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Martin Fischer and Peter Röben
(Eds)
Cases of Organisational
Learning in European chemical Companies
Institut
Technik + Bildung (ITB), University
of Bremen 2002
Content
1 Introduction
2 Cases
of organisational learning in the company B (Belgium)
2.1 Theoretical
layout
2.2 Background
of the steam cracker plant in Company B
2.3 Discussion
of the different cases of organisational learning
2.4 Case
1: Re-evaluation of standard operating procedures
2.5 Case
2: Competence management
2.6 Case
3: The shaping of the organisational structure of the steam cracker
as a facilitator for organisational learning
2.7 Case
4: Handling of critical incidents
3 Cases of Organisational Learning
in Company G (Germany)
3.1 The approach
of Company G to organisational learning
3.2 Case
1: The use of work process knowledge and its integration in the documents
of the company and in the qualification system
3.3 Case
2: Change of the culture of the organisation In the sulphite factory
3.4 Case
3: Orientation to processes as a reference point for the initial training
in company G.
3.5 Case
4: The master as a catalyst in organisational learning
3.6 Case
5: The trainer as an interface between the organisation and the system
of vocational education
4 Cases of Organisational Learning
in the Company I (Italy)
4.1 Site under
investigation
4.2 Case
1: Sharing and renewing work practices through mobility and process
integration
4.3 Case
2: Bottom-up defining and updating procedures and manuals
4.4 Case
3: Participation and joint decision: a structured meeting system
4.5 Conclusions
5 Cases of Organisational Learning
in company U (United Kingdom)
5.1 Company
U´s approach to Organisational Learning
5.2 Case
1: The Systematic Approach
5.3 Case
2: Procedural and Competence Development Methodology (PCDM)
5.4 Case
3: Site exchanges
5.5 Conclusions
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