These latest papers on continuing professional development may interest
the group - some access is free of charge, others subscribers only.
Eric Sandelands
IRDC
Latest Cpd material from CONTINUING PROFESSIONAL DEVELOPMENT
http://www.openhouse.org.uk/virtual-university-press/
PROFESSIONAL DEVELOPMENT THROUGH TEAMWORKING
Lesley Munro-Faure, Richard Teare, Malcolm Munro-Faure
Eberhard Scheuing and John T. Bowen - Published end June 98
This article draws on case study research conducted in 14 organizations.
All but one of the participating organizations (Sears, Canada) had
entered and reached the finals of Quality and Teamwork Award events. The
aim here is to examine current practices in teamworking and to assess the
strategic contribution that work-based teams make to quality improvement
through personal and professional development. The article draws on
evidence and results of work team performance in three category areas:
(1) Single problem/management promoted teams - these teams are formed by
managers to tackle an identified problem or improve the operation of a
specific process. (2) Continuous improvement/self-directed teams - these
teams select their own problems and remedies, and membership is usually
voluntary. (3) Team structures that support organization-wide improvement
efforts.
NEW MEDIA, HOMOGENOUS KNOWLEDGE AND EDUCATION. (-FREE ACCESS)
Anita Pincas,
Lecturer in Education, Institute of Education, University of London,
The new electronic media are giving people wider access to information,
and are helping to merge disciplines which have traditionally been held
separate by an authoritative print-based culture of knowledge. Such
changes will present challenges to educators who are encouraged to take a
positive approach to the increased opportunities for independent
collaborative learning.
DO ORGANIZATIONS MANAGE CPD?
Norman Jones and Gordon Robinson
The University of Glamorgan, Pontypridd, South Wales
Recent discussion concerning continuing professional development (CPD)
has tended to focus on either the needs of the individual professional or
the interests of the professional bodies. There are other stakeholders
who could have a legitimate interest in the effective management of CPD.
These include organizations which employ professional staff,
non-professional employees, the Government, education and training
providers and the clients of professionally qualified practitioners.
Scant attention has been given to the perspective which any employing
organization may have of CPD processes and activities, particularly in
view of the support and assistance which many organizations provide to
encourage the development of their staff. The purpose of this article is
to focus on such an organizational perspective. In particular, we report
on evidence pertaining to the ways in which organizations seek to manage
the CPD of employees whom they support in development activities.
MENTORING POST PUBLICATION:permission to call it by name
Biddy Fisher, Sheffield Hallam University.
Having selected the title about which I knew least, I was not surprised
that the curiosity of others matched my own once the Library Association
Training Guide Mentoring, was published. This short article describes
some of the activities which followed on from the publication of the
guide, and also iterates some of the issues surrounding mentoring which
became clearer once I was distanced from the research. This clarity
continued to grow through invitations to present my conclusions to
various groups locally, regionally and internationally. These
presentations took various formats, workshops,brainstorms, formal papers.
Some were part of a longer, planned programme of events all of which had
the common theme of staff development.
To submit a paper to CPD, check for details at:
http://www.openhouse.org.uk/virtual-university-press/
or contact the Editor, Dr. Nigel Hemmington at
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Thanks
Anne Christie
Publisher
VUP International
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