ISSN:
0969-6474
Source:
Emerald Fulltext Archive Database 1994-2005
Topics:
Education
Notes:
There is incongruity between what business schools teach and whatbusiness organizations actually need. Hence, the criticism of businessschool graduates as "corporate burdens" incapable of functioning ascompetent managers. The discordant note of change is gripping thetraditional academy as it grapples with corporate demands to review itscurriculum (too much emphasis on teaching the things that can be taught;too much analysis; deficiencies in cross-functional integration and"soft" people skills). Thus, the persistent plea for teachingeffectiveness and linkage with the corporate world. Acquisition ofinformation and honed skills in analysis is essential but inadequate inmanagerial learning. More importantly, managerial learning meanslearning to take effective action; learning to acquire the "softskills", such as leadership, decision making, teamworking, negotiations,and communications. Action learning is one approach to management growthand development, which induces managers to focus primarily on their ownexperiences, to learn from exposure to problems and to learn from oneanother. The learning process is social; managers learn best to work inteams; managers learn by doing. Total learning for quality managementseeks to integrate the core analytical skills with the softinterpersonal skills in the make-up of the competent manager. The authorshares his own action learning experience in his pursuit of anaction-learning-focused PhD degree. Thus, it adopts a learner'sperspective to highlight the benefits of working on a real-life projectwhich is significant and meaningful. Discusses how action research andaction learning deliver a balance of knowledge and action, academicrigour and managerial relevance. The learning output is the "IntelligentCorporate Strategy" paradigm - a manifestation of the author'sconceptualization of thoughts after 12 years in the machine toolindustry, and its application to the author's organization, OKUMACorporation.
Type of Medium:
Electronic Resource
URL:
http://dx.doi.org/10.1108/09696479410053403
Permalink
