SlideShare a Scribd company logo
1 of 26
Content
 Learning- Definition
 Features of learning
 Learning Cycle
 Factors influencing learning
 Significance of Learning in OB
 Theories of learning
 Learning and OB Modification
 Steps in Behavior Modification
Definitions: Learning is:
“a persisting change in human performance or
performance potential . . . (brought) about as a result
of the learner’s interaction with the environment.
“the relatively permanent change in a person’s
knowledge or behavior due to experience.”
“Learning is a change in behavior as a result of
experience or practice and the acquisition of
knowledge”.
Features of Learning
 Involves change in behavior
 Must be relative permanent; not
temporary
 Continuous process
 Must be based on some form of practice
or experience
 Practice or experience must be
reinforced in order for learning to occur.
 Learning involves change either good or
bad.
Learning Cycle
Stimulus(Source
of Motivation)
Response
(Reaction of
learner towards
the stimulus)
Motivation
(Drive to
encourage
Individual to
learn)
Rewards
(Transparent and
predictive incentive to
satisfy the motive)
Factors influencing learning
behavior
 Environmental Factors
 Social Factors
 Physiological Factors
 Psychological Factors
 Learning Methods
 Learning materials and content
Significance of Learning in
OB
 Helps to understand and predict
human behavior at work
 Helps to manage diversity
 Helps to maintain TQM
 Helps to adapt changing
technology
 Facilities organizational change
and development
Theory of Learning
 Behavioristic Theory
◦ Classical conditioning
◦ Operant conditioning
 Cognitive Learning
 Social Learning
Behaviorism Theories
Confined to observable and measurable
behavior
 Classical Conditioning – Ivan P.
Pavlov
 Operant Conditioning - Skinner
Classical conditioning
 is defined as a process in which a formerly
neutral stimuli, when paired with an
unconditioned stimulus, becomes a
conditioned stimulus that elicits (leads to) a
conditioned response thus S-R connection is
learnt.
 Classical conditioning is based on the
premise that a physical event termed as a
stimulus that initially does not lead to a
particular response gradually acquires the
capacity to lead to that response as a result
of repeated pairing with an unconditioned
stimulus.
 This is important in reactions such as fear,
prejudice, taste, aversion.
Operant conditioning
is also known as instrumental
conditioning . It is a learning process in
which behavior is sensitive to, or
controlled by its outcomes.
 Behavior is a function of its
consequences.
 Our behavior process certain
consequences and how we behave in
the future will depend on what those
consequences are.
 Operant conditioning emphasizes on
Cognitive learning theory
 The cognitive theory defines human
behavior as a dynamic, and reciprocal
interaction of personal factors,
behavior, and the environment.
strongly emphasis on one’s cognitions.
It refers to the power and ability of
knowing.
This theory suggests that the mind is an
active force that construct’s one’s
reality is formed by the interaction of
the environment and one’s cognitions.
Cognitivism in the Classroom
 Inquiry-oriented
projects
 Opportunities for
the testing of
hypotheses
 Curiosity
encouraged
 Staged scaffolding
Social Learning Theory (SLT)
 Grew out of Cognitivism
 Albert Bandura (1973)
 This theory states that we learn not just
from first hand experience, but also
from watching others or by hearing
about something.
 Such observational learning stresses the
importance of models in our lives.
Social Learning Theory
Four interrelated processes establish and
strengthen identification with the model:
1. Children want to be like the model
2. Children believe they are like the
model
3. Children experience emotions like
those the model is feeling.
4. Children act like the model.
Social Learning Theory
Through identification, children come to
believe they have the same
characteristics as the model.
When they identify with a nurturant and
competent model, children feel pleased and
proud.
When they identify with an inadequate model,
children feel unhappy and insecure.
SLT in the Classroom
 Collaborative
learning and group
work
 Modeling responses
and expectations
 Opportunities to
observe experts in
action
Critiques of Social Learning
Theory
 Does not take into account individuality,
context, and experience as mediating
factors
 Suggests students learn best as passive
receivers of sensory stimuli, as opposed
to being active learners
 Emotions and motivation not considered
important or connected to learning
Social Constructivism in the
Classroom
 Journaling
 Experiential
activities
 Personal focus
 Collaborative &
cooperative
learning
Learning and OB Modification
 OB Modification is used to understand
the behavior of human being more
effectively and used to improve,
eliminate or modify undesirable behavior
to get organizational effectiveness.
 Behavioral modification focus in;
◦ Improving employee productivity,
◦ Reducing absenteeism and lateness,
◦ Reducing accident rates,
◦ Improving employee discipline,
◦ Developing training and development
programs.
◦ Improving industrial relations
Steps in Behavior Modification
 Identify Critical behavior
 Develop Benchmark to identify
desirable and undesirable behavior
 Analyze Behavioral consequence
 Implement Intervention strategy
 Evaluate Performance change
THANK YOU

More Related Content

What's hot

Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)
Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)
Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)Yamini Kahaliya
 
Theories of Motivation in Organizational Behavior
Theories of Motivation in Organizational BehaviorTheories of Motivation in Organizational Behavior
Theories of Motivation in Organizational BehaviorMasum Hussain
 
Perception.-Organisational Behavior
Perception.-Organisational BehaviorPerception.-Organisational Behavior
Perception.-Organisational Behaviorshrinivas kulkarni
 
ORGANIZATIONAL BEHAVIOUR- Learning
ORGANIZATIONAL BEHAVIOUR- LearningORGANIZATIONAL BEHAVIOUR- Learning
ORGANIZATIONAL BEHAVIOUR- LearningTrinity Dwarka
 
Ob ppt on motivation
Ob ppt on motivation Ob ppt on motivation
Ob ppt on motivation bilal khan
 
Organization Behaviour chapter 2: Values
Organization Behaviour chapter 2: ValuesOrganization Behaviour chapter 2: Values
Organization Behaviour chapter 2: ValuesFree Talk 2 Other
 
PERCEPTION IN ORGANISATIONAL BEHAVIOUR
PERCEPTION IN ORGANISATIONAL BEHAVIOURPERCEPTION IN ORGANISATIONAL BEHAVIOUR
PERCEPTION IN ORGANISATIONAL BEHAVIOURKriace Ward
 
Perception and Learning in Organization Behavior
Perception and Learning in Organization BehaviorPerception and Learning in Organization Behavior
Perception and Learning in Organization BehaviorShambhavi Sharma
 
Notes on personality in organisation behavior (For BBA/B.com Students)
Notes on personality in organisation behavior (For BBA/B.com Students)Notes on personality in organisation behavior (For BBA/B.com Students)
Notes on personality in organisation behavior (For BBA/B.com Students)Yamini Kahaliya
 
Organizational Behavior : Values
Organizational Behavior : Values Organizational Behavior : Values
Organizational Behavior : Values Dr Kiran Kakade
 
Leadership - Organisational Behavior
Leadership - Organisational BehaviorLeadership - Organisational Behavior
Leadership - Organisational Behaviorshrinivas kulkarni
 
Organizational behavior
Organizational behavior Organizational behavior
Organizational behavior kdore
 
Vroom's excectancy theory
Vroom's excectancy theoryVroom's excectancy theory
Vroom's excectancy theoryIsha Joshi
 
Motivation-Organisational Behavior
Motivation-Organisational BehaviorMotivation-Organisational Behavior
Motivation-Organisational Behaviorshrinivas kulkarni
 
Porter and lawler model
Porter and lawler modelPorter and lawler model
Porter and lawler modelAnshuman Singh
 
Different models of organisations behaviour
Different  models of organisations behaviourDifferent  models of organisations behaviour
Different models of organisations behaviourNavneetyadav711
 
Perception
PerceptionPerception
Perceptionparags06
 

What's hot (20)

Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)
Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)
Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)
 
Theories of Motivation in Organizational Behavior
Theories of Motivation in Organizational BehaviorTheories of Motivation in Organizational Behavior
Theories of Motivation in Organizational Behavior
 
Perception.-Organisational Behavior
Perception.-Organisational BehaviorPerception.-Organisational Behavior
Perception.-Organisational Behavior
 
ORGANIZATIONAL BEHAVIOUR- Learning
ORGANIZATIONAL BEHAVIOUR- LearningORGANIZATIONAL BEHAVIOUR- Learning
ORGANIZATIONAL BEHAVIOUR- Learning
 
Perceptual process
Perceptual  processPerceptual  process
Perceptual process
 
Ob ppt on motivation
Ob ppt on motivation Ob ppt on motivation
Ob ppt on motivation
 
Organization Behaviour chapter 2: Values
Organization Behaviour chapter 2: ValuesOrganization Behaviour chapter 2: Values
Organization Behaviour chapter 2: Values
 
PERCEPTION IN ORGANISATIONAL BEHAVIOUR
PERCEPTION IN ORGANISATIONAL BEHAVIOURPERCEPTION IN ORGANISATIONAL BEHAVIOUR
PERCEPTION IN ORGANISATIONAL BEHAVIOUR
 
Perception and Learning in Organization Behavior
Perception and Learning in Organization BehaviorPerception and Learning in Organization Behavior
Perception and Learning in Organization Behavior
 
Notes on personality in organisation behavior (For BBA/B.com Students)
Notes on personality in organisation behavior (For BBA/B.com Students)Notes on personality in organisation behavior (For BBA/B.com Students)
Notes on personality in organisation behavior (For BBA/B.com Students)
 
Organizational Behavior : Values
Organizational Behavior : Values Organizational Behavior : Values
Organizational Behavior : Values
 
Leadership - Organisational Behavior
Leadership - Organisational BehaviorLeadership - Organisational Behavior
Leadership - Organisational Behavior
 
Organizational behavior
Organizational behavior Organizational behavior
Organizational behavior
 
Vroom's excectancy theory
Vroom's excectancy theoryVroom's excectancy theory
Vroom's excectancy theory
 
Expectancy theory
Expectancy theory Expectancy theory
Expectancy theory
 
Motivation-Organisational Behavior
Motivation-Organisational BehaviorMotivation-Organisational Behavior
Motivation-Organisational Behavior
 
Porter and lawler model
Porter and lawler modelPorter and lawler model
Porter and lawler model
 
Different models of organisations behaviour
Different  models of organisations behaviourDifferent  models of organisations behaviour
Different models of organisations behaviour
 
Erg theory
Erg theoryErg theory
Erg theory
 
Perception
PerceptionPerception
Perception
 

Similar to Learning Theories and Their Application in Organizational Behavior

Learning psy presentation done psy
Learning psy presentation done psyLearning psy presentation done psy
Learning psy presentation done psynoornadim
 
Perception and learning in Organization
Perception and learning in OrganizationPerception and learning in Organization
Perception and learning in OrganizationSANAL C.WILSON
 
Learning by Neeraj Bhandari ( Surkhet.Nepal )
Learning by Neeraj Bhandari ( Surkhet.Nepal )Learning by Neeraj Bhandari ( Surkhet.Nepal )
Learning by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
 
Factors affecting esp course designppt
Factors affecting esp course designpptFactors affecting esp course designppt
Factors affecting esp course designpptBabylen Arit
 
Notes on Learning in Organisation behavior (Notes for BBA/B.com Students)
Notes on Learning in Organisation behavior (Notes for BBA/B.com Students)Notes on Learning in Organisation behavior (Notes for BBA/B.com Students)
Notes on Learning in Organisation behavior (Notes for BBA/B.com Students)Yamini Kahaliya
 
Behavioral Perspectives
Behavioral PerspectivesBehavioral Perspectives
Behavioral PerspectivesIUGC
 
individual behaviour and perception
individual behaviour and perceptionindividual behaviour and perception
individual behaviour and perceptionPreeti Bhaskar
 
Unit IV Learning.ppt in mba is vjs hha j
Unit IV Learning.ppt in mba is vjs hha jUnit IV Learning.ppt in mba is vjs hha j
Unit IV Learning.ppt in mba is vjs hha jabhiisharma0504
 
HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptx
HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptxHBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptx
HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptxJhayThompsonBernabe
 
Chapter 3 Learning & Theories of Learning.pdf
Chapter 3 Learning & Theories of Learning.pdfChapter 3 Learning & Theories of Learning.pdf
Chapter 3 Learning & Theories of Learning.pdfTameneKeneni
 
Learning by Shukun Karthika
Learning by Shukun KarthikaLearning by Shukun Karthika
Learning by Shukun KarthikaShukun Karthika
 

Similar to Learning Theories and Their Application in Organizational Behavior (20)

Learning Theory Essay
Learning Theory EssayLearning Theory Essay
Learning Theory Essay
 
Learning psy presentation done psy
Learning psy presentation done psyLearning psy presentation done psy
Learning psy presentation done psy
 
nature of learning
nature of learningnature of learning
nature of learning
 
Session 6 learning
Session 6  learningSession 6  learning
Session 6 learning
 
Perception and learning in Organization
Perception and learning in OrganizationPerception and learning in Organization
Perception and learning in Organization
 
Learning by Neeraj Bhandari ( Surkhet.Nepal )
Learning by Neeraj Bhandari ( Surkhet.Nepal )Learning by Neeraj Bhandari ( Surkhet.Nepal )
Learning by Neeraj Bhandari ( Surkhet.Nepal )
 
Learning.pptx
Learning.pptxLearning.pptx
Learning.pptx
 
Factors affecting esp course designppt
Factors affecting esp course designpptFactors affecting esp course designppt
Factors affecting esp course designppt
 
WEEK 5 ULOb.docx
WEEK 5 ULOb.docxWEEK 5 ULOb.docx
WEEK 5 ULOb.docx
 
Notes on Learning in Organisation behavior (Notes for BBA/B.com Students)
Notes on Learning in Organisation behavior (Notes for BBA/B.com Students)Notes on Learning in Organisation behavior (Notes for BBA/B.com Students)
Notes on Learning in Organisation behavior (Notes for BBA/B.com Students)
 
Essay Learning
Essay LearningEssay Learning
Essay Learning
 
Perception and Learning in Organization Behavior
Perception and Learning in Organization BehaviorPerception and Learning in Organization Behavior
Perception and Learning in Organization Behavior
 
Behavioral Perspectives
Behavioral PerspectivesBehavioral Perspectives
Behavioral Perspectives
 
individual behaviour and perception
individual behaviour and perceptionindividual behaviour and perception
individual behaviour and perception
 
Unit IV Learning.ppt in mba is vjs hha j
Unit IV Learning.ppt in mba is vjs hha jUnit IV Learning.ppt in mba is vjs hha j
Unit IV Learning.ppt in mba is vjs hha j
 
HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptx
HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptxHBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptx
HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptx
 
Learning.pptx
Learning.pptxLearning.pptx
Learning.pptx
 
Chapter 3 Learning & Theories of Learning.pdf
Chapter 3 Learning & Theories of Learning.pdfChapter 3 Learning & Theories of Learning.pdf
Chapter 3 Learning & Theories of Learning.pdf
 
Industrial psychology Unit 2
Industrial psychology Unit 2Industrial psychology Unit 2
Industrial psychology Unit 2
 
Learning by Shukun Karthika
Learning by Shukun KarthikaLearning by Shukun Karthika
Learning by Shukun Karthika
 

More from Shreya Bhargava

Service Failure and Recovery: Marketing Speciaization
Service Failure and Recovery: Marketing SpeciaizationService Failure and Recovery: Marketing Speciaization
Service Failure and Recovery: Marketing SpeciaizationShreya Bhargava
 
7 p's of service marketing
7 p's of service marketing7 p's of service marketing
7 p's of service marketingShreya Bhargava
 
Adoption process and adopter categories
Adoption process and adopter categoriesAdoption process and adopter categories
Adoption process and adopter categoriesShreya Bhargava
 
Consumer behaviour :Basic Presentation
Consumer behaviour :Basic PresentationConsumer behaviour :Basic Presentation
Consumer behaviour :Basic PresentationShreya Bhargava
 
Presentation on Perception - Organisation Behavior
Presentation on Perception - Organisation BehaviorPresentation on Perception - Organisation Behavior
Presentation on Perception - Organisation BehaviorShreya Bhargava
 
Customer buying behavior in services
Customer buying behavior in servicesCustomer buying behavior in services
Customer buying behavior in servicesShreya Bhargava
 
Customer expectations in services - mMARKETING OF SERVICES
Customer expectations in services - mMARKETING OF SERVICESCustomer expectations in services - mMARKETING OF SERVICES
Customer expectations in services - mMARKETING OF SERVICESShreya Bhargava
 
Market Segmentation, Targeting and Positioning
Market Segmentation, Targeting and PositioningMarket Segmentation, Targeting and Positioning
Market Segmentation, Targeting and PositioningShreya Bhargava
 

More from Shreya Bhargava (11)

Service Failure and Recovery: Marketing Speciaization
Service Failure and Recovery: Marketing SpeciaizationService Failure and Recovery: Marketing Speciaization
Service Failure and Recovery: Marketing Speciaization
 
7 p's of service marketing
7 p's of service marketing7 p's of service marketing
7 p's of service marketing
 
Adoption process and adopter categories
Adoption process and adopter categoriesAdoption process and adopter categories
Adoption process and adopter categories
 
Product life cycle
Product life cycleProduct life cycle
Product life cycle
 
Consumer behaviour :Basic Presentation
Consumer behaviour :Basic PresentationConsumer behaviour :Basic Presentation
Consumer behaviour :Basic Presentation
 
Presentation on Perception - Organisation Behavior
Presentation on Perception - Organisation BehaviorPresentation on Perception - Organisation Behavior
Presentation on Perception - Organisation Behavior
 
Customer buying behavior in services
Customer buying behavior in servicesCustomer buying behavior in services
Customer buying behavior in services
 
Customer expectations in services - mMARKETING OF SERVICES
Customer expectations in services - mMARKETING OF SERVICESCustomer expectations in services - mMARKETING OF SERVICES
Customer expectations in services - mMARKETING OF SERVICES
 
Packaging and labelling
Packaging and labellingPackaging and labelling
Packaging and labelling
 
Market Segmentation, Targeting and Positioning
Market Segmentation, Targeting and PositioningMarket Segmentation, Targeting and Positioning
Market Segmentation, Targeting and Positioning
 
Stress management
Stress managementStress management
Stress management
 

Recently uploaded

Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...CIToolkit
 
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingShaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingGiuseppe De Simone
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
 
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsThe Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsCIToolkit
 
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONHOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONsivani14565220
 
Exploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisExploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisCIToolkit
 
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfOperations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfcoolsnoopy1
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesMassimo Canducci
 
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Giuseppe De Simone
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsHannah Smith
 
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Designshakkardaddy
 
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxChoosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxMadan Karki
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
 
Chapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.pptChapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.ppt2020102713
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project ManagementCIToolkit
 
Management 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic ManagementManagement 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic Managementshakkardaddy
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Nagarjuna Reddy Aturi
 
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...Conny Dethloff
 
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionHow-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionCIToolkit
 

Recently uploaded (20)

Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
 
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingShaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-Making
 
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsThe Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data Sets
 
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONHOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
 
Exploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisExploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram Analysis
 
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfOperations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdf
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human Resources
 
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
 
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
 
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxChoosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptx
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
 
Chapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.pptChapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.ppt
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project Management
 
Management 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic ManagementManagement 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic Management
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
 
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
 
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionHow-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
 

Learning Theories and Their Application in Organizational Behavior

  • 1.
  • 2. Content  Learning- Definition  Features of learning  Learning Cycle  Factors influencing learning  Significance of Learning in OB  Theories of learning  Learning and OB Modification  Steps in Behavior Modification
  • 3. Definitions: Learning is: “a persisting change in human performance or performance potential . . . (brought) about as a result of the learner’s interaction with the environment. “the relatively permanent change in a person’s knowledge or behavior due to experience.” “Learning is a change in behavior as a result of experience or practice and the acquisition of knowledge”.
  • 4. Features of Learning  Involves change in behavior  Must be relative permanent; not temporary  Continuous process  Must be based on some form of practice or experience  Practice or experience must be reinforced in order for learning to occur.  Learning involves change either good or bad.
  • 5. Learning Cycle Stimulus(Source of Motivation) Response (Reaction of learner towards the stimulus) Motivation (Drive to encourage Individual to learn) Rewards (Transparent and predictive incentive to satisfy the motive)
  • 6. Factors influencing learning behavior  Environmental Factors  Social Factors  Physiological Factors  Psychological Factors  Learning Methods  Learning materials and content
  • 7. Significance of Learning in OB  Helps to understand and predict human behavior at work  Helps to manage diversity  Helps to maintain TQM  Helps to adapt changing technology  Facilities organizational change and development
  • 8. Theory of Learning  Behavioristic Theory ◦ Classical conditioning ◦ Operant conditioning  Cognitive Learning  Social Learning
  • 9. Behaviorism Theories Confined to observable and measurable behavior  Classical Conditioning – Ivan P. Pavlov  Operant Conditioning - Skinner
  • 10. Classical conditioning  is defined as a process in which a formerly neutral stimuli, when paired with an unconditioned stimulus, becomes a conditioned stimulus that elicits (leads to) a conditioned response thus S-R connection is learnt.  Classical conditioning is based on the premise that a physical event termed as a stimulus that initially does not lead to a particular response gradually acquires the capacity to lead to that response as a result of repeated pairing with an unconditioned stimulus.  This is important in reactions such as fear, prejudice, taste, aversion.
  • 11.
  • 12. Operant conditioning is also known as instrumental conditioning . It is a learning process in which behavior is sensitive to, or controlled by its outcomes.  Behavior is a function of its consequences.  Our behavior process certain consequences and how we behave in the future will depend on what those consequences are.  Operant conditioning emphasizes on
  • 13.
  • 14.
  • 15. Cognitive learning theory  The cognitive theory defines human behavior as a dynamic, and reciprocal interaction of personal factors, behavior, and the environment. strongly emphasis on one’s cognitions. It refers to the power and ability of knowing. This theory suggests that the mind is an active force that construct’s one’s reality is formed by the interaction of the environment and one’s cognitions.
  • 16. Cognitivism in the Classroom  Inquiry-oriented projects  Opportunities for the testing of hypotheses  Curiosity encouraged  Staged scaffolding
  • 17. Social Learning Theory (SLT)  Grew out of Cognitivism  Albert Bandura (1973)  This theory states that we learn not just from first hand experience, but also from watching others or by hearing about something.  Such observational learning stresses the importance of models in our lives.
  • 18. Social Learning Theory Four interrelated processes establish and strengthen identification with the model: 1. Children want to be like the model 2. Children believe they are like the model 3. Children experience emotions like those the model is feeling. 4. Children act like the model.
  • 19. Social Learning Theory Through identification, children come to believe they have the same characteristics as the model. When they identify with a nurturant and competent model, children feel pleased and proud. When they identify with an inadequate model, children feel unhappy and insecure.
  • 20. SLT in the Classroom  Collaborative learning and group work  Modeling responses and expectations  Opportunities to observe experts in action
  • 21. Critiques of Social Learning Theory  Does not take into account individuality, context, and experience as mediating factors  Suggests students learn best as passive receivers of sensory stimuli, as opposed to being active learners  Emotions and motivation not considered important or connected to learning
  • 22. Social Constructivism in the Classroom  Journaling  Experiential activities  Personal focus  Collaborative & cooperative learning
  • 23.
  • 24. Learning and OB Modification  OB Modification is used to understand the behavior of human being more effectively and used to improve, eliminate or modify undesirable behavior to get organizational effectiveness.  Behavioral modification focus in; ◦ Improving employee productivity, ◦ Reducing absenteeism and lateness, ◦ Reducing accident rates, ◦ Improving employee discipline, ◦ Developing training and development programs. ◦ Improving industrial relations
  • 25. Steps in Behavior Modification  Identify Critical behavior  Develop Benchmark to identify desirable and undesirable behavior  Analyze Behavioral consequence  Implement Intervention strategy  Evaluate Performance change