دانلود رایگان مقاله انگلیسی تجارب و انتظارات توسعه مدیریت: فراگیری رسمی در مقابل فراگیری غیر رسمی - امرالد 2017

ABSTRACT:

Purpose: Many organisations are reconsidering their investment in formal education and training, in favour of more informal approaches to learning such as mentoring, temporary assignments, stretch assignments, and job rotation. The purpose of this research was to explore the ways in which managers have developed capabilities for their roles thus far and their preferred approaches for future development with particular consideration given to a comparison of formal and informal learning. Design/methodology/approach: This paper reports on a case study conducted within an Australian nonprofit organisation focusing on the extent to which managers attribute their current level of management skills to formal or informal learning and the extent to which they would prefer formal or informal learning (or a combination) for future development. Findings: Findings indicate a large part of the managers’ current management capabilities were acquired through informal means, and these are seen as desirable for ongoing development, however there is also a desire for formal learning methods to complement informal methods. Originality/value: Management development is a critical HRD activity however there is limited knowledge about how managers have built their current capabilities and their preferences in terms of the mix of formal and informal learning for the future.

CONCLUSION

Based on the results of this study, we argue that informal learning should not be seen as a lesser form of learning; it provides an opportunity for development of management skills to complement the development gained from more formal modes. Informal learning is by its very nature tailored to the individual. It is accessed at a point in an individual’s development that is timely and the learnings are able to be immediately applied. Therefore, we argue for the effective combination of informal learning with formal learning methods; although informal learning may be less structured, it must nonetheless be strategically managed by organisations as it offers a powerful way to tailor learning opportunities for individual managers to complement formal education and training offerings.