Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Organizational learning is currently the focus of considerable attention, and it is addressed by a broad range of literatures. Organization theory, industrial econ omics, economic history, and business, management and innovation studies all approach the question of how organizations learn. A number of branches of psychology are also revealing on the issue. This paper assesses these various literatures by examining the insights they allow in three main areas: first, the goals of organizational learning; second, the learning processes in organizations; and third, the ways in which organizational learning may be facilitated and impeded. It contends that while the various literatures are revealing in particular aspects of organizational learning, a more complete understanding of its complexity requires a multi-disciplinary approach. The contributions of the different approaches are analyzed, and some areas are suggested where the transfer of analytical concepts may improve understanding.

Organizational Learning: A Review of Some Literatures:

This paper contributes to the discussion on contingencies of process innovations by focusing on and introducing organizational-level constructs of climate for initiative and psychological safety. We argue that process innovations, defined as deliberate and new organizational attempts to change production and service processes, need to be accompanied by climates that complement the adoption and implementation of such innovations. Our study of 47 mid-sized German companies examines the relation between process innovations, climates for initiative and psychological safety, and firm performance. Results show that climates for initiative and psychological safety were positively related to two measures of firm performance—longitudinal change in return on assets (holding prior return on assets constant) and firm goal achievement—and moderated the relation between process innovations and firm performance. Copyright © 2003 John Wiley & Sons, Ltd.

Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance

http://masachoset.persiangig.com/esfand-91/english.pdf

Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management

The Idea of a Learning Company Why is The Learning Company Relevant Now? Are You a Learning Company? The Biography of Your Company Era Spotting Becoming a Learning Company 101 Glimpses of the Learning Company Unfinished Business.

The Learning Company: A Strategy for Sustainable Development

The learning company is an organisation which facilitates the learning of all of its members and continuously transforms itself in order to meet its strategic goals. The paper introduces the concept of the learning company and examines its relevance in modern industrial society. A study of Director‐level personnel in eight large public and private sector organisations in the United Kingdom provides support for the concept. Following a discussion of the learning company as an organisational transformation, guidelines for designing learning companies are proposed.

The Learning Company

INTRODUCTION The concept of the Learning Company is beginning to attract those concerned with the development of people in organisations. Having been stirred up by the prescriptions of In Search of Excellence in terms of how to organise for action and innovation (Peters and Waterman, 1982), this theme is the one most likely to preoccupy managers in the next few years. Even before the notion has been thoroughly defined and explored it has entered the mainstream. For example, Item 6 in the new Charter Group Initiative’s ’Code of Practice’ uses the term ’Learning Organisation’ (FME/CBI/BIM, 1987, p. 5) as does a recent survey report from Ashridge to designate the coming phase of training and development in organisations (Barham et al., 1988, p. 49, et seq.). The Learning Company is the new frontier and the scouts are busy bringing back reports. However, while many people are talking about it no-one has, as yet, claimed to be able to offer a working model of what a Learning Company is. There is both excitement about the possibilities and a lack of clarity about what it looks like. In short we are now standing at the ’vision’ end of the vision-to-reality sequence in bringing the idea into being. In October 1987, we began a 6-month pilot project entitled ’Developing The Learning Company’ with funding from the Manpower Services Commission. The aim was to define and test the feasibility of the idea as

Towards the Learning Company

The Philosophy of the book. How the book works. Setting and Meeting Goals for management self development. A career life planning activity. Some ideas about management and the qualities of successful managers. Assessing yourself and setting some goals for self development. A guide to the selection of activities. How to use the activities

A Manager's Guide to Self Development

This collection of papers explores the concept of the 'Learning Company', giving examples of how the learning company can be applied to the changing face of the modern workplace and exploring the new ideas associated with these developments. The articles found within the book are divided under three sub-headings, which are: (1) Ideas and issues; (2) Applications; and (3) Further thoughts. The articles are: The changing view of learning / Peter Hawkins; Organizations, values and learning / Peter Binns; Power, politics and ideology / John Coopey; The spirit of the learning company / Julia Davies; Energies of organization and change / Paul Tosey; Levels of learning in organizations / David Sutton; Creating space in the learning company / Alan Phillips; Participation in the learning company / Chris Blantern and John Belcher; William Blake's fourfold vision and consciousness in organizations / David Rooke and Jackie Keeley; What is organizational biography? / Mike Pedler; Organizational biography and organizational learning: Weldrick: a case study and commentary / Mike Pedler; Learning to achieve transformation in health / Hilary Lines and Bob Ricketts; The never-ending journey: how, with the help of organization development, a little bit of the NHS in Essex has started to change by putting consumers before professions and bureaucracy / Margaret Attwood and Chris Minett; Becoming a learning organization: how to as well as why / Michael Pearn, Robert Wood, Johanna Fullerton and Ceri Roderick; Engaging and confronting the personal responsibility of the learning company perspective - adding new skills to old / Jim Butler; Facilitating individual and organizational change from the inside: the use of internal change agents in the NHS in Scotland / John Edmonstone and Maggie Havergal; Business schools as learning companies / David Ashton; Learning amoeba: supporting individual managers during rapid change / Malcolm Stephenson; Worlds apart? / John Mackmersh; Turning the environment from a threat into an opportunity / John Gunson.

Tom Boydell

Papers

The Learning Company: A Strategy for Sustainable Development

The Learning Company

Towards the Learning Company

A Manager's Guide to Self Development

Towards the Learning Company: Concepts and Practices