The purpose of this study is to explore the article of learners in action effectiveness. And find out the problem on the context, besides I should go through the main issues and implications that affecting the practice, then connect the relationship between the organizational strategy with the problems and solutions of the article which we should understand the consequences for not taking these actions.

1. Effective learners in action learning sets Review
Mohammad Aljeemaz, DBA Student
Introduction
The purpose of this study is to explore the article of learners in action effectiveness. And
find out the problem on the context, besides I should go through the main issues and
implications that affecting the practice, then connect the relationship between the
organizational strategy with the problems and solutions of the article which we should
understand the consequences for not taking these actions. The passion of so many writers
to find the real work can present efficient learning that pushed them to be trapped by
classification of the action to a certain extent than with learning. “If, as clearly we hope,
people arrive on action learning sets as managers and professionals and go away better
equipped as learners then we need to provide guidance on the learning process”(
Mumford,1996).
Objectives
There could be so many ways to meet the action learning sets with even multi methods
through the action learning set to reach the objective. It is more preferable to structure one
set that could the group with the right tool to discuss the issues and brain storming the
solutions rather than creating more than one set communicates with each other causing to
build tens of questions hard to be digested within the group which eventually will lose its
value.
It is required to initiate a continues process support the issues that tailored to function
more efficient and smooth to gain the objective from the open ended questions lead to
corrects the problems. For examples for the most cases we could address the way to:
1.
2.
3.
4.
5.
6.
Support the team to specify the objective result.
Support the team to visualize the objective.
Push unexpected question would motivate their brain to find solutions.
Propose more tools could help the efficient thinking.
Share the effective achievements with the team.
Maintain observation and review to control the objective wheel.
The team activates is the best way of improving the managerial skills to overcome the
implantations’ barriers and encourages decision making process.
Current Practice Implications
As program manager in the organization, I would provide the services as may be necessary
or proper for the achievement of the Contractual Purpose including but not limited to:
negotiate, secure and maintain as cooperating with the team in all current and accurate
sales/services contracts, pricing for all products and services, and facilitate the conclusion

2. of a business relationship that is acceptable to the team and the organization; and I would
communicate with the upper level management to accept or reject the brain storming
outcomes, then the team would communicate with each other to discuss the lesson learned
of their acceptance for each contracts secured by the program manager.
Finding
Using the team gathering activates to exchange questions quite good tool to get the best
dialogue to approach the objective. And the questions arise from the article problem can
help me to initiate process tailored with functional questions to improve the efficiency and
decision making enhancement. Besides we need to consider modifying the questions that
would require future process changes.
So I should find out if the organization has an open communication structure? There are
daily communications, which take various forms, meeting, telephone emails and weekly
and monthly meeting could be considered the meaning for communication tool to set the
communication structure. And from a concept we could enable teams or individuals
learning actions.
The organization should set very clear responsibly culture. Employees should be informed
about their roles and responsibilities provided with guidelines in order to achieve the
objective. For example, customer services department responsible for the customers
complains and their part of their responsibilities is to identify the issues, problems and
provides solutions in adequate and timely manner. The IT department should provide
solutions to online issues and constantly update the systems. During transition of some
projects there might be some overlapping as more than one person is responsible for a
task, and the overlapping should be limited as the organization and the management make
it clear who is responsible for each task.
Performance information at the organization should be integrated in the daily activities of
the managers as well as employees in such a way that problems are immediately addressed
and corrective or preventive actions taken. Developing various performance management
systems that address customers complains and business issues in daily basis would help a
lot in initiate in direct questions in the origination performance.
References
Mumford, A. (1996). Effective learners in action learning sets. “Employee Counselling
Today”, 8(6), 3-10. Retrieved from
http://search.proquest.com/docview/198431921?accountid=12117(Accessed: 12 Dec.
2013).
Argyris, C. (19850, “Strategy, Change and Defensive Routine”, Pitman, London.

3. Caiae, B. (1987), "Learning in style - reflections on an action learning MBA programme",
Journal of Management Development, Vol. 6 No. 2, pp. 19-29.
Honey, P. and Mumford, A. (1992), “Manual of Learning Styles”, 3rd ed., Honey, Maidenhead.
Honey, P. and Mumford, A. (1992), “Using Your Learning Styles”, 2nd ed., Honey,
Maidenhead.
Margerison, C. and McCann, D. (1990), “The Team Development Manual", TMS UK Limited,
York.
Mead, M. (1990), "From colleagues in adversity to the synergy of the set", Industrial and
Commercial Training, Vol. 22 No. 1, pp. 19-24.
Mercer, J.R. (1990), "Action learning: a student's perspective", Industrial and Commercial
Training, Vol. 22 No. 2, pp. 3-8.
Mumford, A. (1991), "Developing the top team to meet organizational objectives", Journal of
Management Development, Vol. 10 No. 5, pp. 5-14.
Oliver, C. (1991), "Who cross-fertilizes most on MBA programmes?", Industrial and
Commercial Training", Vol. 23 No. 3, pp. 8-14.
Pedler, M. (1991), “Action Learning in Practice”, 2nd ed., Gower, Aldershot..