Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private DomainsRob Paton Gower Publishing, Ltd., 2005 - 285 halaman The emphasis on corporate universities has been a driving force in moving companies beyond a restricted approach to training, to a central vision for learning within the organization. However, 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. 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. The Handbook of Corporate University Development is an important catalyst towards this process.It 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. |
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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 | 37 |
Industry | 43 |
Publicprivate partnership in education the role of industry | 49 |
PART IIILEARNING 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 |
The structure and operation of the Aqua Corporate University | 55 |
Production | 61 |
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 47 | 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 |
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Istilah dan frasa umum
ABN AMRO Academy Accenture achieve activities Anglian Water approach assessment BAE SYSTEMS benchmarking best practice blended learning business schools business units Capgemini centre challenges chapter Cisco classroom collaborative communities of practice corporate learning corporate university cost course create culture curriculum customers deliver e-learning effective efmd employees ensure environment evaluation example executive experience external faculty focus function global impact implementation important improve individual industry initiatives innovation interaction internal involved issues knowledge management leadership learners learning and development Learning Communities learning management system learning organization measure needs networked learning NHSU operating opportunities organizational learning outcomes participants partners performance professional relevant role semantic web shared skills solutions staff strategy success trainers training and development users virtual workplace