Article1995

Proof of the pudding

Nancy G. McNulty · Geraldine Robson Canty

39 citations0/0 files storedJournal of Management Development

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Organizational Learning and Leadership Human Resource Development and Performance Evaluation Appreciative Inquiry and Organizational Change

Abstract

All attempts to improve corporate performance since World War II have led to nought. Managers are still calling for change. One new school of thought holds that development programmes should emphasize learning not teaching, action not theory and business results not classroom results. Total quality management (TQM) and action learning (AL) are two development programmes which directly address business results. While focusing on different objectives, the two programmes experience common difficulties, the most crucial of which is gaining the commitment and participation of top management in implementing real change. Discusses some of the methods of TQM and AL. It also includes details of the first formal academic AL programme: the Belgian Inter‐University Programme in 1968. The authors believe that AL offers what is missing in those methods which emphasize productivity, such as TQM. Proof of the pudding will be found in AL and TQM combined and fully supported by top management.

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References

2012Post-Capitalist Society 1980Action Learning: New Techniques for Management 1992Successful change programs begin with results.1971Organizational psychology : an experiential approach 2017ABC of Action Learning 1995Learning in action 1983ACTION LEARNING 1971Developing effective managers : a new approach to business education

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