MARC 主機 00000nam  2200349   4500 
001    AAIMR20908 
005    20070813115829.5 
008    070813s2006                        eng d 
020    9780494209080 
035    (UMI)AAIMR20908 
040    UMI|cUMI 
100 1  Tuck, Ada M 
245 10 Action learning: Impacts on communication and 
       organizational culture in one government organization 
300    47 p 
500    Source: Masters Abstracts International, Volume: 45-03, 
       page: 1240 
502    Thesis (M.A.)--Royal Roads University (Canada), 2006 
520    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 
590    School code: 1313 
590    DDC 
650  4 Anthropology, Cultural 
650  4 Speech Communication 
650  4 Political Science, Public Administration 
650  4 Sociology, Organizational 
690    0326 
690    0459 
690    0617 
690    0703 
710 20 Royal Roads University (Canada) 
773 0  |tMasters Abstracts International|g45-03 
856 40 |u