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A confluence of business and educati...

Waldmann-Williams, T. E.

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A confluence of business and education: Using strategic competency management as a foundation for a productive conversation.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A confluence of business and education: Using strategic competency management as a foundation for a productive conversation./
作者:	Waldmann-Williams, T. E.
面頁冊數:	248 p.
附註:	Source: Dissertation Abstracts International, Volume: 62-08, Section: A, page: 2666.
Contained By:	Dissertation Abstracts International62-08A.
標題:	Business education. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3022991
ISBN:	9780493350684

A confluence of business and education: Using strategic competency management as a foundation for a productive conversation.
Waldmann-Williams, T. E.

A confluence of business and education: Using strategic competency management as a foundation for a productive conversation. - 248 p.

Source: Dissertation Abstracts International, Volume: 62-08, Section: A, page: 2666.

Thesis (Ph.D.)--The Union Institute, 2001.

This research explored the commonalties and differences between what competencies businesses require in workers and what competencies the educational systems actually produce. It explored ways that each institution could collaborate or partner with the other in dimensions other than strategic competency management. The research included a minimum of three discussions with each business and educational leader, as well as a survey only given to business leaders to obtain information on required basic, technical, leadership, and other competencies. The three discussions included an individual interview with each business and educational leader and a facilitated face-to-face conversation. These were followed by an individual interview with each to obtain reflections about the conversation.

ISBN: 9780493350684Subjects--Topical Terms:

543396
Business education.

A confluence of business and education: Using strategic competency management as a foundation for a productive conversation.
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500 $a Source: Dissertation Abstracts International, Volume: 62-08, Section: A, page: 2666.
500 $a Core Adviser: Alan Barstow.
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520 $a This research explored the commonalties and differences between what competencies businesses require in workers and what competencies the educational systems actually produce. It explored ways that each institution could collaborate or partner with the other in dimensions other than strategic competency management. The research included a minimum of three discussions with each business and educational leader, as well as a survey only given to business leaders to obtain information on required basic, technical, leadership, and other competencies. The three discussions included an individual interview with each business and educational leader and a facilitated face-to-face conversation. These were followed by an individual interview with each to obtain reflections about the conversation.
520 $a Fourteen pairs of business and educational leaders from fourteen of the twenty-one counties in New Jersey participated in a specially designed Productive Conversation about strategic competency management. A productive conversation is one that facilitates changes for the benefit of those in the conversation, whether it is for the individual or his/her organization or profession. Such conversations can create synergy, support the mission of each, and cultivate organizational effectiveness in both institutions. Competencies are the skills, knowledge, and personal characteristics that lead to successful performance. Strategic Competency Management is the administration, development, direction, processing, and education of the competencies required today or at some future time.
520 $a The results indicated that leaders gained from the interactions. About eighty percent of the participants commented that the conversations between the business and educational leaders were productive and would result in future collaborations and personal and organizational changes. Four examples of what these conversations produced were: one educational participant began thinking of teachers as leaders; a business leader completed competency models for each function in his business; another business leader supplied scientific equipment to a school district and initiated interactions between scientists and teachers and students; and finally, an educational leader provided a contact so a business leader could offer co-op experiences to high school students.
520 $a Based on the findings of this research, discussions about strategic competency management can sometimes provide an opportunity for a productive conversation between business and educational leaders.
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