An analysis of how to manage people, using the Intech company as an example.
Written in 2006; 2,121 words; 6 sources; MLA; $ 66.95
Paper Summary:
In this paper the author looks at the specifics for managing people. He uses the Intech company as a case study. The author analyzes the requirements in how to integrate new staff members into the Intech company, after a takeover. In doing this, he looks at different theoretical methods that can be applied such as the "Simple View of Choice" which he describes in detail. The paper then goes on to describe other methods that needs to be applied when integrating new employees such as the action learning program. He looks at the psycho-analysis needed and points out the documentation that must be adhered to in order for the programs to work. In conclusion, the author states that this model of integration can be used in other areas of Intech, if and when needed.
Table of Contents:
Introduction
Recommendations and Advice
Action Learning
Following Through The Results and Documentation
From the Paper:
"The action learning model is an Action learning approach to experimental management and employee development formulated by Reg Revans (see Revans 1971, 1983, 1988). The basic model rests on the following premise. Traditional learning relies on providing knowledge to answer questions, the solutions to which are already known in advance by others, notably teachers. Revans termed this the imparting of programmed knowledge, where information and 'answers' are set out in advance in a program of study. In contrast, Action learning does not rely solely on predetermined knowledge, but rests on having 'questioning insights.' Action learning involves working out on the basis of experience solutions to problems that have no known answer. Revans expresses learning as; L = P + Q where L = Learning, P = Programmed knowledge, and Q = Questioning Insights. Action learning focuses on Q, and is concerned with P only in terms of its relationship to Q."
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