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    The Knowledge-Enabled Organization: Moving from "Training" to "Learning" to Meet Business Goals

    Posted By: arundhati
    The Knowledge-Enabled Organization: Moving from "Training" to "Learning" to Meet Business Goals

    Daniel R. Tobin Ph.D., "The Knowledge-Enabled Organization: Moving from "Training" to "Learning" to Meet Business Goals"
    1997 | ISBN-10: 0814403662 | 224 pages | EPUB | 0,4 MB

    If the knowledge and skills of employees are a company's biggest competitive asset, why are so many organizations riddled with unproductive, irrelevant training departments and activities?
    Because they're being ripped off in a $50 billion "Great American Training Robbery," says Daniel Tobin in this strong, frank – and ultimately rejuvenating – critique of the current state of employee learning. And it's time for senior managers and human resources professionals to enact change.

    Tobin outlines a new approach to learning, one that links "training and development" with viable, job-related, bottom-line driven activities. His model operates on individual, work unit, and corporate levels, with each area continually sharing information and skills – to create a dynamic, actively learning, knowledge-enabled organization.

    Filled with instructive real-world examples, The Knowledge-Enabled Organization supplies a comprehensive and practical game plan for implementing this kind of strategic, results-driven training. It explains how to:

    ** transform the way that training departments think and act
    ** ensure that every training dollar spent contributes to corporate financial goals – and individual career goals
    ** expand and diversify an employee's learning activities
    ** create a knowledge network to support learning
    ** build and maintain a positive learning environment.