Action learning is often used as an element of leadership development programmes. The intention is to support classroom learning with an experiential thread which runs throughout the life of the programme. Action Learning Associates (ALA) has been working with an international organisation for three years to deliver the global "First Line…

Principals are the leverage point for education reforms and the primary drivers of school improvement. A critical part of maintaining a corps of effective principals is rewarding and retaining the best school leaders. Unfortunately, few systems systematically identify principals that make important contributions to student learning or celebrate…

This paper explores the important question "how the learning entities--individual, group or organisation--are affecting organisational performance". The answer is important for promoting learning and improving performance. This empirical study in the leading power utility in India found that there is a positive relation between…

Purpose: The purpose of this paper is to explore how a medium sized business has addressed what it has termed a "push-pull" method of management and organization development, based around an action learning approach. Design/methodology/approach: The paper sets out a methodology that other SMEs might look to replicate in their management and…

This paper explores the role that action learning might play in micro and small enterprise development. It is divided into two parts. The first part focuses upon the distinctive characteristics of smallness and ownership and their implication for management development processes in the owner managed firm. In particular the impact of personal…

This in-depth case study utilized grounded theory methodology to discover how a large privately-owned manufacturing firm in Northeastern USA develops values-based leaders, particularly from minority populations. Over 18 months, interviews with 35 leaders from five levels explored the perceived influence of the environment on leaders' behaviors and…

This study explored the involvement of 15 training and development (T & D) professionals during mergers and acquisitions (M & A). The study found that T & D professionals are highly involved in orientation and management training and organization development related activities such as communication and diagnosis and blending of organizational…

This article begins with a review of practical experiences in establishing self-development groups before it draws out some of the wider lessons for those wishing to follow this particular route. Discusses what self-development groups look like, how they work, and possible outcomes. (CT)

Assesses the effectiveness of the Team Management Index and raises questions about measurement techniques. Argues that data collection can never provide complete proof of a link between interventions and organizational change. Suggests that evaluators study a team's change process. (SK)

Dutch university faculty and administrator participation in a complex organizational and management development system is described, and the use of management courses for administrator training is discussed with reference to three possible training program models. (MSE)

This article draws on the experience of such firms as People Express, General Motors, and Digital Equipment Corporation to illustrate successful transition from quality circle participation to full participation in management. (CT)

The Duke University (North Carolina) experience using adventure-based or wilderness learning programs for staff development is discussed, focusing on the program rationale, planning, common responses of participants and nonparticipants, and outcomes. Quotations from program assessments are included. A brief list of relevant industry resources is…

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

Conducted a management and organization development program in eight mental health agencies. Describes the stages and activities of this 18-month effort and the results of its evaluation. There were significant, positive results for almost all the participating management teams as well as for their organizations. (Author)

Measured the impact of a six-month organization development (OD) effort with a top management group in a large state government organization. The data demonstrated that OD in the public sector can result in mild to moderate improvement in role clarity, collaboration, and communication effectiveness among participants. (Author)