The Resource Informal learning in organizations : how to create a continuous learning culture, Robin Hoyle

Informal learning in organizations : how to create a continuous learning culture, Robin Hoyle

Label
Informal learning in organizations : how to create a continuous learning culture
Title
Informal learning in organizations
Title remainder
how to create a continuous learning culture
Statement of responsibility
Robin Hoyle
Creator
Contributor
Author
Subject
Language
eng
Cataloging source
NhCcYBP
http://library.link/vocab/creatorName
Hoyle, Robin
Illustrations
illustrations
Index
index present
LC call number
HD58.8
LC item number
.H697 2015
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
ProQuest (Firm)
http://library.link/vocab/subjectName
  • Organizational change
  • Employees
  • Non-formal education
Label
Informal learning in organizations : how to create a continuous learning culture, Robin Hoyle
Instantiates
Publication
Copyright
Note
Description based on print version record
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
Table of Contents: Acknowledgements -- Introduction -- SECTION ONE Making sense of informal learning at work -- 01 What is informal learning? -- Informal Learning is about doing different things and doing things differently -- The independence of the informal learner -- A short history lesson -- Apprentices and more structured preparation for work -- The work difference -- The role of the organization in informal learning -- 02 A model of informal learning -- What do we mean by learning? -- A definition of informal learning -- Informal: guided discovery and learning through work -- Informal = better? -- 03 The capability contract -- Continuing professional development -- Vocational qualifications -- Knowledge or skills? -- Learning together -- Conclusions -- Notes -- 04 Formal training and the budget paradox -- The budget paradox -- The role of the subject matter expert -- Notes -- 05 Informal doesn't mean unmanaged -- The dilemma -- Belief number 1: Informal learning cannot be managed -- Belief 2: Informal learning is difficult to measure -- The checklist -- Notes -- 06 Informal learning and culture -- How important is culture to informal learning? -- Can an informal learning culture be defined? -- More localized culture -- Growing a more local, team-based culture -- Informal learning and the dominant culture -- Winterbourne View and other scandals -- Other scandals and the learned culture of the organization -- Is better initial training the answer? -- Combatting culture -- Notes -- SECTION TWO Liking ain't learning: the rise of social and the impact of technology -- 07 Liking, learning and looking up the answers -- The rise of the Mavens -- I'm a bit anti-social -- Learning or just copying? -- The brighter side of social media -- Notes -- 08 Is there hope beyond the social media hype? -- Beyond the L & D bubble -- You had to be there -- Where's the sense in seek-sense-share? -- An uncomfortable pat on the back -- A flock of twits -- Conclusion -- Notes -- 09 Smarter social tools -- Beware the crowd -- The limitations of algorithms -- Skilled information seekers -- The threat of like-mindedness -- Learning from IT companies -- Application beyond applications? -- Notes -- 10 Social networking skills for learning and collaboration -- Personal knowledge management: a daily job -- Gaining the benefits of user-generated content -- Smile -- you're on TV -- Notes -- 11 Learning from academia: MOOCs and the flipped classroom -- Flipping the classroom -- The implications for learners -- Who uses MOOCs, how and why? -- Can you build your own MOOC (and would you want to)? -- Conclusion -- Notes -- SECTION THREE Learning as you work, working as you learn -- 12 Integrating learning into work -- Blended learning comes of age -- The new blend -- Moving to the workplace -- 70:20:10 -- The informality within 70:20:10 -- Stretch or challenge -- Challenge vs threat -- Collaboration -- Professional development -- Multi-tasked learning -- Conclusion -- Notes -- 13 Measuring and evaluating -- Performance indicators -- Example 1: the sales team -- Example 2: the accident and emergency department of a hospital -- The performance director -- What are you measuring and why? -- Softer measures -- Badges? We don't need your stinking badges -- What sort of technology platform do you need? -- Artefacts of learning -- Analysing performance -- Preparing the organization for change - - the real requirement for measurement -- Notes -- 14 The informal learning action plan -- Part 1: the questions to ask -- Part 2: strategy on one page (SOOP) -- Part 3: the recipe -- Part 4: dos and don'ts -- Notes -- Index
Dimensions
unknown
Extent
1 online resource.
Form of item
online
Isbn
9780749474607
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
12590535
System control number
(NhCcYBP)12590535
Label
Informal learning in organizations : how to create a continuous learning culture, Robin Hoyle
Publication
Copyright
Note
Description based on print version record
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
Table of Contents: Acknowledgements -- Introduction -- SECTION ONE Making sense of informal learning at work -- 01 What is informal learning? -- Informal Learning is about doing different things and doing things differently -- The independence of the informal learner -- A short history lesson -- Apprentices and more structured preparation for work -- The work difference -- The role of the organization in informal learning -- 02 A model of informal learning -- What do we mean by learning? -- A definition of informal learning -- Informal: guided discovery and learning through work -- Informal = better? -- 03 The capability contract -- Continuing professional development -- Vocational qualifications -- Knowledge or skills? -- Learning together -- Conclusions -- Notes -- 04 Formal training and the budget paradox -- The budget paradox -- The role of the subject matter expert -- Notes -- 05 Informal doesn't mean unmanaged -- The dilemma -- Belief number 1: Informal learning cannot be managed -- Belief 2: Informal learning is difficult to measure -- The checklist -- Notes -- 06 Informal learning and culture -- How important is culture to informal learning? -- Can an informal learning culture be defined? -- More localized culture -- Growing a more local, team-based culture -- Informal learning and the dominant culture -- Winterbourne View and other scandals -- Other scandals and the learned culture of the organization -- Is better initial training the answer? -- Combatting culture -- Notes -- SECTION TWO Liking ain't learning: the rise of social and the impact of technology -- 07 Liking, learning and looking up the answers -- The rise of the Mavens -- I'm a bit anti-social -- Learning or just copying? -- The brighter side of social media -- Notes -- 08 Is there hope beyond the social media hype? -- Beyond the L & D bubble -- You had to be there -- Where's the sense in seek-sense-share? -- An uncomfortable pat on the back -- A flock of twits -- Conclusion -- Notes -- 09 Smarter social tools -- Beware the crowd -- The limitations of algorithms -- Skilled information seekers -- The threat of like-mindedness -- Learning from IT companies -- Application beyond applications? -- Notes -- 10 Social networking skills for learning and collaboration -- Personal knowledge management: a daily job -- Gaining the benefits of user-generated content -- Smile -- you're on TV -- Notes -- 11 Learning from academia: MOOCs and the flipped classroom -- Flipping the classroom -- The implications for learners -- Who uses MOOCs, how and why? -- Can you build your own MOOC (and would you want to)? -- Conclusion -- Notes -- SECTION THREE Learning as you work, working as you learn -- 12 Integrating learning into work -- Blended learning comes of age -- The new blend -- Moving to the workplace -- 70:20:10 -- The informality within 70:20:10 -- Stretch or challenge -- Challenge vs threat -- Collaboration -- Professional development -- Multi-tasked learning -- Conclusion -- Notes -- 13 Measuring and evaluating -- Performance indicators -- Example 1: the sales team -- Example 2: the accident and emergency department of a hospital -- The performance director -- What are you measuring and why? -- Softer measures -- Badges? We don't need your stinking badges -- What sort of technology platform do you need? -- Artefacts of learning -- Analysing performance -- Preparing the organization for change - - the real requirement for measurement -- Notes -- 14 The informal learning action plan -- Part 1: the questions to ask -- Part 2: strategy on one page (SOOP) -- Part 3: the recipe -- Part 4: dos and don'ts -- Notes -- Index
Dimensions
unknown
Extent
1 online resource.
Form of item
online
Isbn
9780749474607
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
12590535
System control number
(NhCcYBP)12590535

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