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作者 Tuck, Ada M
書名 Action learning: Impacts on communication and organizational culture in one government organization
國際標準書號 9780494209080
book jacket
說明 47 p
附註 Source: Masters Abstracts International, Volume: 45-03, page: 1240
Thesis (M.A.)--Royal Roads University (Canada), 2006
This thesis explores, via case study, the impacts that a pilot project in action learning in leadership and management development has on communication and the organizational culture of one federal government organization. The focus of this case study was a group of managers engaged in a collective, non-hierarchical learning and working relationship. The communication focus was on dialogue, which is complementary to action learning; both emphasize a collective and collaborative approach to exploring new ways of addressing critical social and organizational problems. This thesis addresses how the dialogic mode of communication found in action learning works within a bureaucracy where communication is more typically formalized and top-down. Government, and specifically this organization, is embarking on major changes and acknowledges that successful change efforts demand the engagement of employees at all levels. Action learning is recommended as one viable solution to meeting significant challenges currently facing the organization
School code: 1313
DDC
Host Item Masters Abstracts International 45-03
主題 Anthropology, Cultural
Speech Communication
Political Science, Public Administration
Sociology, Organizational
0326
0459
0617
0703
Alt Author Royal Roads University (Canada)
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