Luther Tai
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780195311310
- eISBN:
- 9780199789948
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195311310.001.0001
- Subject:
- Business and Management, HRM / IR
This book examines how corporate e-learning is developed, implemented and how effectiveness is determined at IBM. It addresses the following questions: Why e-learning? How is e-learning developed? ...
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This book examines how corporate e-learning is developed, implemented and how effectiveness is determined at IBM. It addresses the following questions: Why e-learning? How is e-learning developed? How is e-learning implemented? How is e-learning effectiveness determined? What are the lessons learned? E-learning is a tool to be used along with other means of learning. It is used when it is the best way to learn for a particular application. It is a way to save costly face-to-face time for optimal use. There is no one size that fits all. IBM is an early adopter in use of e-learning for training its global workforce. IBM, like other corporations, has its own unique e-learning solutions. Strategic vision, clear business objectives, well defined learning organization, strong leadership, corporate support, prudent use of e-learning, quality of content, ease of access, interoperability, accountability of learners and instructors, and a well defined measurement system all matter. Successful integration of these ingredients is essential for effective e-learning. Ignoring any of these key ingredients can lead to failure. IBM has its own rationale and approach to using e-learning. It has its growing pains. Experience in e-learning at IBM provides a unique context for leveraging e-learning to train employees. IBM has been successful in using e-learning in the context of their business objectives and business environments. IBM's experience and lessons learned should serve as an important guide to those who are implementing e-learning.Less
This book examines how corporate e-learning is developed, implemented and how effectiveness is determined at IBM. It addresses the following questions: Why e-learning? How is e-learning developed? How is e-learning implemented? How is e-learning effectiveness determined? What are the lessons learned? E-learning is a tool to be used along with other means of learning. It is used when it is the best way to learn for a particular application. It is a way to save costly face-to-face time for optimal use. There is no one size that fits all. IBM is an early adopter in use of e-learning for training its global workforce. IBM, like other corporations, has its own unique e-learning solutions. Strategic vision, clear business objectives, well defined learning organization, strong leadership, corporate support, prudent use of e-learning, quality of content, ease of access, interoperability, accountability of learners and instructors, and a well defined measurement system all matter. Successful integration of these ingredients is essential for effective e-learning. Ignoring any of these key ingredients can lead to failure. IBM has its own rationale and approach to using e-learning. It has its growing pains. Experience in e-learning at IBM provides a unique context for leveraging e-learning to train employees. IBM has been successful in using e-learning in the context of their business objectives and business environments. IBM's experience and lessons learned should serve as an important guide to those who are implementing e-learning.
KEITH KEITH
- Published in print:
- 2001
- Published Online:
- October 2011
- ISBN:
- 9780199244898
- eISBN:
- 9780191697401
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199244898.003.0001
- Subject:
- Business and Management, Organization Studies, HRM / IR
This chapter discusses four approaches in understanding leadership—trait approaches, contingency approaches, situational approaches, and the constitutive approaches. It defines leadership as an art, ...
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This chapter discusses four approaches in understanding leadership—trait approaches, contingency approaches, situational approaches, and the constitutive approaches. It defines leadership as an art, or rather an array of arts—more than a science—which might account for the four paradoxes that have bedevilled its understanding: it appears to have more to do with invention than analysis, despite claims to the contrary; it appears to operate on the basis of indeterminacy whilst claiming to be deterministic; it appears to be rooted in irony rather than truth; it usually resorts to a constructed identity but claims a reflective identity. The chapter then explores these four paradoxes and suggests how people might adopt the metaphors of art as a way of understanding them better. It notes that leadership is critically concerned with establishing and coordinating the relationships between four things: identity, strategic vision, organizational tactics, and persuasive communication.Less
This chapter discusses four approaches in understanding leadership—trait approaches, contingency approaches, situational approaches, and the constitutive approaches. It defines leadership as an art, or rather an array of arts—more than a science—which might account for the four paradoxes that have bedevilled its understanding: it appears to have more to do with invention than analysis, despite claims to the contrary; it appears to operate on the basis of indeterminacy whilst claiming to be deterministic; it appears to be rooted in irony rather than truth; it usually resorts to a constructed identity but claims a reflective identity. The chapter then explores these four paradoxes and suggests how people might adopt the metaphors of art as a way of understanding them better. It notes that leadership is critically concerned with establishing and coordinating the relationships between four things: identity, strategic vision, organizational tactics, and persuasive communication.
Keith Grint
- Published in print:
- 2001
- Published Online:
- October 2011
- ISBN:
- 9780199244898
- eISBN:
- 9780191697401
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199244898.001.0001
- Subject:
- Business and Management, Organization Studies, HRM / IR
Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best ...
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Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? This book investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, the author argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science.Less
Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? This book investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, the author argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science.
Robin Holt
- Published in print:
- 2018
- Published Online:
- January 2018
- ISBN:
- 9780199671458
- eISBN:
- 9780191751158
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780199671458.003.0004
- Subject:
- Business and Management, Strategy, Organization Studies
If knowledge does not create a sustained and unified sense of organizational self (skepticism is rife) then strategic inquiry can turn to vision, a move advocated by Henry Mintzberg amongst others. ...
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If knowledge does not create a sustained and unified sense of organizational self (skepticism is rife) then strategic inquiry can turn to vision, a move advocated by Henry Mintzberg amongst others. The chapter considers what it is to author a strategic vision, using the novel The Shape of Things to Come by H. G. Wells as an indicative and provocative example of an organizational attempt to present its own form to itself and others. The risks associated with propaganda and dogmatic assertion are discussed, as are the strategy documents by which many modern organizations attempt to instil an equivalent vision to that envisaged by Wells.Less
If knowledge does not create a sustained and unified sense of organizational self (skepticism is rife) then strategic inquiry can turn to vision, a move advocated by Henry Mintzberg amongst others. The chapter considers what it is to author a strategic vision, using the novel The Shape of Things to Come by H. G. Wells as an indicative and provocative example of an organizational attempt to present its own form to itself and others. The risks associated with propaganda and dogmatic assertion are discussed, as are the strategy documents by which many modern organizations attempt to instil an equivalent vision to that envisaged by Wells.
Amiya Kumar Bagchi and Anthony P. D’Costa
- Published in print:
- 2012
- Published Online:
- January 2013
- ISBN:
- 9780198082286
- eISBN:
- 9780199082377
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198082286.003.0012
- Subject:
- Political Science, Comparative Politics
This chapter focuses on the growth of R&D expenditure in China—a major indicator of innovation—and the role of the state or the public sector. It first discusses the growth of R&D expenditure along ...
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This chapter focuses on the growth of R&D expenditure in China—a major indicator of innovation—and the role of the state or the public sector. It first discusses the growth of R&D expenditure along with an overview of its implications in the international context. Using select indicators of innovation and industrial output of the large and medium enterprises, the chapter shows that the share of public sector in total gross domestic expenditure on R&D is more than the private sector. It explains how the government provides direct and indirect support to private R&D and innovation. It discusses the long-term guidance and strategic visioning provided by the government in R&D in particular, and S&T development in general.Less
This chapter focuses on the growth of R&D expenditure in China—a major indicator of innovation—and the role of the state or the public sector. It first discusses the growth of R&D expenditure along with an overview of its implications in the international context. Using select indicators of innovation and industrial output of the large and medium enterprises, the chapter shows that the share of public sector in total gross domestic expenditure on R&D is more than the private sector. It explains how the government provides direct and indirect support to private R&D and innovation. It discusses the long-term guidance and strategic visioning provided by the government in R&D in particular, and S&T development in general.
Jolyon Howorth
- Published in print:
- 2011
- Published Online:
- January 2015
- ISBN:
- 9780199593842
- eISBN:
- 9780191803536
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:osobl/9780199593842.003.0010
- Subject:
- Political Science, European Union
This chapter argues that the EU needs a strategic vision to address the most important question facing a world undergoing power transition: how to engineer a peaceful passage towards a new ...
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This chapter argues that the EU needs a strategic vision to address the most important question facing a world undergoing power transition: how to engineer a peaceful passage towards a new international system. The world of 2020 will be a complex multipolar system dominated by five or six serious players. In this new global environment, the EU must stand together to qualify for a seat as one of the top four—China, EU, US, and India—in that order. The advantage of the EU is its unique ability to combine military and civilian resources in the delivery of global public goods in a world of increasingly complex interdependence. But in order to play a decisive role in the future, the EU will have to graduate into a strategic partner for the US and begin devising and implementing a grand strategy.Less
This chapter argues that the EU needs a strategic vision to address the most important question facing a world undergoing power transition: how to engineer a peaceful passage towards a new international system. The world of 2020 will be a complex multipolar system dominated by five or six serious players. In this new global environment, the EU must stand together to qualify for a seat as one of the top four—China, EU, US, and India—in that order. The advantage of the EU is its unique ability to combine military and civilian resources in the delivery of global public goods in a world of increasingly complex interdependence. But in order to play a decisive role in the future, the EU will have to graduate into a strategic partner for the US and begin devising and implementing a grand strategy.
