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On Organizational Learning By Chris Argyris

On Organizational Learning by Chris Argyris

Condition - Very Good
$33.99
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Summary

This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning.

On Organizational Learning Summary

On Organizational Learning by Chris Argyris

This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning. * Brings together the thinking of one of the worlda s leading management thinkers: especially in the area of action learning.

About Chris Argyris

Chris Argyris is the James B. Conant Professor, Graduate School of Business, Harvard University. He is the author of thirty books and research monographs as well as numerous articles. Together with Cary Cooper, Professor Argyris is co--editor of The Blackwell Encyclopedia of Management. He is a consultant to many corporations, governmental organizations, and universities in Europe and the US.

Table of Contents

List of figures. List of tables. Acknowledgments. Preface. Introduction: The Evolving Field of Organizational Learning. Part I: Organizational Defences:. 1. Making Sense of Limited Learning. 2. Tacit Knowledge and Management. 3. Why Individuals and Organizations Have Difficulty in Double--Loop Learning. 4. Creating a Theory of Practice: The Case of Organizational Paradoxes. 5. Todaya s Problems with Tomorrowa s Organizations. 6. Teaching Smart People How to Learn. 7. A Leadership Dilemma: Skilled Incompetence. Part II: Inhibiting Organizational Learning and Effectiveness:. 8. Organizational Learning and Management Information Systems. 9. Strategy Implementation: An Experiment in Learning. 10. How Strategy Professionals Deal with Threat: Individual and Organizational. 11. The Dilemma of Implementing Controls: The Case of Managerial Accounting. 12. Human Problems with Budgets. 13. Bridging Economics and Psychology: The Case of the Economics Theory of the Firm. Part III: The Counterproductive Consequences of Organizational Development and Human Resource Activities:. 14. Good Communication That Blocks Learning. 15. Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners. 16. Inappropriate Defences Against The Monitoring of Organizational Development Practice. 17. Do Personal Growth Laboratories Represent an Alternative Culture?. Part IV: The Inhibition of Valid and Usable Information from the Correct Use of Normal Science:. 18. Actionable Knowledge: Design Causality in the Service of Consequential Theory. 19. Field Theory as a Basis for Scholarly Consulting. 20. Unrecognized Defences of Scholars; Impact on Theory and Research. 21. Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both. 22. Problems and New Directions for Industrial Psychology. 23. The Incompleteness of Social--Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research. 24. Dangers in Applying Results from Experimental Social Psychology. 25. Making Knowledge More Relevant to Practice: Maps for Action. 26. Participatory Action Research and Action Science Compared. 27. Some Unintended Consequences of Rigorous Research. Index.

Additional information

GOR001928865
9780631213093
0631213090
On Organizational Learning by Chris Argyris
Used - Very Good
Paperback
John Wiley and Sons Ltd
1999-04-01
480
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

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