getAbstract, December 2002
If you want some to put into action as an executive, manager, or human resource chief, here's your hands-on manual.


Soundview Executive Book Summaries, January 2003
Best-practices tool kit that turns lessons from industry leaders into a model managers can use to create a learning organization.


Book Description
Dozens of updated and new case studies show the Systems Learning Organization model in action and illustrate how five distinct subsystems--learning, organization, people, knowledge, and technology--support each other to enhance the quality and impact of learning.


From the Publisher
This updated, second edition is co-published with ASTD (American Society for Training & Development). The first edition was awarded Book of the Year 1997 by the Academy of Human Resource Development.


From the Inside Flap
As Michael Marquardt vividly demonstrates in this new edition of his award-winning classic, learning is the key to success and survival in today's organizations. Drawing on his own firsthand experience and the best practices of leading companies around the globe, this world-renowned author, educator, and consultant distills the strategies and action steps needed to harness the collective genius of people in organizations to build, maintain, and sustain the next generation of learning organizations. In this volume, Marquardt brings up-to-date his guidance on how to build a flexible, adaptable learning organization that achieves strategic advantages in the global world of business. Presenting his highy successful Systems Learning Organization model, he illustrates how its five distinct subsystems--learning, organization, people, knowledge, and technology--can support and energize one another to enhance the quality and impact of learning. BUILDING THE LEARNING ORGANIZATION offers specific recommendations for using the tools of action learning to build each of the critical subsystems and includes a variety of assessment tools and sixteen action steps needed to form powerful coalitions, connect learning with business operations, cut bureaucracy and streamline the structure, extend organizational learning to the entire business chain, capture learning and release knowledge, and create effective business outcomes to further organizational goals.


About the Author
Michael J. Marquardt, Ed.D., is professor of global human resource development at George Washington University and president of Global Learning Associates. He has held a number of senior management, training, and marketing positions with organizations such as Grolier, World Center for Development and Training, Association Management, Inc., Overseas Education Fund, TradeTec, and U.S. Office of Personnel Management. Marquardt has trained more than 45,000 managers in eighty-five countries since his first international experience in Spain in 1969. His consulting clients have included Marriott, DuPont, Pentax, Motorola, Nortel, Boeing, United Nations Development Program, Xerox, Nokia, and Singapore Airlines, as well as the governments of Indonesia, Laos, Zambia, Egypt, Turkey, Russia, Jamaica, Honduras, and Swaziland. Marquardt is author of fourteen books and more than fifty articles in the fields of leadership, learning, globalization, and organizational change. An active keynote speaker, Marquardt is a recipient of the International Practitioner of the Year Award from ASTD. He currently serves as a Senior Advisor for the United Nations Staff College, and is a Fellow of the Academy of Human Resource Development and a cofounder of the Asian Learning Organization Network.

FROM THE PUBLISHER

In this volume, Marquardt brings up-to-date his guidance on how to build a flexible, adaptable learning organization that achieves strategic advantages in the global world of business. Presenting his highly successful Systems Learning Organization model, he illustrates how its five distinct subsystems - learning, organization, people, knowledge, and technology - can support and energize one another to enhance the quality and impact of learning. Building the Learning Organization offers specific recommendations for using the tools of action learning to build each of the critical subsystems and includes a variety of assessment tools and sixteen action steps needed to form powerful coalitions, connect learning with business operations, cut bureaucracy and streamline the structure, extend organizational learning to the entire business chain, capture learning and release knowledge, and create effective business outcomes to further organizational goals.

FROM THE CRITICS

Soundview Executive Book Summaries