideas), Adult Education, Adult Learning