The Learning Edge: How Smart Managers and Smart Companies Stay Ahead

by Lu Stanton Leon (Preface), Calhoun W. Wick (Author)

• New

  Illustrated
  1996

  $15.91

  In today's business world, learning is the key to individual success and corporate survival. Companies across the country are making the ability to learn a condition for employment, one that requires every successful manager's deliberate attention and commitment. Prosperity belongs only to those managers and businesses able to harness the power of knowledge by promoting and maximizing intentional learning at work. Responding to this crucial new market reality. The Learning Edge offers a dynamic, concrete approach all managers and executives can use to create the capabilities needed for success. It presents a compelling examination of how individuals and organizations use intentional learning as the activator and accelerator for success. By intentionally converting work experiences into learning opportunities, they move forward with a sense of urgency, exhilaration, and inspiration. The Learning Edge also proposes a bold new prescription for transforming any company into a flexible learning organization that consistently outthinks and outsmarts the competition. It shares rare insights into the way top executives currently are using learning through experience to develop their managers and cultivate companywide capabilities. And it provides an in-depth look at how successful companies such as Corning, Eastman Kodak, Motorola, and J.P. Morgan are creating learning organizations that are ready to respond to changing consumer preferences and ever-shortening product and technology cycles. Based on the authors' rigorous 12-year study of how real managers in real companies actually learn, The Learning Edge draws upon charts, graphs, personal action plans - plus interviews with today's topbusiness leaders - to provide a blueprint for intentional learning in the workplace. Point by point, it reveals where and when the best learning occurs, and shows what you should be learning to both increase your value to your organization and position yourself for future success. M

• Used

  Hardcover
  1993

  $15.83

  Today, more than ever before, knowledge is power, and organizations facing global competitive pressure must consistently harness this power and maximize employee learning to survive. The Learning Edge responds to this new market reality with a dynamic, concrete approach managers and executives can use to take charge of their own futures, by turning on-the-job experiences into learning opportunities, and discovering how to lead others to grow and learn. This guide shows that the competitive advantange for today's forward-looking managers lies at the point where work and learning converge to produce greater productivity. It explains where the best learning occurs, discloses what managers must learn to add value to their organization, and presents a five-step process for becoming your best at work by: mastering the art of intentional learning; performing a learning audit; building developmental learning teams; motivating employees to stretch and take risks; and growing on the job despite the lack of top-level support. It also offers insights into the way top executives are currently using learning through experience to develop their managers and executives, and how successful companies, including DuPont, Kodak, Motorola and Hewlett Packard, are creating learning organizations that respond to ever-shortening product and technology cycles and changing consumer preferences.