'What's that got to do with making motor cars?' : the influence of corporate culture on 'in-company' degree programmes

Abstract

Interest in the development of the 'learning' organisation and 'lifelong learning' has paralleled renewed concern in what, where and how industrial managers learn. 'In-company' delivery is becoming more common, as is the use of overtly vocational delivery techniques using 'work-based' learning. Delivery of education in-company, using workbased exemplars, whilst offering many benefits, has concomitant risks. Particularly in hierarchical manufacturing organisations with traditional approaches to problem solving, a powerful culture may act to inhibit the educational process, and limit the development of those very capabilities needed in the learning organisation. The recent experience of in-company education of a group of managers from a major UK motor manufacturer is discussed. The difficulties participants faced as students are examined in the light of the prevailing corporate culture, and ways are suggested for minimising these difficulties.