Informal learning on the job

This book contains a number of descriptions of informal learning in different work settings. The chapters focus on case studies that are descriptive and qualitative in nature, based on observation and interviews. Individual learning is looked at in successively broader contexts beginning with individuals who learn alone, moving through learning partnerships, individuals who work and learn in teams and finally touching on the building of learning communities. The findings of each of the studies are given and an appendix describes the conceptual framework that was the starting point for the case studies as well as the general design for the case studies.

The chapters of the book are: The nature of and need for informal learning / Victoria J. Marsick and Marie Volpe; Learning informally in the aftermath of downsizing / Marie Volpe; Learning partnerships / Barbara Keelor Lovin; Learning to be an effective team member / Sally Vernon; How managers learn in the knowledge era / Kathleen Dechant; 'Awakening': developing learning capacity in a small family business / Mary Ziegler; Critical reflection as a response to organizational disruption / Ann K. Brooks; Theory and practice of informal learning in the knowledge era / Victoria J. Marsick, Marie Volpe and Karen E. Watkins.

Individual chapters are indexed from TD/TNC 73.41 to TD/TNC 73.48. Show less