 The Need for Managers as Reflective PractitionersSven Junghagen
Chapter 2 in The Future International Manager, 2009, pp 9-22 from Palgrave Macmillan Abstract: Abstract When one opens a book on international management and is confronted with a chapter on the need for reflective practice, the tendency might be to question whether this makes sense. We often hear arguments about management practice related to tools that have a practical application for producing good bottom line results. But being reflective? Surely this takes up valuable time? And does being reflective lead to manifest results? Are there really usable tools here that can readily be applied in business management? This chapter will address management challenges and the need for reflection in relation to two main components of management: decision-making and leadership. I will also present some thoughts on the challenges for higher management education. The chapter relates to—and to some extent elaborates on—the qualifications framework for the CEMS Master in International Management (MIM) program, which to a large extent builds on the conception of reflective practice. Keywords: Reflective Practice; Qualification Framework; Reflective Practitioner; Pedagogical Principle; Ontological Assumption (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-27406-8_2 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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