By Marion Cartwright, Richard Edwards, Fiona Reeve
This Reader examines the ways that studying is equipped in a various diversity of lifelong studying environments. If we're to harness the total power of this studying, the constructions of agencies and companies should switch. The e-book additionally examines the shift away from the conception of formal associations because the sole prone of schooling and the expanding attractiveness of the educational possibilities which exist open air the partitions of associations. The ebook seems to be at what forms of surroundings advertise lifelong studying, how they are often organised to help significant studying and what the consequences are for managers. Supporting Lifelong studying quantity II: establishing Learning also looks at the implications of wider innovations of the training urban, studying area and the training society in a clean and obtainable textual content with a uniquely overseas size.
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Extra info for Supporting Lifelong Learning: Organising Learning
Example text
The second issue concerned the lack of knowledge among managers and others about how to support the learning process. The significance of appropriate feedback, especially in the workplace, has been well established by Koike and Inoki (1990). If staff are not provided with feedback on how well they are performing the process of learning becomes haphazard. Some employees had weekly meetings to obtain feedback on their performance. However, although many staff were aware of the importance of receiving feedback so that learning could proceed in anything other than an ad hoc manner, the significance of this feedback was not always recognised by those involved in the learning process.
Eraut has made a useful start on reconceptualising the agenda by drawing our attention to the range of learning that takes place at work and the fact 32 Supporting lifelong learning: organizing learning that the process of learning is more specific than merely absorbing information: Learning should refer only to significant changes in capability or understanding and exclude the acquisition of further information when it does not contribute to such changes. (Eraut, 1997) Such a definition focuses attention more clearly on the central issues at both the individual and group level.
The first of these innovations was to dispense with the old system of teambuilding, which involved sending staff on a two-day outdoor pursuits course at a cost of £6,000 per head, in the hope that teambuilding skills learned there would be transferred to the workplace. This was replaced by a two-day course designed in-house and aimed at demonstrating the problems of running a business. In particular it focused on the problems that each department faced with the aim of improving mutual understanding.