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Chapter 6: Organizational Learning Learning Objectives • Explain the relationship between learning and task performance . • Know the major methods of computer-based and non–computer-based training and their associated strengths and weaknesses.
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Chapter 6: Organizational Learning Learning Objectives • Explain the relationship between learning and task performance. • Know the major methods of computer-based and non–computer-based training and their associated strengths and weaknesses. • Describe the importance of cultural diversity training, expatriate training, sexual harassment training, mentoring, and executive coaching in management development. • Explain the evaluation of training and development programs.
Chapter Summary • Organizational learning is the process by which employees as well as the entire organization acquire new skills to better adapt to the rapidly changing work world. •Skill acquisition is the process by which individuals acquire declarative and procedural knowledge. •Training employees to acquire new skills is best done in organizations that encourage employees to learn and give them the opportunity to use their new skills on the job. •Many contemporary training methods use computer technology. Among the more frequently used are programmed instruction, intelligent tutoring systems, interactive multimedia, and virtual reality. •Management development is the process of cultivating skills in upper-level employees, who affect the lives of many workers. •Cultural diversity training is designed to make employees understand how individuals with different backgrounds and experiences can contribute to the welfare of the organization. •Expatriate training is designed to facilitate the adjustment of an employee who is serving in an international assignment.
Chapter Summary (continued) •Sexual harassment training is designed to make employees understand the unacceptability of behavior in the workplace that is regarded to be sexual or offensive in nature. •Mentoring is a process by which older, more established employees (mentors) facilitate the career development of younger employees (protégés). •Executive coaching is a one-on-one developmental relationship between an external coach and a manager designed to facilitate the manager’s career progression. •The key to successful learning is the transfer between what has been learned in training to behavior on the job. The four major criteria used to assess the effectiveness of training are reaction, learning, behavioral, and results. •There are cultural differences in the acceptability of various training methods.