Barriers to managerial learning : (Record no. 38791)
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| fixed length control field | 02403naa a2200181uu 4500 |
| 001 - CONTROL NUMBER | |
| control field | 1031610160041 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190211174729.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 110316s|||| xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) | |
| Koha Dewey Subclass [OBSOLETE] | PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | LONGENECKER, Clinton O |
| 9 (RLIN) | 40584 |
| 245 10 - TITLE STATEMENT | |
| Title | Barriers to managerial learning : |
| Remainder of title | lessons for rapidly changing organizations |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | Bingley, UK : |
| Name of publisher, distributor, etc. | Emerald, |
| Date of publication, distribution, etc. | 24 |
| 520 3# - SUMMARY, ETC. | |
| Summary, etc. | Purpose The purpose of this paper is to explore the barriers to managerial learning in rapidly changing organizations. Design/methodology/approach The material presented in this paper is based on a focus group methodology designed to solicit the input of managers operating in dynamic organizations on the subject of factors that influence their ability to learn and develop. Findings The study identified ten recurring barriers that prevent managers from learning and developing that included such factors as time pressure, lack of awareness, little or no performance feedback, lack of self-reflection, and egos, among others. Research limitations/implications Learning is difficult for most managers in normal times, let alone when their organizations are changing at a previously unseen pace. This study identified factors that damage the ability of managers to learn. This subject matter warrants further exploration as organizational structures, levels, and industries may influence the outcome of the findings. Practical implications Key implications of these findings include: individual managers must take more responsibility for their own learning; superiors must play a larger role in management development; and senior leaders must create systems to support learning. Social implications When organizations and societies change, people at all levels must learn and develop to operate in these new environments. Without this learning and alignment, performance will suffer. Originality/value Organizations, in many cases, wrongly assume that their leaders will acquire the new skill-sets necessary to perform in an optimal fashion. The very factors that drive organizational change are the same factors that create barriers to managerial learning |
| 773 08 - HOST ITEM ENTRY | |
| Title | Development and Learning in Organizations |
| Related parts | 24, 5, p. 8-11 |
| Place, publisher, and date of publication | Bingley, UK : Emerald, 24 |
| International Standard Serial Number | ISSN 14777282 |
| Record control number | |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20110316 |
| Operator's initials, OID (RLIN) | 1016^b |
| Cataloger's initials, CIN (RLIN) | Jaqueline |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20110324 |
| Operator's initials, OID (RLIN) | 1239^b |
| Cataloger's initials, CIN (RLIN) | Jaqueline |
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