Action Research in OrganisationsPsychology Press, 2000 - 331 páginas The current orthodoxy is that 'knowledge' is the most powerful resource for organisational success. So how can managers develop the appropriate knowledge base to make their organisations grow? The answer lies in action research. Action research is increasingly perceived and used as a powerful methodology to promote professional awareness and development. However, there are very few texts that demonstrate how this can be utilised to promote management and organisational improvement or that emphasise the reflective nature of improving professionalism. Action Research in Organisations fills this gap. Aimed at both practising managers and university students alike, key features of this title include: |
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Conteúdo
Introduction | 1 |
New theories of discourse | 9 |
Management learning | 16 |
Why am I writing this book and why are you reading it? | 22 |
PART I | 33 |
Learning about learning | 60 |
Learning organisations as good societies 49 | 67 |
9 | 89 |
Interpretive research | 160 |
Understanding my work as a group leader in employment | 173 |
Courage to risk courage to be free | 192 |
Action research | 200 |
PART III | 219 |
New theories of organisation | 242 |
PART IV | 257 |
My epistemology of practice of the superintendency | 274 |
Action research power and control | 95 |
a story of intentional | 115 |
PART II | 125 |
Empirical research | 142 |
Rehabilitating sexual offenders in religious communities | 154 |
How one school is fulfilling the vision of Peter Senges | 285 |
302 | |
323 | |