Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private DomainsDr Scott Taylor, Professor Geoff Peters, Professor John Storey, Professor Rob Paton Gower Publishing, Ltd., 1 Sep 2012 - 306 halaman From the moment the first corporate university (CU) was created and the term was coined, the central metaphor of university has proved a double-edged sword. The emphasis on university has been a driving force in moving companies beyond a restricted and siloed approach to training, to a central vision for learning within the organization. On the other hand, there have been failures and many corporate universities have struggled to bring a business rigour to learning or to align their development with the key business and financial drivers of the organization. Handbook of Corporate University Development draws on experience from around the world, to provide anyone responsible for strategy and learning – at senior levels in government, education and business – with a picture of current best practice. The Handbook is not a prescriptive 'how-to', rather an exploration of key issues such as: • Who owns a corporate university initiative? • How is the funding managed? • How is the CU aligned with business strategy? • How do CU directors and project managers deploy resources? • How do they deal with suppliers? • How do they report and measure CU performance? • What are the processes and technologies needed to provide and support different forms of learning? • How can you blend different media? • How do you assess what learning has taken place? • What are the future prospects and potential for corporate universities? It is time for the corporate university to demonstrate how business rigour, handled deftly and with strong and perceptive leadership, can revolutionize learning both inside and outside the organization. Handbook of Corporate University Development is an important catalyst towards this process. |
Isi
Introduction | 3 |
New modes of knowledge creation and knowledge sharing | 9 |
Conclusions | 15 |
Discussion | 27 |
Some tough issues for NHSU | 33 |
Addressing Key Skill Shortages in the International Information Technology | 43 |
Publicprivate partnership in education the role of industry | 49 |
The structure and operation of the Aqua Corporate University | 55 |
LEARNING TECHNOLOGIES AND PROCESSES | 153 |
Measuring the markets for elearning | 161 |
References | 168 |
Blending in practice | 174 |
References | 180 |
Developing an Eenabled Corporate Learning Strategy | 193 |
The new strategy | 199 |
Conclusions | 205 |
Production | 61 |
ORGANIZING AND MANAGING A CORPORATE UNIVERSITY | 67 |
The Centralization Dilemma and a Balanced Solution | 83 |
The ST balanced service model in practice the case of the School of Sales | 91 |
Doing Business with Business Schools | 97 |
A new operating model | 104 |
The development process | 114 |
Conclusion | 121 |
Scorecards for corporate universities | 128 |
The experiment in internationalizing the corporate university | 134 |
Gaining Accreditation for a Corporate University | 139 |
Lessons learned about corporate universities and other managerial initiatives | 145 |
Traditional communities innovative methods | 211 |
Note | 217 |
Conclusion | 232 |
Organizational learning in practice | 239 |
A key supporting technology for organizational learning | 246 |
PROSPECTS AND POSSIBILITIES FOR CORPORATE UNIVERSITIES | 251 |
The semantic web and intelligent agency | 257 |
Presence | 264 |
Managing learning to deliver business impact | 271 |
Learning that looks like knowledgement collaboration | 277 |
Edisi yang lain - Lihat semua
Handbook of Corporate University Development: Managing Strategic Learning ... Rob Paton Pratinjau terbatas - 2005 |
Istilah dan frasa umum
Academy achieve activities apply approach areas assessment become benefits best practice building business schools centre challenges chapter collaborative consulting continue corporate university cost course create culture customers deliver e-learning effective employees ensure established evaluation example executive existing experience external faculty Figure focus function idea important improve individual industry initiatives innovation institutions internal involved issues knowledge leadership learners learning means measurement meet needs networks NHSU objectives offer Open operating opportunities organization organizational participants particular performance practice present professional programme questions range responsibility role senior shared significant skills social solutions specific staff standards strategy structure success thinking understanding