Index_C


C

Cape Canaveral, 22
CBT, 102, 140, 142 “143
celebrating your success (Step 10), 209 “223
and bragging, 216 “217
checklist for, 223
goals for, 209
and managing management, 213 “216
QuickLearns example of, 217 “223
Centra, 125 “128
champions , 16
change
attitudes toward, 16
standard for, 238
change management, 115, 231 “232, 239
Chrysler, 14
Churchill, Winston, on learning vs. being taught, 29
classroom-based training, 88, 185 “186
cleanroom techniques (example), 219, 221
closing the deal
and building the business case, 151 “153
and selling the business case, 164 “165
communication
with business leaders , 20
implementation of, 142 “143
from learning councils, 86
open , 6
and promotional campaign, 167
of success stories, 210
complaints, 167, 184 “186, 212, 227
completion rates, course, 203 “204
compromise, 196 “198
consequences, 151
content approval authority, 105
context, importance of, 3, 159 “161
continuous-process methodology, 99
controlled laboratory for testing, 111 “113
core objectives, defining your (Step 3), 59 “75
checklist for, 75
and choice of objectives, 67 “75
and corporate culture, 61 “67
goals for, 59
and identifying the issues, 60 “61
importance of, 234
and learning, 68 “75
and mission/vision, 62
at Rockwell Collins, 67 “75
and strategy, 62 “64
time as factor in, 60
and training, 74 “75
value of, 60
and work environment, 70 “71
corporate culture, 3
assessing change in, 226 “227
and the business case, 136 “137
change management of, 239
and core objectives definition step, 61 “67
definition of, 31 “32
and e-learning, 5 “6
e-learning requiring change in, 30 “31
learning attitudes in, 53 “56
of Motorola vs. Rockwell Collins, 41 “42
and need for resource rooms, 181 “182
and organizational assessment, 31 “33, 35 “36
research about, 236 “237
systems approach to change in, 247 “248
time needed to change, 226
cost control, 192 “193
costs
actual savings of, 179 “180
burdened, 140
business case listing of, 145
forecasted savings of, 39, 40, 113 “115
training, 34, 35, 37
course completion rates, 203 “204
course development and evaluation, 110
course managers, 106
course-usage reports , 214 “216
cultural pushback, 183 “186, 242 “243
culture, corporate, see corporate culture
customer references, 129
customer-service reps, 23



Built to Learn. The Inside Story of How Rockwell Collins Became a True Learning Organization
Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization
ISBN: 0814407722
EAN: 2147483647
Year: 2003
Pages: 124

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