Topics Covered in this Class on Learning

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Topics Covered in this Class on Learning

• Theories of learning
• Training Behavior Modeling (e.g., how to
  communicate with your boss)
• Learning how to manage your own boss
• Learning from research

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Definition
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• Learning A relatively permanent change
  in knowledge or behavior that results from
  practice or experience.
• Two Major Ways People Learn
• 1. Operant conditioning
• 2. Social learning

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Operant Conditioning
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• Learning that takes place when the learner
  recognizes the connection between a behavior and
  its consequences.

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Operant Conditioning the Consequences of Behavior
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• Positive Reinforcement Giving positive
  consequences to workers who perform the
  desired behavior, e.g., praise coming to work
  on time.
• Negative Reinforcement Removing negative
  consequences to workers who perform the desired
  behavior.

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Consequences of Behavior
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• Extinction Removing whatever is
  currently reinforcing the undesirable
  behavior.
• Punishment Administering negative
  consequences to workers who perform the
  undesirable behavior.

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Organizational Behavior Modification (O.B. Mod.)
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• The systematic application of the principles of
  operant conditioning

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The Basic Steps of O.B. Mod.
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• Identify the behavior to be learned.
• Measure the frequency of the behavior.
• Perform a functional analysis.
• Develop and apply a strategy.
• Measure the frequency of the behavior.

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Social Learning Theory
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• Three Elements
• 1. vicarious learning
• 2. self-control
• 3. self-efficacy.

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Definitions
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• Vicarious learning you learn by watching
  another person perform the behavior.
• Self-Control you perform even though
  there is no external pressure to do so.
• Self-efficacy you believe that you can
  be successful if you try

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The Will Burt Co. (Orrville, OH) Payoff from
training

• Company sold to employees, but quality still
  low (skill not motivation)
• All got basic math training
• Half of the 290 employees also took a 2 year
  business management course
• Cost of accidents way down (142,000 vs.
  660)
• Absence down from 9 to 2

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Learning Interpersonal Skills Behavior
Modeling

• 1. Observe model both poor good
  models
• 2. Discuss specific actions of each model
• 3. Rehearse the correct actions
• 4. Get feedback rehearse more
• 5. Demonstrate competence

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Learning Points Communicating With Your Boss

• 1. State objective concisely in terms of the
  needs or interests of the boss.
• 2. Detail the objective and support it with
  facts.
• 3. Ask for and respond to questions.
• 4. Probe for agreement.
• 5. Summarize and confirm the conclusion.

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Name of this Skill Module Communicating With
Your Boss
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Jim Rands Mistakes in Dealing With His Boss Ron
Shaich

• 1. Boss focuses on details, details, details!
• 2. Boss prefers written communication.
• 3. Jim is too dependent on Ron. He assumes
  that Ron has the answers. Thus, he
  holds back on presenting his own ideas.
• 4. Jim lets Ron control the agenda - which
  means a focus on the details.
• 5. Jim is too defensive. He focuses too much
  on the past (which cant be fixed), and not
  enough on solutions to prevent the problem
  from occurring again.

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Managing Your Boss

• 1. Understand your boss
• 2. Understand yourself
• 3. Take actions
• A. Compatible working relationship
• B. Mutual expectations
• C. Manage the information flow
• D. Be dependable straightforward
• E. Use time resources wisely

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When to Go Over Your Bosss Head 7 questions

• 1. Are you clean?
• 2. Will the boss change?
• 3. Is the behavior illegal or unethical?
• 4. If the behavior continues, can it cause
  harm to others?
• 5. Can you be successful?
• 6. Will the long-term benefits outweigh the
  short-term costs?
• 7. Are you prepared to suffer the consequences?

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Ways of Knowing
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Criteria for Good Data

• 1. Standardized measures are used
• 2. Reliable measures are used
• 3. Valid measures are used

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B
A
C
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Two Faulty Research Designs
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Two Faulty Research Designs (cont)
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Two Improved Research Designs

• A. Two Group Before-After
• Collect Change Collect
• data from situation data from
• Group A for A at Time 2
• at Time 1
• CD1A ? CD2A
• CD1B CD2B
• Collect Do not Collect
• data from change data from
• Group B situation B at Time 2
• at Time 1 for B

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Two Improved Research Designs (cont)
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Which Research Study Is More Believable?

• 1 Large Scale Survey of 2500 Employees in Work
  Teams
• Performance is up by 20
• 2 Found 50 Studies of Work Teams with Average
  of 50 People in Each Study
• Average performance is up by 20
• BUT. . . .
• The results range from no gain up to a 40 gain
• (standard deviation of 7)

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META-ANALYSIS the analysis of existing research
studies

• 1. Small samples cause errors of interpretation
  due to the small size.
• 2. Calculate the average result of all studies.
• 3. Estimate how much of the variance between
  studies is due to small sample sizes.
• 4. Re-estimate the variance among studies.