Learning and Creativity Chapter 5 Sixth Edition Jennifer M. George & Gareth R. Jones Copyright ©...

Learning and Creativity

Understanding and Managing

Organizational Behavior

Chapter 5

Sixth EditionJennifer M. George & Gareth R. Jones

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 5-1

Learning Objectives

Describe what learning is and why it is so

important for all kinds of jobs and

organizations

Understand how to effectively use

reinforcement, extinction, and punishment to

promote the learning of desired behaviors

and curtail ineffective behaviors

Describe the conditions necessary to determine

if vicarious learning has taken placeCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 5-2

Learning Objectives

Appreciate the importance of self-control and

self-efficacy for learning on your own

Describe how learning takes place

continuously through creativity, the nature of

the creative process, and the determinants of

creativity

Understand what it means to be a learning

organization


UPS Serious about Learning

Why is learning of utmost importance in organizations?

Extensive training is done so employees learn everything they need to know to provide excellent customer service.


Learning in Organizations

Learning is a relatively permanent change in knowledge or behavior that results from practice or experience

With learning comes change

Change must be relatively permanent

Learning takes place as a result of practice or through experience


Operant Conditioning

Operant conditioning describes how

learning takes place when the learner

recognizes the connection between a

behavior and its consequences


Operant Conditioning

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

Exhibit 5.1

5-7

Reinforcement in Operant Conditioning

The process by which the probability that a desired behavior will occur is increased by applying consequences that depend on the behavior in question

Step 1: Identify desired behaviors to be

encouraged

Step 2: Decide how to reinforce the behavior


Learning Desired Behaviors

Positive Reinforcement


NegativeReinforcement

Positive Reinforcement

Increases the probability that a behavior will occur by administering positive consequences to employees who perform the behavior Pay Bonuses Promotions Job titles Verbal praise Awards


Reinforcement Schedules

• Continuous

• Partial

Fixed-interval

Variable-interval

Fixed-ratio

Variable-ratio


Shaping

Shaping is the reinforcement of successive

and closer approximations to a desired

behavior

Powerful for complicated sequences

Gradual acquisition of skills


Discouraging Undesired Behaviors

PunishmentExtinction


Negative Reinforcement vs. Punishment

• Punishment reduces the probability of an undesired behavior

• Negative reinforcement increases the probability of a desired behavior

• Punishment involves administering a negative consequence when an undesired behavior occurs

• Negative reinforcement entails removing a negative consequence when a desired behavior occurs


Organizational Behavior Modification

Organizational behavior modification (OB

MOD) is the systematic application of the

principles of operant conditioning for

teaching and managing organizational

behavior


The Basic Steps of OB Mod

• Identify the behavior to be learned

• Measure the frequency of the behavior

• Analyze antecedents and consequences

• Intervene

• Evaluate the performance improvement


NoNo YesMaintain

YesMaintain

Identify important organizational behavior Identify important organizational behavior

Measure the frequency of the behaviorMeasure the frequency of the behavior

Analyze antecedents and consequencesAnalyze antecedents and consequences

InterveneIntervene

Evaluate for performance improvementEvaluate for performance improvement

Problem solved?Problem solved?

Steps in OB Mod


Measure Frequency of Behavior

Before this restaurant could correct the problem with employee tardiness, it had to gauge how frequently tardiness occurred.


Social Cognitive Theory

A learning theory that takes into account the fact that thoughts and feelings influence learning

Necessary components include

Vicarious learning

Self-control

Self-efficacy


Social Cognitive Theory

Information

Learner

Self-Efficacy

Control

Vicarious Learning

Behavior


Exhibit 5.3

5-20

Vicarious Learning

Learning that occurs when one person (the learner) learns a behavior by watching another person (the model) perform the behavior

Examples

Role playing

Demonstrations

Training films

Shadowing


Vicarious Learning

Physicians learn vicariously by watching

skilled physicians treat patients


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

• Learner must have the skills and abilities to perform the behavior

• Learner must see that the model receive reinforcement for the behavior in question


Use of Self-Control

• Low-probability behavior

• Available self-reinforcers

• Goals determine self-reinforcement

schedule

• Reinforcement occurs upon goal

achievementCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 5-24

Self-Efficacy

Self-efficacy is a person’s belief

about his or her ability to perform a

particular behavior successfully


Sources of Self-Efficacy

• Past performance

• Vicarious experience

• Verbal persuasion

• Individuals’ readings of their internal physiological states


Learning by Doing

Experiential learning

Direct involvement in subject matter

Hands-on training


The Creative Process

Recognition of a

problem or

opportunity

Productionof

creativeideas

Informationgathering

Selectionof

creativeideas

Implementationof

creativeideas


Exhibit 5.4

5-28

Determinants of Creativity


Exhibit 5.5

5-29

The Learning Organization

Organizational Learning

KnowledgeManagement


Central Activities in a Learning Organization

• Encouragement of personal mastery or high self-efficacy

• Development of complex schemas to understand work activities

• Encouragement of learning in groups and teams

• Communication of a shared vision for the organization as a whole

• Encouragement of systematic thinking


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Learning and Creativity Chapter 5 Sixth Edition Jennifer M. George & Gareth R. Jones Copyright ©...

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