Action learning for middle manager development: the case of an Australian state-based large organisation

Nelson, Silvia A; Yeo, Roland K.

doi:10.1504/ijhrdm.2012.049784

Cited by 7 publications

(6 citation statements)

References 30 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Participants also stated that they needed the support of their managers for the problems identified during action learning to be resolved. SA Nelson and RK Yeo [ 12 ] state that ‘the success of action learning programmes will depend heavily on senior management support and the preparedness to commit to longer term learning programmes rather than two-day “sheep dip” training sessions, which accomplish very little at great expense’ (p. 305). This is essential if quality of care is to be improved in such a way that staff are competent and have the support required to provide good standards of care.…”

Section: Discussionmentioning

confidence: 99%

“…This may be attributed to it’s less formal nature making it a practical and interactive approach that is directly related to the day-to-day problems that managers face [ 11 ]. Although the technique has been mainly used to develop the skills and competencies of senior managers, it is also used among other ranks [ 12 ]. Furthermore, although the method has been successfully used in the health sector [ 13 , 14 ], it has also been implemented in other sectors such as construction [ 12 , 15 ].…”

Section: Introductionmentioning

confidence: 99%

“…Although the technique has been mainly used to develop the skills and competencies of senior managers, it is also used among other ranks [ 12 ]. Furthermore, although the method has been successfully used in the health sector [ 13 , 14 ], it has also been implemented in other sectors such as construction [ 12 , 15 ]. The action learning technique has been shown to improve confidence, resilience, conflict resolution, team work [ 16 , 17 ], empowerment [ 18 , 19 ], leadership skills [ 20 ], self-efficacy, critical thinking and problem solving skills [ 13 ].…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Using an action learning methodology to develop skills of health managers: experiences from KwaZulu-Natal, South Africa

Masango-Muzindutsi

Haskins

Wilford

et al. 2018

BMC Health Serv Res

View full text Add to dashboard Cite

BackgroundStrong management skills are key to improving performance of health systems. Action learning, a technique to develop management skills, has been used successfully with health managers but not usually among lower level managers or in low and middle-income countries (LMICs).MethodsThis study uses a qualitative approach to explore experiences, successes and challenges of using an action learning approach to improve skills of managers in neonatal units in KwaZulu-Natal (KZN), South Africa. Eight action learning groups were convened with neonatal unit managers from all 39 district hospitals in KZN, each group had 4–6 participants. Meetings were conducted by a facilitator trained in action learning techniques, and groups met a minimum of ten times over a one-year period. After completion of the intervention, 14 in-depth interviews were conducted with purposively selected action learning participants. Data was transcribed and analysed using framework analysis.ResultsNeonatal unit managers found that action learning generated a sense of empowerment in their abilities, trust and confidence among participants was nurtured, problem solving and critical thinking skills were developed, and a continuous support system was created. The action learning process led to several positive changes in neonatal units, which enhanced the quality of care for patients. A number of challenges were also identified, mainly relating to administrative issues such as the provision of a skilled facilitator, permission to attend action learning meetings and logistical issues, including transport and other financial implications.ConclusionsThis paper illustrates that action learning can be an effective and practical method to support public health workers to manage their health units despite the challenges associated with the method. Time, energy and financial resources used to facilitate action learning for this cadre of health workers is rewarded by improved skills of managers and better quality of care for patients.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Using an action learning methodology to develop skills of health managers: experiences from KwaZulu-Natal, South Africa

Masango-Muzindutsi

Haskins

Wilford

et al. 2018

BMC Health Serv Res

View full text Add to dashboard Cite

show abstract

“…Middle management has to feel supported and a long-term horizon needs to be adopted (Heine et al 2016;Netland 2016). In this respect, when implementing CI, middle managers need to be empowered to act (Nelson and Yeo 2012;Song et al 2014). When top managers seek to implement CI as an integral management approach, middle managers may feel more secure, enabling them to better coach and support their staff (McQuade 2008) and facilitate knowledge transfer about CI (Caughron and Mumford 2011;Vänje and Brännmark 2017).…”

Section: Work Atmospherementioning

confidence: 99%

A Vignette Study of Middle Managers’ Responses to Continuous Improvement Initiatives by Top Management

Hermkens¹,

Dolmans²,

Romme³

2019

IJBSS

View full text Add to dashboard Cite

To better understand why continuous improvement (CI) initiatives often fail and do not result in sustained changes, this paper investigates how management's conceptualization of a continuous improvement program affects its implementation via middle managers. The study serves to identify the differences in outcomes of CI initiatives arising from implementing CI as an integral management versus an efficiency-improvement approach. This research draws on a vignette study (i.e. scenario experiment) with 107 middle managers working at one of the largest financial institutions in the Netherlands. The findings arising from this study suggest that CI is more likely to be adopted into the organizational culture, enhance the customer orientation among employees and improve the work atmosphere, when it is implemented as an integral management approach rather than as an efficiency-oriented program.

show abstract

“…3. Научные труды зарубежных авторов, в которых изучаются программы и технологии обучения персонала предприятия, используемые в процессе реализации проектов организационных изменений [19][20][21][22][23]. В таких работах не учтены особенности обучения персонала применительно к условиям хозяйствования отечественных предприятий и целевым установкам национального проекта «Производительность труда и поддержка занятости».…”

Section: Introductionunclassified

Developing an Integrative Model of Staff Proactive Training in the Framework of the Labor Productivity and Employment Support National Project

Alexandrova¹,

Попов²

2020

Tomsk State University Journal of Economics

View full text Add to dashboard Cite

The implementation of the Labor Productivity and Employment Support national project for the period from 2019 to 2024 becomes a priority factor in the growth of labor productivity in enterprises of non-primary sectors of the Russian economy. The project provides for large-scale proactive training of staff of domestic enterprises in innovative methods of managing labor productivity. Proactive training is characterized by a wide range of potential effects, which are often not fully manifested in practice due to the prevalence of a fragmented approach to the development of corporate educational programs and the lack of a holistic understanding among managers of enterprises of the content of the staff training process. The aim of the study is to develop an integrative model of staff proactive training focused on the formation of transdisciplinary competencies necessary to solve complex managerial and economic problems in the field of increasing labor productivity. In the research, the authors used the methodology of an integrative approach to staff training, the methodology of critical thinking, the methodology of system analysis, the method of expert data analysis, and the statistical method. The authors conclude that the elaborated integrative model develops a model of staff competencies in the field of labor productivity management and contributes to a more efficient achievement of the goals of the Labor Productivity and Employment Support national project.

show abstract

Action learning for middle manager development: the case of an Australian state-based large organisation

Cited by 7 publications

References 30 publications

Using an action learning methodology to develop skills of health managers: experiences from KwaZulu-Natal, South Africa

Using an action learning methodology to develop skills of health managers: experiences from KwaZulu-Natal, South Africa

A Vignette Study of Middle Managers’ Responses to Continuous Improvement Initiatives by Top Management

Developing an Integrative Model of Staff Proactive Training in the Framework of the Labor Productivity and Employment Support National Project

Contact Info

Product

Resources

About