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The papers in volume 6 of Research in Competence-Based Management identify, elaborate theoretically, and investigate empirically a number of new kinds of dynamics in industries and product markets.
As the world’s economy develops into a more dynamic, fast-moving, and unpredictable entity, it is crucial that the workers who create wealth have the ability to assess and respond to new and unforeseen challenges. In other words, the future will require a more competent workforce. What, though, does this mean in practice? In this, the fully revised second edition of Christine Velde’s book, a variety of researchers from around the world provide a truly international perspective on the issue. They help to redefine the term competence. Rather than responding to challenges using a pre-existing set of skills, they see competence as having the ability to assess new situations, and then adapt one’s response accordingly, particularly in collaboration with others. Providing the reader with insightful perspectives about competence in different situations and contexts, the book’s sections explore the concept of competence in industry and vocational education, in schools and colleges, in small businesses and companies, and in universities. The interpretation, experience and teaching of competence in the workplace is boiled down to five essential components that in themselves represent an argument for a more holistic conception of competence. Velde herself concludes the book by synthesizing and reflecting on the contents. This book provides the reader with insightful perspectives on competence, and the characteristics of learning environments in different workplace contexts. Drawing on phenomenographic insights allows it to present a more enlightened view of competence, at the same time as opening up an international dialogue about the meaning and interpretation of competence in the workplace. Useful not only to educators and researchers, this volume will also assist leaders and managers in a variety of contexts to develop more meaningful workplaces.
In order to integrate the various contributions to the book, the text has been carefully edited to ensure a consistent, carefully defined, and straightforward vocabulary. It will therefore appeal both to researchers and students for whom theoretical rigor is important, and to practising executives, managers and consultants who will welcome its clear applicability to their own experience.
Changing business environments challenge established management ideas and practices. This volume draws on competence-based theory to identify and elaborate some important ways in which organizational competences are evolving - or should evolve - to respond to some fundamental forms of change in business environments.
Annotation Changing business environments challenge established management ideas and practices. This volume draws on competence-based theory to identify and elaborate some important ways in which organizational competences are evolving -- or should evolve -- to respond to some fundamental forms of change in business environments. Part I of the volume examines some key elements of emerging business models and strategies, including the impacts of cloud computing on international business models. Part II examines the kinds of new capabilities firms will need to develop to become competent in their new business models and strategies. Part III suggests how the challenges of rapidly evolving environments call for further development of competence-based management theory.
This is the sixth volume in a series presenting the latest research in the field of applied business strategy.
This book deals with the relevance of recognition and validation of non-formal and informal learning education and training, the workplace and society. In an increasing number of countries, it is at the top of the policy and research agenda ranking among the possible ways to redress the glaring lack of relevant academic and vocational qualifications and to promote the development of competences and certification procedures which recognise different types of learning, including formal, non-formal and informal learning. The aim of the book is therefore to present and share experience, expertise and lessons in such a way that enables its effective and immediate use across the full spectrum of country contexts, whether in the developing or developed world. It examines the importance of meeting institutional and political requirements that give genuine value to the recognition of non-formal and informal learning; it shows why recognition is important and clarifies its usefulness and the role it serves in education, working life and voluntary work; it emphasises the importance of the coordination, interests, motivations, trust and acceptance by all stakeholders. The volume is also premised on an understanding of a learning society, in which all social and cultural groups, irrespective of gender, race, social class, ethnicity, mental health difficulties are entitled to quality learning throughout their lives. Overall the thrust is to see the importance of recognising non-formal and informal learning as part of the larger movement for re-directing education and training for change. This change is one that builds on an equitable society and economy and on sustainable development principles and values such as respect for others, respect for difference and diversity, exploration and dialogue.
Leadership in today's organizations is a tough business. Organizational leaders face a number of challenges as their jobs, and the world around them, become increasingly complex. Trends, such as organizational "delayering," rapid technological advances, and increased employee empowerment require that leaders adapt their techniques and styles of leadership to meet these new challenges. Consequently, there has been an explosion of interest in leadership in recent years as researchers and management educators struggle to understand the process of leadership development, how it operates, and what characteristics make effective leaders. Born of these questions, the 11th Annual Kravis-de Roulet Leadership Conference at Claremont McKenna College brought together an impressive slate of scholars whose theories, research, and cutting-edge techniques are now gathered together in this impressive volume. Each chapter asks and answers questions about the current state of the field while providing future direction for research to help bridge the gap between leadership researchers and leadership development practitioners. Notable topics include chapters on "e-leadership" and leadership within the "virtual" organization, exploring 360-degree feedback, the importance of "social capital," and a comprehensive analysis of the well-researched theory of Leader Member Exchange.