The scholarship of management teaching and learning has established itself as a field in its own right, and this benchmark Handbook is the first to provide an account of the discipline.

The scholarship of management teaching and learning has established itself as a field in its own right and this benchmark handbook is the first to provide an account of the discipline. Original chapters from leading international academics identify the key issues and map out where the discipline is going. Each chapter provides a comprehensive and critical overview of the given topic area, highlights current debates and reviews the emerging research agenda. Chapters embrace the study of organizations as a whole, the concepts of individual and collective learning, the delivery of formal management education and the facilitation of management development. Through consideration of these themes the Handbook analyzes, promotes and critiques the contribution of management learning, education and development to management understanding. It will be an invaluable point of reference for all students and researchers interested in broadening their understanding of this exciting and dynamic new field.

Reflecting the rapid rise in popularity of recent initiatives such as the UN Principles for Responsible Management Education (PRME), this handbook exhaustively covers a variety of responsible management, learning and education topics, and provides an invaluable roadmap for this fast-developing field. Covering various perspectives on the topic, right through to contexts, methods, outcomes and beyond, this volume will be an invaluable integrative resource for practitioners and researchers alike, and is designed to serve a range of communities that deal with topics related to sustainability, responsibility and ethics in management learning and education.

This Handbook provides a state-of-the art overview of the field of workplace learning from a global perspective. The authors are all well-placed theoreticians, researchers, and practitioners in this burgeoning field, which cuts across higher education, vocational education and training, post-compulsory secondary schooling, and lifelong education. The volume provides a broad-based, yet incisive analysis of the range of theory, research, and practical developments in workplace learning. The editors draw together the three essential areas of Theory; Research and Practice; and Issues and Futures in the field of Workplace Learning. In addition, final chapters include recommendations for further development. Key researchers and writers in the field have approached workplaces as the base of learning about work, that is, work-based learning. There has also been emerging interest in variations of this idea such as learning about, through, and at work. Many of the theoretical discussions have centred on adult learning and some on learners managing their own learning, with emphasis on aspects such as communities of practice and self directed learning. In Europe and Australia, early work in the field was often linked to the Vocational Education and Training (VET) traditions with concerns around skills, competencies and ′on the job′ learning. The idea that learning and workplaces had more to do with real lifelong and lifewide aspects than traditional "training" regimens has emerged in the last decade. Since the mid 1990s, the field has grown world-wide as an area of theory, research, and practical work that has not only expanded the interest but has also legitimized the area as a field of study, reflection, and progress. The SAGE Handbook of Workplace Learning draws together a wide range of views, theoretical dispositions, and assertions and provides a leading-edge presentation by key writers and researchers with insight into the field and its current state. It is a resource for researchers and academics interested in the scope and breadth of Workplace Learning..

A persistent difficulty faced by management professionals is the absence of sources providing information about objectives, theory, and current aproaches and practices for management development. The editors address this issue by bringing together outstanding management professionals to provide a comprehensive review of current management development theory and practice. Individual case studies employing in-depth descriptions of particular management training programs are supplemented by theoretical discussions placing the studies in a common context. The result is an integrated overview of the best and most innovative programs and methods available to the human resources professional. Divided into three principal sections, the volume first focuses on efforts aimed at the development of individual managers and management styles. The papers in Part Two address programs directed toward changing the culture of the organization. Part Three offers examples of programs that are on the cutting edge of management development. Each chapter includes a description of the diagnosed needs and defined objectives, the design and implementation of the program, an analysis of results, and practical implications for other practioners. Throughout, the contributors provide professionals with an integrated source for both new approaches and useful variations on familiar ones.

Training and development function; Programme development; Applications in training; Media and Methods.

The field of human resource development; Human resource development; Managing the HRD function; Financial aspects of HRD; The learning environment: its critical importance to successful meetings; The consulting function of the human resource development professional; Adult learning: theory and practice; Designing learning programs; Instructing; Instructional strategies: nonmedia; Instructional strategies: media; Computer - based learning; Evaluation of HRD programs: quantitative; Professional growth for HRD staff; Program areas of HRD; Sales programs; Executive management, and supervisory programs; Technical programs; The federal government; Schools; Special populations; Organized labor; International areas of HRD; Human resource areas related to HRD.