Pearn Individual Differences and Development in Organisations

Erscheinungsjahr 2003
ISBN: 978-0-470-85656-7
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 424 Seiten, E-Book

Reihe: Wiley Handbooks in Work & Organizational Psychology

Organisations, of all kinds, are facing the challenge of rapidlyadvancing technologies, and ever-increasing levels of competition,both nationally and globally. They are also seeking to operate inan environment where the traditional relationships between employerand employee are rapidly changing.
Learning to harness the talents of everyone comprising anorganisation is critical to sustainable organisationaleffectiveness. Successfully developing the talents of all membersof an organization is, arguably, the only lasting source ofcompetitive advantage.
This handbook provides a unique and authoritative review ofrelevant research, theoretical developments, and current bestpractice in the management of individual development.
Drawing on the expertise of both renowned academic specialists andleading practitioners, the book is designed to be a practicalresource for the guidance and support of those whose role is tobring about the development of people at work.
* Authoritative reviews of relevant evaluation research, andbest-practice descriptions of key assessment and development tools
* Editor with excellent psychological and consultancy knowledge,experience and contacts
* Written by International contributors within a strong conceptualstructure
* Part of a new series - Wiley Handbooks in the Psychology ofManagement in Organizations

Autoren/Hrsg.

Pearn, Michael

Inhaltsverzeichnis

About the Editor.
About the Contributors.
Series Preface.
Preface.
Part I: Approaches, Concepts and Theory.
Learning Theory and the Construction of Self: What Kinds of PeopleDo We Create through the Theories of Learning that We Apply toTheir Development (J. Burgoyne).
Who Am I? Self-development in Organisations (M. Lee).
Cognitive Science and Individual Development (J. Henry).
Individual Differences Can Both Facilitate and Limit IndividualDevelopment (K. Murphy).
Part II: Individual Differences.
Old and New Models of Cognitive Abilities: the Assessment Conundrum(B. Torff and E. Warburton).
Personality, Style Preference and Individual Development (A.Furnham).
To Use Competencies or Not to Use Competencies? That Is theQuestion (P. Sparrow).
Emotional Intelligence and the Development of Managers and Leaders(V. Dulewicz and M. Higgs).
Part III: Assessment Tools and Processes.
Assessing Individual Development Needs (K. Van Dam).
Individual Asessement as a Integrated Tool in a SystematicManagement Process (J. Iten).
Development Centres: a Neglected Perspective (J. Zaal).
Part IV: Development Methods and Processes.
Choosing a Development Method (A. Mumford).
Team-working and the Implications for Individual Development (R.Mottram).
Informal and Incidental Learning in the New Millennium: theChallenge of Being Rapid and/or Being Accurate! (V. Marsick, K.Watkins and J. Wilson).
Individual Development and Self-management Learning (I.Cunningham).
Using Social Networks in Organisations to Facilitate Learning (R.Poell and F. Van der Krogt).
Online Networking and Individual Development (G. Salmon).
Part V: Organisational Context.
Developing Individuals for Leadership Roles (C. McCauley).
Developing Innovations in Organisations (N. King).
Diversity and Individual Development (R. Kandola and S.Kartara).
Author Index.
Subject Index.