The pro- and anti-globalization forces may be logically at odds, but there's little dispute on the inevitability of globalization's forward march. And as Michael Marquardt, Nancy Berger, and Peter Loan explain, the real issue is not stopping or promoting globalization, but rather how to minimize the negative effects of globalization and leverage its powerful, positive effects. Human Resource Development will play a key role in determining this transformation. At no time in history has HRD been more critical in solving urgent economic and social problems faced by a wide array of groups,...

Presents the author's 'GlobalSuccess' model, based on the research and work he has done with numerous global executives. This book reveals his discoveries and evaluates how these leaders are bringing their corporations into the global stratosphere. It provides specific strategies and principles for globalizing your organization's six dimensions.

Companies worldwide are recognizing the critical importance of harnessing the learning capabilities of people and technology in the workplace. Technology-Based Learning:
Maximizing Human Performance and Corporate Success shows how to capture and leverage this power, through techniques of knowledge management.
This comprehensive overview examines the advantages and disadvantages of learning technologies, and provides a guide for selecting, costing, and applying the various techniques.
Technology in the workplace has many overwhelming possibilities-so many that they've left many...

Organizational Learning: From World Class Theories to Global Best Prac tices starts with a review of significant learning theory and research accomplished over the past 20 years. This research is integrated into an action-centered theory of organizational learning. The book then e xplores in depth the Organizational Learning System Model developed by David Schwandt that has been applied in a variety of public and priva te organizations. Recognizing that companies now work with multicultur al groups in a global marketplace, the authors also examine cultural i mplications of the Model.

Today's rapidly changing and globally competitive business environment mandates that 21st century leaders develop new models and innovative learning processes of organizational leadership. To meet these shifting needs, Action Learning (AL) has emerged as a key training and problem-solving tool for companies as diverse as Nokia, Samsung, Boeing, GE, Motorola, Marriott, General Motors, Deutsche Bank, and British Airways. These and hundreds of other companies around the world now employ AL for strategic planning to develop managers, identify competitive advantages, reduce operating costs, and...