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Chapter 5 Learning and Creativity

Chapter 5 Learning and Creativity. Learning in Organizations. What? Learning takes place as a result of practice or through experience With learning comes change Change must be relatively permanent. Learning. Types Operant Conditioning Behavior Modification Social Learning

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Chapter 5 Learning and Creativity

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  1. Chapter5Learning and Creativity

  2. Learning in Organizations • What? • Learning takes place as a result of practice or through experience • With learning comes change • Change must be relatively permanent

  3. Learning • Types • Operant Conditioning • Behavior Modification • Social Learning • Learning on your own • Learning by doing • Continuous learning through creativity • The learning organization

  4. Learning • Operant Conditioning:Behavior is a function of its consequence • Reinforcement • Encourage desired behavior • Discourage undesired behavior

  5. Learning • Reinforcement • Encourage desired behavior • Positive • Negative • Discourage undesired behavior • Punishment • Extinction

  6. Figure 5.1 Operant Conditioning Insert Figure 5.1 here

  7. Learning Desired Behaviors Positive Reinforcement Negative Reinforcement

  8. Positive Reinforcement • Potential positive reinforcers • Pay • Bonuses • Promotions • Job titles • Verbal praise • Awards

  9. Negative Reinforcement • Increases the probability that a desired behavior will occur by removing a negativeconsequencewhen an employee performs the behavior

  10. Reinforcement Schedules • Schedules:Intermittent or continuous • Fixed-Ratio (Quantity) or Interval (Time period) • Variable- Ratio or Interval

  11. Learning Complicated Behaviors • Shaping • Reinforcement of successive and closer approximations to a desired behavior • Gradual acquisition of skills

  12. Discouraging Undesired Behaviors Extinction Punishment

  13. Negative Reinforcement vs. Punishment • Punishment involves administering a negativeconsequence when an undesired behavior occurs • Negative reinforcement entails removing a negativeconsequence when a desired behavior occurs

  14. Negative Reinforcement vs. Punishment • Punishment reduces the probability of an undesired behavior • Negative reinforcement increases the probability of a desired behavior

  15. Organizational Behavior Modification • The systematic application of the principles of operant conditioning for teaching and managing organizational behaviors

  16. Figure 5.2 Steps in OB Mod Identify important organizational behavior Measure the frequency of the behavior Analyze antecedents and consequences Intervene Evaluate for performance improvement Problem solved? No Yes Maintain

  17. Figure 5.3 Social Cognitive Theory Information Vicarious Learning Behavior Control Learner Self-Efficacy

  18. Vicarious Learning • Learner learns a behavior by watching the model perform the behavior • Examples • Role playing • Demonstrations • Training films • Shadowing

  19. Conditions Required for Vicarious Learning • Learner observes the model when the model is performing the behavior • Learner accurately perceives model’s behavior • Learner must remember the behavior

  20. Conditions Required for Vicarious Learning • Learner must have the skills and abilities to perform the behavior • Learner must see that the model receives reinforcement for the behavior in question

  21. Figure 5.3 Social Cognitive Theory Information Vicarious Learning Behavior Control Learner Self-Efficacy

  22. Conditions Indicating Use of Self-Control • Low-probability behavior • Available self-reinforcers • Goals determine self-reinforcement schedule • Reinforcement occurs upon goal achievement

  23. Self-Efficacy • What? • Belief about ability to perform a behavior successfully • Self-esteem? • Affects learning via • Activities and goals • Effort • Persistence

  24. Sources of Self-Efficacy • Past performance • Vicarious experience • Verbal persuasion • Individuals’ readings of their internal physiological states

  25. Learning By Doing • Experiential Learning • Direct involvement in subject matter • Hands-on training

  26. Chapter5Learning and Creativity

  27. Figure 5.4 The Creative Process Recognition of a problem or opportunity Information gathering Production of creative ideas Selection of creative ideas Implementation of creative ideas

  28. Figure 5.5 Determinants of Creativity

  29. The Learning Organization Organizational Learning Knowledge Management

  30. Central Activities in a Learning Organization • Personal mastery or high self-efficacy • Complex schemas to understand work activities • Learning in groups and teams • Shared vision for organization • Systematic thinking

  31. Opening Case: Continuous Learning at Seagate Technologies • Why is continuous learning a necessity in today’s business environment? • Seagate Technologies • Learning from multiple sources

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