Using work integrated learning for management development: Some key elements for success

Abstract

This paper examines the use of work integrated learning as a means of developing managers and instituting strategically directed change in an organisation. A brief description of the case study organisation and the design of the organisation centred curriculum based on a learning cohort are provided. Eight key elements of the design are then identified and discussed. These elements include understanding the strategic plan of the host organisation, understanding the culture of the host organisation, use of andragogical principles, use of blended learning, use of a learning cohort and learning teams, assessment leading to change, the construction of knowledge reservoirs and the need for flexibility on the part of the university.

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