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.
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.
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.
|
|