000			01977nam a2200205 a 4500
001			55704
005			20260219123802.0
020			_a9780814403662
040			_aAIS _dAIS
100			_aDaniel R. Tobin
245			_aThe Knowledge-Enabled Organization: Moving from "Training" to "Learning" to Meet Business Goals
082			_a658.3'12
260			_aNew York _bAMACOM _c1998
300			_ax, 214 p. ; ; 24 cm.
500			_aAge Group: Adult
500			_a Includes bibliographical references and indexes.
520			_aIf the knowledge and skills of employees are a company's biggest competitive asset, why are so many organizations riddled with unproductive, irrelevant training departments and activities? Because they're being ripped off in a $50 billion "Great American Training Robbery," says Daniel Tobin in this strong, frank -- and ultimately rejuvenating -- critique of the current state of employee learning. And it's time for senior managers and human resources professionals to enact change. Tobin outlines a new approach to learning, one that links "training and development" with viable, job-related, bottom-line driven activities. His model operates on individual, work unit, and corporate levels, with each area continually sharing information and skills -- to create a dynamic, actively learning, knowledge-enabled organization. Filled with instructive real-world examples, The Knowledge-Enabled Organization supplies a comprehensive and practical game plan for implementing this kind of strategic, results-driven training. It explains how ** transform the way that training departments think and act ** ensure that every training dollar spent contributes to corporate financial goals -- and individual career goals ** expand and diversify an employee's learning activities ** create a knowledge network to support learning ** build and maintain a positive learning environment.
655			_aTraining of employees
655			_aEmployer-supported education
999			_c55704 _d55704