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El. knyga: Learning for Leadership: Interpersonal and Intergroup Relations

  • Formatas: 200 pages
  • Išleidimo metai: 08-May-2018
  • Leidėjas: Karnac Books
  • Kalba: eng
  • ISBN-13: 9780429901393
Kitos knygos pagal šią temą:
Learning for Leadership: Interpersonal and Intergroup RelationsDidesnis paveikslėlis
  • Formatas: 200 pages
  • Išleidimo metai: 08-May-2018
  • Leidėjas: Karnac Books
  • Kalba: eng
  • ISBN-13: 9780429901393
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This study is designed to teach readers of the human problems of leadership, and to show new conceptions of leadership and new methods of training relevant to our modern industrial society.This volume is one of a series being reissued by Karnac books representing the theory and practice of organizational development used over many years at the Tavistock Institute of Human relations.

Recenzijos

'This study, based on the experience of a series of residential courses and conferences that provide participants with opportunities to learn about the human problems of leadership, raises issues of vital importance in an industrial society that must evolve new conceptions of leadership and new methods of training adequate to the needs of changing technologies.'Anyone concerned with the development of management training programs, or who realizes that 'process' training, rather than simply and solely 'content' training, is necessary for management development will find this book a useful introduction to training techniques in interpersonal and intergroup relations.'- Industrial Training International'In a field where so much is new, Mr. Rice and his colleagues are to be congratulated on the careful way they have evolved the conference structure. The book is written from experience and has a living quality about it.'- David King, British Journal of Social and Clinical Psychology'For anyone wondering about the feasibility and drawbacks of instituting a course of sensitivity training, there is a lot to be learned from the experience of members of the Tavistock staff, much of which must have gone in to the making of this report.'- Engineering'Those concerned in the development of management training programs, as well as social scientists interested in the problems of organization and group relations, will welcome this book.'- Higher Education Journal

Acknowledgements xi
PART I CONFERENCE DESIGN
Introduction
3(6)
The Basis of Conference Design
9(19)
The Individual, the Small Group, and the Large Group
The Primary Task and the Organization Model
Leadership
Learning from Experience
The Basic Staff Role
Conference Structure
28(15)
Pre-conferarce Recruitment: The Import System
The Programme: The Conversion-Export Processes
The Conference Events
Conference Management Organization
Conference Culture
43(12)
Learning about the Anxiety of Making Decisions
Conference Management Culture
Staff Behaviour
Conference Setting
PART II CONFERENCE EVENTS
Study Groups
55(14)
The Primary Task of the Study Group
Discussion in the Study Group
Consultant to a Study Group
The Study Group in the Conference
The Large-Group Event
69(19)
The Origin of the Event
The Primary Task of the Large Group
The Content of the Large Group
Consultants to the Large Group
The Large Group in the Conference
The Intergroup Exercise
88(26)
The Primary Task of the Intergroup Exercise
The Structure of the Intergroup Exercise
The Rules of the Exercise
The Beginning of the Exercise
The Content of a Group Meeting
The Role of Consultant to a Group
The Staff Group
The Ending of the Exercise
Application Groups
114(9)
Earlier Forms of Application Group
The Primary Task of Application Groups
Content of Application-group Discussions
The Role of Consultant
The Plenary Sessions
123(12)
The Conference Opening
The Lecture Series
The Plenary Reviews
PART III THE CONFERENCE INSTITUTION
The Life of the Conference
135(9)
Member-staff Relations
Formal and Informal Channels of Communication
Management-member Relationships
The Staff Group
144(10)
Reorganization of Conference Management
The Director's Role in Practice
Staff Relationships
Training or Therapy
154(10)
Clinic and Conference
The Chance of Stress
Conference Design
Institutional Reproduction
164(11)
The Advanced Training Group
Staff Roles under Supervision
The Completion of Staff Training
Institutional Reproduction
Summary and Future Prospects
175(18)
Summary of Concepts used in Developing Conference Design Conferences and Courses
The Introduction of Learning for Leadership into other Educational Institutions
Comprehensive Research
An Outline Programme for Research
Appendix Conference and Course Staff 1962-1964 193(2)
References 195(2)
Index 197
A.K. Rice joined the Tavistock Institute of Human Relations in 1948 and worked there until he died in 1969. It was at the Tavistock that Ken developed his method of critically analysing society, in particular addressing problems facing managers in industrial settings. He directed the Tavistock Institute's group relations programme and training events, including Leicester Conference till 1969. He later wrote a book about his experiences running Leicester, called 'Learning for Leadership: Interpersonal and Intergroup Relations'. Rice died suddenly on 15 November 1969, aged 61. His memorial service included tributes from his friends and colleagues, including Jock Sutherland, who described Rice's work at the Tavistock: "Ken's first endeavour with us was to create a small group of senior representatives of industry and administrators which met under the leadership of Wilfred Bion. Bion's influence on Ken remained a profound one and it established his future interest in group experience as a method for the personal development and understanding of those in leadership roles. His pioneering work in this field - perhaps one with quite remarkable potential for the educational needs of our society - was rewarded in the most gratifying way possible, its adoption by a wide range of institutions including industry, government departments and the clergy." The A.K. Rice Institute in the United States was set up by Margaret Rioch, Eric Miller and other colleagues in memory of Ken Rice and to continue the work he had started in America.
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