Individual Differences and Development in Organisations
1st Edition
Published on 29. October 2002
Book
Hardback
424 pages
978-0-471-48540-7 (ISBN)
Description
Organisations, of all kinds, are facing the challenge of rapidly advancing technologies, and ever-increasing levels of competition, both nationally and globally. They are also seeking to operate in an environment where the traditional relationships between employer and employee are rapidly changing.
Learning to harness the talents of everyone comprising an organisation is critical to sustainable organisational effectiveness. Successfully developing the talents of all members of an organization is, arguably, the only lasting source of competitive advantage.
This handbook provides a unique and authoritative review of relevant research, theoretical developments, and current best practice in the management of individual development.
Drawing on the expertise of both renowned academic specialists and leading practitioners, the book is designed to be a practical resource for the guidance and support of those whose role is to bring about the development of people at work.
Authoritative reviews of relevant evaluation research, and best-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 conceptual structure
Part of a new series - Wiley Handbooks in the Psychology of Management in Organizations
Learning to harness the talents of everyone comprising an organisation is critical to sustainable organisational effectiveness. Successfully developing the talents of all members of an organization is, arguably, the only lasting source of competitive advantage.
This handbook provides a unique and authoritative review of relevant research, theoretical developments, and current best practice in the management of individual development.
Drawing on the expertise of both renowned academic specialists and leading practitioners, the book is designed to be a practical resource for the guidance and support of those whose role is to bring about the development of people at work.
Authoritative reviews of relevant evaluation research, and best-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 conceptual structure
Part of a new series - Wiley Handbooks in the Psychology of Management in Organizations
More details
Series
Language
English
Place of publication
New York
United States
Target group
Professional and scholarly
Dimensions
Height: 248 mm
Width: 173 mm
Thickness: 28 mm
Weight
822 gr
ISBN-13
978-0-471-48540-7 (9780471485407)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Michael Pearn
Individual Differences and Development in Organisations
E-Book
03/2003
1st Edition
Wiley
€213.99
Available for download
Person
Michael Pearn, Senior Consultant, Saville & Holdsworth Ltd, 1981-1984; Founding Partner of Pearn Kandola, Occupational Psychologists, 1984, retired 1999; Fellow of BPS, The Institute for Personnel and Development, The Royal Society for Arts; Member of Board of Examiners in Occupational Psychology, The British Psychological Society, Executive Board, Trinity Institute for Management Education, Association for Management Education and Development, European Association of Work and Organisational Psychology Books authored: Job Analysis for Managers (1987), Learning Organisations in Practice (1995), Tools for a Learning Organisation (1995), Ending the Blame Culture (1998), Empowering Team Learning (1998).
Content
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 People Do We Create through the Theories of Learning that We Apply to Their 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 Individual Development (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 the Question (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 Systematic Management 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: the Challenge 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.
About the Contributors.
Series Preface.
Preface.
Part I: Approaches, Concepts and Theory.
Learning Theory and the Construction of Self: What Kinds of People Do We Create through the Theories of Learning that We Apply to Their 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 Individual Development (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 the Question (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 Systematic Management 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: the Challenge 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.