Cover -- Half-Title Page -- Title Page -- Copyright Page -- Contents -- Foreword -- ESSEC Business School: The Pioneering Spirit -- Foreword -- Learning by Doing -- Introduction -- PART 1: The Challenges of Apprenticeships in the Training System -- 1. Apprenticeship Training: A Dedicated Educational Engineering -- 1.1. Introduction -- 1.2. Why propose an apprenticeship? Evidence, an ambition, a reasoned choice or an opportunistic behavior? -- 1.2.1. The approach, the creative process, the pillar: the change in power -- 1.2.2. The choice of pace of work-linked training and duration: tailor-made

1.2.3. International experience -- 1.2.4. The individualization of courses -- 1.3. Validation of the apprentice's acquisition of skills: know-how, soft skills and practical knowledge -- 1.4. The French model: economic balances and their complexity -- 1.5. The governance of an apprenticeship program: power issues? -- 2. Apprenticeships: The First Learning Experience -- 2.1. Introduction -- 2.2. The apprentice in the 70/20/10 apprenticeship model -- 2.3. Towards a permanent learning dynamic -- 2.4. From learning to the ability to act -- 2.5. Conclusion -- 2.6. References

3. Innovation at the Heart of the Company and Apprenticeship Methods -- 3.1. Introduction -- 3.2. An apprentice entrepreneur -- 3.3. A new product in a present but immature market -- 3.4. As a result, an innovative approach -- 3.5. Conclusion -- 3.6. References -- 4. The Leader-Entrepreneur in an Apprenticeship Position -- 4.1. Introduction -- 4.2. Realities of competence approaches in SMEs and VSEs -- 4.3. In SMEs and VSEs, apprenticeship along the way -- 4.4. Learning to manage competences by leaders-entrepreneurs: beyond individual skills -- 4.5. Conclusion -- 4.6. References

5. Reinventing the Promise of Work-linked Training ... Or an Initiatory Journey Towards Agile Professionalism and Postural Learning -- 5.1. A study of the efficiency of French post-baccalaureate business schools -- 5.1.1. Introduction -- 5.1.2. Student satisfaction through apprenticeship training -- 5.2. Methodology -- 5.2.1. Using the DEA method in measuring the efficiency of higher education institutions -- 5.2.2. Presentation of the DEA method -- 5.2.3. Application of the DEA method to business schools in France -- 5.2.4. Result of the DEA method -- 5.3. Conclusion -- 5.4. References

6. Apprenticeships, a "Springboard" to Professional Integration? -- 6.1. Introduction -- 6.2. Work-linked training -- 6.3. Follow-up and role of the tutor or apprenticeship manager -- 6.4. Autonomy and confidence building? -- 6.5. Better professional integration -- 6.6. Managing the pace of the work-linked training -- 6.7. Conclusion -- 6.8. References -- 7. Reflexivity and Management Apprenticeships -- 7.1. Introduction -- 7.2. From reflexivity to reflexive manager? -- 7.3. Initial training: from a "classical" learning posture to a reflective posture

7.4. In continuous training: a pre-existing professional activity to facilitate the reflective process

Includes bibliographical references and index.

Description based on online resource; title from digital title page (viewed on May 18, 2020).