Experiential learning tracks overview

Nov 16, 20101 like641 views

This document contains information on papers presented at a conference on experiential learning. It lists the authors, their affiliations, countries, and paper titles. The papers are grouped into three tracks: learning methods, student/university-based experiential learning, and corporate/professional-based experiential learning. Topics included applying resilience concepts to leadership training, using arts and culture to develop management skills, and using music as a metaphor for corporate identity. Other papers discussed using improvisational theater and rock climbing to teach entrepreneurship, and using simulations and flow experiences to optimize management education.

First name Last name Affiliation Country Paper title
1 Martin Ciesielski ResilienzFORUM Germany
Applying the Resilience Concept to Leadership
Trainings
2 Joanne South Arts & Business UK
The management, leadership and professional
development impact of the arts and culture
3 Michael Spencer Sound Strategies UK
Music in Experiential Learning: The Orchestra as a
Metaphor for Corporate Identity
4 Brigitte Biehl-Missal Aberystwyth University UK
Improvisational Theatre in Management Education:
Exploring arts-based approaches to enhance
participants‟ learning experience and creativity
5 François Fourcade ESCP-Europe France
Fighting against the fear of failure in young potential
entrepreneurs: Learning to climb as a metaphor of
starting up a new business
6 Serge
Poisson-de
Haro HEC-Montreal Canada
Strategy simulations in experiential learning: soft
versus hard skills development
7 Gunnar Kitzmann
European Business School,
Oestrich-Winkel Germany
The „Flow Experience‟ as a means to optimise
management education
1 Karsten Altenschmidt
UNIAKTIV, Universität
Duisburg-Essen Germany
Experiencing Projects and Mechanisms of
Organizational Change – Designs for Experiential
Learning Management Development Program
2 Camelia Crisan
IREX Romania – Biblionet
program Romania
Changing a profession, changing a country:
Biblionet Romania case study
Hildegard
Müller-
Kohlenberg University of Osnabrück Germany
Maren Schlüter
4 Thomas Sporer
Institute for Media and
Educational Technology,
University of Augsburg Germany
Experiential learning in the study programme
“Problem Solving Competencies” at the University
of Augsburg
5 Tanja Reinhardt
Friedrich-Alexander-University
Erlangen-Nuremberg Germany
Experimental Learning –Service Learning für
(Bachelor-)-Studierende der Wirtschaftspädagogik
an der Friedrich-Alexander-Universität Erlangen-
Nürnberg
Clive Holtham UK
Martin Rich
7 Vera Minina
Graduate School of
Management, St. Petersburg
State University Russia
Intellectual Competition as Technology for
Professional Training of Managers: GSOM
Experience
1 Ellen Pruyne
Ashridge Centre for Research
in Executive Development UK
Evaluating the impact of experiential learning and
action learning groups in a tailored professional
development programme
2 Julia Hartmann streetfootballworld Germany
Case Study Sony Europe: Delivering People &
Organisational Development through Experiential
Learning Sony develops its future leaders by
leveraging a strategic Cross-Sector partnership.
3 Anna Birney Forum for the Future UK Leadership, Cultural Change and Sustainability
4 Linda O'Sullivan
Business in the Community
Ireland Ireland
Contribution – Experiential Learning: HR Benefits of
Skills Based Volunteering
5 Wil Foppen Maastricht University Netherlands Competent to perform?
6 Tiree Dawson Impact International UK
Effective talent management scheme cuts
recruitment costs
7 Leslie Sekerka Menlo College USA
Building Managers‟ Desire to Act Ethically: A Field
Study Using Experiential-Based Ethics Training
Cass Business School, City
University London
Towards enactment in management learning:
balancing rational and intuitive approaches6
Post programme strategic review and/or cost-
benefit analysis: “Balu und Du” – a mentoring
programme3
Track 1 - Learning Methods
Track 2 - Student/ University-based Experiential Learning
Track 3 - Corporate/ Professional-based Experiential Learning

This document certifies that Artur Marek Pawlowski completed a two-semester post-graduate program in Business Trainers' School in 2012 at the Higher Education School Collegium Balticum in Szczecin, Poland. It lists the subjects covered in the program, including interpersonal training, business trainer professional identity, presentation skills, organizational culture diagnosis, and training methodology. The document was issued on June 23, 2012 and confirms Mr. Pawlowski successfully completed the program with a result of "good".

Political leadership training rmponweb

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This document describes a certificate course in socio-political leadership offered by the Research, Measurement and Policy Centre (RMP). The 3 month course aims to develop leadership skills in aspiring politicians, public servants, and other citizens. It will cover the political system in India, leadership skills, and ethics. Experienced leaders will share their experiences. The course will be held in Delhi, Pune, and Thane. Those interested in envisioning India's future, such as corporate managers and NGO leaders, are encouraged to apply. Contact information is provided for more details.

University-Leadership-and-Management-Introductory-Presentation.pptxSonuSingh113171

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The document describes an online programme called "University Leadership and Management" that was developed collaboratively between various universities to equip university staff with leadership and management skills through a series of online courses covering topics relevant to higher education leadership. The programme aims to help staff tackle challenges in higher education, critically analyze their own skills, and implement strategies aligned with their university's mission. It includes video, activities, and supplemental materials to reinforce learning.

Key challenges and opportunities: business schools and higher educationAndreas Kaplan

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1) The document discusses key challenges and opportunities for business schools, including enhancing prestige and market share in a consolidating global market, embracing entrepreneurship and innovation, and expanding links and value co-creation with stakeholders. 2) It also examines different types of online distance learning programs like MOOCs, SPOCs, SMOCs, and SSOCs based on factors like participation levels and time dependency. While MOOCs allow unlimited participation asynchronously, SPOCs offer limited enrollment. 3) The document argues that physical presence may still be necessary for networking and life skills development, and that business schools need to become experts in specific fields to stand out with MOOCs, focusing on areas like European or

1.Business process management in organisations and supply chains 2. Cultural ...Peter Trkman

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My presentation for Erasmus+ International Staff Week, 8 - 12 April 2019. It includes the presentation of the teaching at Academic unit for business informatics and logistics; the presentation of my past research and - most important for the audience - some of the things I have learnt as a guest professor at various universities around the world. As always, the presentation is not entirely self-explanatory. If you want to learn more: peter.trkman@ef.uni-lj.si

Toward the reinvention of the business schoolAndreas Kaplan

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The document discusses the future of business schools and online education. It describes four eras in the history of business schools and outlines challenges they face in prestige, entrepreneurship, and stakeholder relationships. Additionally, it analyzes different models of online learning like MOOCs, SPOCs, xMOOCs, and cMOOCs, noting that physical presence will still be important for networking and developing life skills.

Critical Competencies for Adult and Lifelong LearningEDEN Digital Learning Europe

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The document discusses critical competences for lifelong learning and adult education. It focuses on three key areas: individual competences, organizational competences, and competences for knowledge creation through collaboration between individuals, organizations, and universities. Some examples of critical competences mentioned include improving personal productivity using digital tools, facilitating team collaboration, developing learning processes at different levels, and creating an innovative culture that focuses on networking and interaction between different actors.

Speakers at MNCs in Emerging Markets: International Human Resource Management...Micheal Axelsen

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A seminar on MNCs in Emerging Markets will be held on March 5, 2014 at the UQ Business School Executive Venue in Brisbane, Australia from 3-5pm followed by a networking session. The seminar will feature presentations from practitioners and academics on topics related to international human resource management strategies in emerging markets. Speakers will discuss experiences managing HR from corporate offices to subsidiaries in emerging markets and case studies on global talent management, bridging gaps between practice and academia, and an MNC from an emerging market managing subsidiaries in developed countries.

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This document discusses leadership training for emerging leaders in the call center/BPO industry. It outlines the challenges in developing talent for the BPO sector, including high attrition and lack of management skills. A skills analysis identifies key competencies needed for roles like team leaders. The document proposes an executive certificate program using new learning approaches, like online learning and workplace projects, to develop people in a flexible way while complementing their work. The conclusion emphasizes developing quality people through skills training and knowledge management to raise productivity.

Lsda models of_research_impactMike Blamires

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This national study forms part of the series, 'Building Effective Research', edited by Andrew Murray and published by the Learning and Skills Research Centre (LSRC). This was commissioned as part of its strategy to enhance the impact of research within the post-16 (or learning and skills) sector, and was conducted by the LSRC plus a consortium of three universities: Leeds Metropolitan, St Andrew’s and Queen Mary’s, London. It comprises a review of relevant literature and five case studies of practice, as well as outcomes of workshops, where the findings were tested with people working in the sector.

Copie enye 13 jul10Toby Johnson

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The document summarizes the objectives and activities of the COPIE 2 Learning Network on Inclusive Entrepreneurship. The network aims to promote entrepreneurship for all by implementing benchmarking tools, promoting enterprise education, and providing integrated business support. It has 10 partner organizations across Europe working on these goals through activities like developing diagnostic tools, organizing workshops and events, and establishing online platforms for sharing knowledge and resources.

MATURE - Continuous Social Learning in Knowledge NetworksAndreas Schmidt

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The MATURE project aims to combine top-down organizational approaches with bottom-up social learning approaches to foster continuous learning. It develops a conceptual model for a "knowledge maturing process" that includes content, ontology, and process maturing. The model includes personal and organizational learning environments with shared maturing services to support knowledge sharing. The goal is to leverage individual learning for organizational goals and sustainable impact through a combined top-down and bottom-up approach.

Visual resume lp aug2016Lefki Papacharalambous

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The document introduces Lefkada Papacharalambous and summarizes their qualifications and experiences. It states their names, contact information, and highlights their expertise in areas like research, teaching, coaching, knowledge sharing, and helping others enhance their performance. It provides details on their educational background and professional certifications. It also lists positions held and projects worked on at universities in Greece and abroad. Examples of conferences organized and participated in are mentioned as well. Testimonials from professionals worked with in various countries are included.

Business PedagogyNishad Nawaz

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The document discusses best practices in teaching and learning at Kingdom University's monthly faculty development seminars. It outlines three main practices of teaching - traditional, technology-based, and innovative. Traditional practices include lecturer-centered and learner-centered approaches. Technology-based practices incorporate e-learning, digital libraries, and videos. Innovative practices involve interactive methods like group discussions, role-plays, and case studies, as well as problem-based approaches using simulations and assessments. Future plans are aimed at blended learning, brainstorming techniques, symposiums, and utilizing business games and virtual economics platforms to further engage students.

The Power of Presence RSM BROCHUREAntonie Knoppers

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This document provides information about a two-day executive education program called "The Power of Presence" hosted by Rotterdam School of Management. The program teaches non-verbal communication skills and how to use body language and vocal presence to inspire others, lead effectively, and strengthen communication. It is taught by researchers and coaches and uses experiential learning techniques. The program increases self-awareness and teaches skills like centering, vocal projection, and developing emotional intelligence.

MINDTHLETICS PRESENTATIONStefan Andrei

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MindthleticsAntonio Momoc

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Mindthletics is a training and consultancy company with 6 senior trainers and consultants and over 500 projects developed. They provide trainings in various skills like presentation skills, communication, sales, marketing, and management. They also offer consultancy services in areas like marketing strategy, market research, business development, and event organization. Brief profiles are provided for each of the 6 trainers and consultants, highlighting their relevant experience.

Edinburgh Napier University Research Conference 15th June 2016Lyndsey Middleton

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This document outlines a 3-stage research plan to investigate innovation and skills development in the workplace by examining data from the UK and Europe. Stage 1 will analyze existing data sets to explore training trends. Stage 2 will use surveys and case studies to investigate how organizational contexts influence innovation skills. Stage 3 will explore practitioner perspectives on success factors through interviews, workshops and focus groups. The research aims to identify important skills for innovation, determine what makes workplace learning successful, and understand the determinants of success. The framework will explain how employee-led learning can encourage innovation leading to growth.

ISIC poster, Lyndsey JenkinsLyndsey Middleton

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This document outlines a 3-stage research plan to investigate innovation and skills development in the workplace by examining data from the UK and Europe. Stage 1 will analyze existing data sets to explore training trends. Stage 2 will use surveys and case studies to investigate how organizational contexts influence innovation skills. Stage 3 will explore practitioner perspectives on success factors through interviews, workshops and focus groups. The research aims to develop a framework to encourage employee-led workplace learning that leads to innovation, growth and competitiveness.

IMPM Presentation 2010mishenin

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Capacity Building: Theoretical Design and ModelSunil Kr. Meena

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Interface Structures For LLLPencho Mihnev

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This presentation is a supplement to the article: “Towards an organisational model of ‘interface’ university structure as a means of serving Lifelong Learning needs”, by Pencho Mihnev and Roumen Nikolov. It is part of the book “Lifelong Learning in the Digital Age”: Tom J. van Weert, Mike Kendall (Eds.) (2004). Lifelong Learning in the Digital Age: Sustainable for all in a changing world, IFIP Technical Committee 3 (Education) Lifelong Learning Working Track in the IFIP conference “E-Training Practices for Professional Organisations”, Pori, Finland, 7-11 July 2003. IFIP Conference Proceedings 266 Kluwer 2004, ISBN 1-4020-7842-0

Sustainable Competence Management with Ontology-Based Competency CatalogsAndreas Schmidt

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The document discusses developing and maintaining competency models through an ontology-driven approach. It proposes a reference model using a competency catalog and ontology to connect strategic and operational HR processes. A three-layer reference process is described to avoid outdated models through continuous improvement involving top management, middle management, and employees. A pilot study collecting 600 competencies from a hospital showed challenges around separate operational and strategic tasks as well as reducing modeling efforts. The approach aims to increase semantic coherence among HR systems and provide enhanced learning support services.

International HR ManagementImon Ghosh - 3,100+ 1st level connections

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SMEs-IIP case study-FINALMonika Begovic, MSc

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This document presents the results of organizational assessments conducted with 191 entrepreneurs in Croatia using the Investors in People Interactive tool. It finds that Croatian entrepreneurs have room for improvement in developing strategic planning, effective management practices, a supportive culture and communication, developing their people, and managing performance. The assessments indicate a need to shift organizational culture in Croatian SMEs to improve competitiveness. Recommendations include using structural funds and the Investors in People methodology to build organizational capacities and foster a more positive work culture.

Transparency and Transfer of Individual Competencies (Präsentation zur I-Know...Dr. Kai Reinhardt

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This document presents an integrative model of competence management that balances individual and organizational competencies. It discusses identifying required competencies, validating current competencies, and extending competencies for the future. Key aspects include combining psychological, sociological, and organizational perspectives; representing, reflecting on, distributing, and developing competencies; and intervening strategically, culturally, managerially, legally, and technically for effective integration of competence management. The model aims to synchronize employee and company competencies for benefits like increased innovation, problem solving, and knowledge sharing.

1-training-and-development-1227421119123828-9.pdfErmiyas33

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Intellectual competition as technology for professional training of managers ...EABIS

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The document discusses the use of intellectual competition as a teaching method at the Graduate School of Management (GSOM) at St. Petersburg State University in Russia. It provides examples of different types of intellectual competitions used, including debates, simulation games, and panel discussions. The goals of intellectual competitions are to develop students' skills in demonstrating their talents, being creative, public speaking, and finding solutions to problems. Intellectual competitions allow students to participate actively and bring serious arguments to discussions of issues facing modern society. The document concludes by thanking the audience and inviting questions.

Strategy Simulation in Experiential Learning: soft versus hard skill developmentEABIS

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This document summarizes a study on using a competitive strategy simulation at the start of an MBA program. The simulation aimed to provide students with a realistic decision-making experience, allow self-assessment of skills, preview program content, and facilitate team building. Research was conducted to measure the effectiveness of simulations in developing students' hard and soft management skills. Preliminary results found that simulations may help raise students' ethical awareness by diminishing mild opinions and increasing strong beliefs both for and against ethics. The study aims to provide implications for when simulations are best used in an MBA program to support different types of learning.

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Experiential learning tracks overview

1. First name Last name Affiliation Country Paper title 1 Martin Ciesielski ResilienzFORUM Germany Applying the Resilience Concept to Leadership Trainings 2 Joanne South Arts & Business UK The management, leadership and professional development impact of the arts and culture 3 Michael Spencer Sound Strategies UK Music in Experiential Learning: The Orchestra as a Metaphor for Corporate Identity 4 Brigitte Biehl-Missal Aberystwyth University UK Improvisational Theatre in Management Education: Exploring arts-based approaches to enhance participants‟ learning experience and creativity 5 François Fourcade ESCP-Europe France Fighting against the fear of failure in young potential entrepreneurs: Learning to climb as a metaphor of starting up a new business 6 Serge Poisson-de Haro HEC-Montreal Canada Strategy simulations in experiential learning: soft versus hard skills development 7 Gunnar Kitzmann European Business School, Oestrich-Winkel Germany The „Flow Experience‟ as a means to optimise management education 1 Karsten Altenschmidt UNIAKTIV, Universität Duisburg-Essen Germany Experiencing Projects and Mechanisms of Organizational Change – Designs for Experiential Learning Management Development Program 2 Camelia Crisan IREX Romania – Biblionet program Romania Changing a profession, changing a country: Biblionet Romania case study Hildegard Müller- Kohlenberg University of Osnabrück Germany Maren Schlüter 4 Thomas Sporer Institute for Media and Educational Technology, University of Augsburg Germany Experiential learning in the study programme “Problem Solving Competencies” at the University of Augsburg 5 Tanja Reinhardt Friedrich-Alexander-University Erlangen-Nuremberg Germany Experimental Learning –Service Learning für (Bachelor-)-Studierende der Wirtschaftspädagogik an der Friedrich-Alexander-Universität Erlangen- Nürnberg Clive Holtham UK Martin Rich 7 Vera Minina Graduate School of Management, St. Petersburg State University Russia Intellectual Competition as Technology for Professional Training of Managers: GSOM Experience 1 Ellen Pruyne Ashridge Centre for Research in Executive Development UK Evaluating the impact of experiential learning and action learning groups in a tailored professional development programme 2 Julia Hartmann streetfootballworld Germany Case Study Sony Europe: Delivering People & Organisational Development through Experiential Learning Sony develops its future leaders by leveraging a strategic Cross-Sector partnership. 3 Anna Birney Forum for the Future UK Leadership, Cultural Change and Sustainability 4 Linda O'Sullivan Business in the Community Ireland Ireland Contribution – Experiential Learning: HR Benefits of Skills Based Volunteering 5 Wil Foppen Maastricht University Netherlands Competent to perform? 6 Tiree Dawson Impact International UK Effective talent management scheme cuts recruitment costs 7 Leslie Sekerka Menlo College USA Building Managers‟ Desire to Act Ethically: A Field Study Using Experiential-Based Ethics Training Cass Business School, City University London Towards enactment in management learning: balancing rational and intuitive approaches6 Post programme strategic review and/or cost- benefit analysis: “Balu und Du” – a mentoring programme3 Track 1 - Learning Methods Track 2 - Student/ University-based Experiential Learning Track 3 - Corporate/ Professional-based Experiential Learning

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