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В разделе собрана информация о статьях по экономике, социологии и менеджменту. Во многих случаях приводятся полные тексты статей. (подробнее...)

Journal of Workplace Learning

Опубликовано на портале: 01-10-2003
Iiris Aaltio-Marjosola, Tuomo Takala Journal of Workplace Learning. 2000.  Vol. 12. No. 4. P. 146-158. 
Charismatic leadership can be defined by the features of the leaders, but also by the multiple-level interaction processes that take place between the leaders and the led. As we approach the phenomenon, it is easy to see that in earlier research charismatic leadership is faced with many kinds of criticism. As seen, its consequences may be dangerous for organizations which may be led for "shared madness". The undesirable consequences at the societal level include totalitarian aspects as well as truth manipulation practised by charismatic leaders. At the same time, charismatic leadership can be regarded as part of transformational leadership, where vision, intrapreneurship and emotions play a vital role. In this paper we explore charismatic leadership and followership taking a case from ice hockey coaching as an example. We suggest that ethics usually takes a guardian's role in evaluating the outcome of charismatic leadership processes, that emotionality plays a vital role both in charismatic leadership and followership, and that charismatic leadership needs to be understood in the contexts that may culturally trigger it.
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Опубликовано на портале: 10-01-2003
Tauno Kekale, Karin Pirolt Journal of Workplace Learning. 2002.  Vol. 14. No. 7.
This paper describes the findings of an European four-country study that attempted to pinpoint the practical impediments the small enterprises face when attempting to use information technology (IT) as an aid in their personnel training. The study was made using the Delphi technique, interviewing 120 specialists (company owners, software and IT producers, training providers) in four countries. The results suggest that most of the small companies are not yet ready to use the latest IT technologies in their personnel training, but there may be a "trickle-down" effect from the bigger companies in some countries. The results furthermore suggest that the new IT solutions seldom deliver what they promise for the small companies. It seems that the significant impediments are the factors that the IT solutions were supposed to solve, namely freedom of time, space and pre-described content. It seems that not many of the IT training solutions are developed with the small companies' needs in sight, and a more close cooperation between the actors and tailoring of the IT products are often needed when planning this kind of training.
Опубликовано на портале: 09-01-2003
Jose F.B. Gieskes Journal of Workplace Learning. 2002.  No. 8. P. 310-319. 
An increasing share of manufacturing, logistics and R&D activities takes place today in a number of geographically dispersed organisational units. The units involved can be different autonomous companies or a number of focused subsidiaries. Using the CIMA-methodology and its computerised questionnaire as an analysis and action research tool, organisational learning in distributed product development projects at a multinational company in the telecom industry has been investigated. Organisational units with different operational focuses displayed differences in the types of learning to which attention was primarily given. Based on the findings, the role of communities of practice in distributed product development is investigated.
Опубликовано на портале: 09-01-2003
Timothy Sizwe Phakathi Journal of Workplace Learning. 2002.  No. 7-7. P. 278-285. 
Increasing international competition requires companies to empower and develop the skills of workers at the lower levels. This paper will show how implementing change from below through self-directed teamwork enhances the understanding of the changing nature of work and the relationship between work and training. The case study of African Gold Mine (a pseudonym of one of the world's deepest gold mines) illustrates the South African gold mining industry's attempt to create a twenty-first century workforce through self-directed work team (SDWT) training conducted within the mine. However, underground participatory research reveals that in the workplace, organisational constraints hinder the effective implementation of SDWT training. In order to cope with these organizational constraints and inefficiencies, workers resort to planisa; "they make a plan". In other words, they "get on and get by" underground through improvising and the team's self-initiated action. This paper argues that planisa is part of the existing occupational culture of miners and is an embryonic form of teamwork. Any strategy to increase the productivity of mineworkers must draw on these experiences.
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Опубликовано на портале: 20-08-2003
Taina Savolainen Journal of Workplace Learning. 2000.  Vol. 12. No. 8. P. 318 - 326. 
Обсуждается один из ключевых вопросов HR в современной рабочей жизни - отношения нанимателя и нанимаемого в ходе всеорганизационных изменений, конкретно - в инициативах по улучшению качества. В статье представлены эмпирические данные качественного лонгитюдного исследования случая в Финляндии, связанного с внедрением принципов и практики управления качеством, и обсуждается их значение. Предлагается ориентированная на лидерство стратегия развития отношений нанимателя и нанимаемого и улучшения использования HR. Предполагается, что процесс развития отношений работников и управляющих основан на постепенной идеологической перемене, которая осуществляется в процессе обучения, направляемом лидером. Постепенное изменение менталитета на рабочем месте ведет к росту доверия и сотрудничества. Это означает, что для развитии отношений работников и управляющих необходимо ощутимое лидерство и хорошие навыки лидерства; менеджеры должны чувствовать, как правильно выбрать подходящее время и способ для построения взаимного доверия. В свою очередь, действия лидеров окажут поддержку традиционно более пассивным HR-менеджерам.