The purpose of the thesis was to investigate the use of action research in the conceptual development of the aim of developing managers through action learning and determining the effectiveness of this in Singapore, Hong Kong and China. / The concept did not begin its practical life as an applied idea already formed; it emerged and developed naturally in something of an evolutionary process. It took on a more definitive form and spirit through a series of cycles of learning, reflection, modification and re-application. / In evolving this concept, the research was intended to provide new contributions in adapting action learning as a form of workplace managerial development. In this scenario, managers learn and develop by using their experience in solving workplace problems in project teams. / The first of three cycles of action research was conducted at Apex Technologies, Singapore, for a group of seven managers. The expected outcome was to integrate a common problem-solving framework and the action learning process into a practical process for developing managers. The second cycle took place at Intraco Limited, Singapore, for a group of 12 managers. The objective was to familiarise the managers with the action learning process and to encourage them to pass on the process in the training and development of their staff. The third cycle of the research study was at Viasystems Asia Pacific in Hong Kong and China for 120 middle managers and frontline supervisors. The objective was to apply action learning as an on-going process in developing managers to address the many issues and challenges facing the company as it expanded rapidly. / The research findings showed that the action learning process in Apex and Intraco was effective in meeting the expected outcome. In Apex, the senior management was pleased with the progress made and morale among the management team improved. At Intraco, the managers were enthusiastic and indicated that action learning was effective in helping them to become better managers. In Viasystems, the participants were recognised by senior management for developing the ability to manage change and to work together to solve problems and improve practices. Following the completion of the research study, Viasystems implemented the second phase of the Team Learning Circle process to develop 42 high-potential managers. / Overall, the thesis demonstrated that action research, involving a spiral of three research cycles-planning, acting and observing and reflecting- was effective in devising the Team Learning Circle for developing managers through action learning. From the research data, I have contributed to the theory of action learning by developing the Team Learning Circle model. This adds the team learning process to action learning and action research in managerial development. It demonstrates that managers will learn most effectively with and from each other, through regular dialogue sessions and skilful discussions, and by working on real problems or projects in the workplace. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004.
| Identifer | oai:union.ndltd.org:ADTP/267630 |
| Creators | Tien, Benjamin Thomas Kim-Swee. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
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