Personal Development and Careers - Essay Example

The concept of learning, as well as the way it is acquired is one which many theorists have looked at and related to, specifically to find the best alternatives for learning. An approach which has been used is with the process of learning, as well as how this equates to gathering knowledge, moving through experience and changing behaviors according to the situation (Huczynski, Buchanan, 2010). This particular statement relates to a variety of learning theories as well as my personal approach to learning. One of the models which it is associated with is Kolb’s Learning Theory, specifically by showing the process for acquiring and acting on knowledge, while proving that this links to the overall changes in behavior which one goes through. The process of Kolb’s learning theory is one which shows a specific link to a process for learning through experience, as seen in image 1. Image 1: Kolb’s Learning Process When looking at this specific process, it can be seen that there is a continuous cycle that is used for learning. This is inclusive of the perception which one acquires, process which one goes through and the continuum which is acquired. This is furthered with the four areas of the matrix, which include accommodating, diverging, assimilating and converging. The difference between these is based specifically on the difference between thinking and feeling, both which come from the ideologies of experience. The continuous cycle of learning then moves through a concrete experience, reflective observation, abstract conceptualization and active experimentation. The importance of this specific learning cycle is based on the ability to show the different ways in which information is acquired and processed into actions as well as how this creates a combination of thinking, feeling and doing for those that are experiencing something within a given situation (Vince, 1998). The specific cycle of learning that is pointed out from Kolb and the relationship associated with the overall statement of learning is based on the process used to respond to behaviors and change patterns with learning. Everything which Kolb points out is based on building experiences, either through thinking then acting or feeling than acting. More important, there are separations with the level, style and process that are used for the learning methods. This relates to the first quote specifically by showing that there are a variety of processes which can be used for learning and which lead to changed behaviors. The style and process which is created is based on how one responds to a given situation as well as how this is associated with the learning which they have. The theory by Kolb then creates a psychometric analysis of how one can learn and change behaviors according to the learning style (Ciantis, 1996). When relating this statement to my personal learning style, I can also see the relevance which takes place. The experiences which I have constitutes most of my behaviors and reactions in given situations. For instance, a past job which I had was filled with high pressures, the need to respond to customers in a given manner and continuous ways in which the managers looked at employees to get high – end results. While this particular job was difficult, there was a specific thought process and emotional response which I carried. The thought process was based on my understanding of the regulations while continuously trying to match them. The emotional responses came from the customers which I was working with and the associations which they had to the regulations that were followed. This instantly changed my behaviors, specifically in given situations. After a certain period of time, these behaviors and patterns were associated with other jobs, relationships with friends and expectations in society, specifically because there was an understanding that these regulations could help to solve problems and achieve compromises in given situations. This not only came from the basic learning and expectations of regulations, but also a combination of rewards and consequences when these weren’t followed and which can be applied to other situations. 2. Managers want to change employee attitudes because it controls the organizational environment. When employees are initially hired, they come in with specific perceptions, definitions and ideologies about what an organization is and how it should function. This develops into group interactions and responses which are based on the overall environment and what is occurring. As this continues, groups form opinions about the company which then leads to the overall attitude within the environment. It is these attitudes, beliefs and definitions which create the main approach which is taken with customers and toward changes which may occur in the environment. Managers are then responsible for changing attitudes specifically to assist with the growth and needs of the company (Piderit, 2000). The organizational environment which is created by the beliefs and definitions o employees is important to monitor and look at specifically because of the perception which is given about the corporation to customers and others in the community. If an employee has a bad attitude about the employment of a company, for instance, then this will reflect with the products that are mad, customer service which takes place and the overall organizational performance which occurs. The need to manage change becomes a main perspective so the company is able to maintain the same image to customers while creating an understanding that the vision and opportunities is the same for all employees within the company. In turn, customers and individuals looking at the company will have a sense of loyalty and will believe that the investment they make into the company is one which can offer return (Saari, 2004). Change management is another aspect which relates to changing employee attitudes and the approach which is used within the work space. Without the right attitude, the organization will not be able to go through necessary changes which occur. It is known that the environment is dynamic meaning new trends in society will continuously pressure a business to change. More important, the life cycle of products in a business and the approach to working in the business is also dynamic. The attitude which is necessary with this is to continue to adjust to the alterations which are in the work environment while understanding that the concept of change is required in the work place. If the attitudes aren’t altered, then the resistance to change becomes stronger, not only from one individual but from the entire work sector. This leads to the inability to transform the work environment while hindering the organization because of employee attitudes (Bommer, Rich, 2005). The approach which I would take as a manager wouldn’t be inclusive of forcing attitudes by employees. Even though there is the need to monitor behavior and create a specific work environment, the management position of having a specific sense of power over others won’t work as effectively. This will create an increase in resistance while breaking the team efforts among others. Instead, my approach to changing attitudes would be based on providing information and leading and guiding individuals through given situations. If something did come up which required change, then I would use management skills to let other employees know what is happening. I would combine this with the expectations of the higher management, specifically by relating this to the vision and mission of the organization. This would be combined with looking at the steps for change which would occur. The change would then be combined with the learning styles which are expected when going through change or specific needs within an organization. I would expect thought and emotional reactions from employees, similar to the learning styles taken. When situations arose, I would be able to work with the individuals to show how this could be altered with a different attitude and by solving any necessary problems. The result would be changed behavior from employees and less resistance to change. This would be furthered by the changes in behaviors which would occur and which would change the organizational environment. Combining this with communication, reacting to given situations and working as a leader and guide for the employees would then naturally change the attitudes of those without creating a threat in the work space, which would then lead to more resistance. 3. The four barriers to communication that are a part of the environment are based on the physical, cultural, perceptional and gestures. Each of these has specific traits and defining points which are problematic within given situations. Recognizing these specific concepts first can provide insight into how to overcome given situations while providing different types of insight into a specific ideology. Combining this with understanding how to overcome the communication barriers can then help with better options for removing problems within the organizational environment. The first barrier of physical problems in communication is based on the basic needs which individuals have. The number one barrier comes with time, which can lead to a lack of information which is given as well as specifics which are left out. This barrier leads to problems because the information which is not given can cause resistance among employees. Whatever information is unknown by employees within a given organization then limits the ability to respond or the known ways in which change needs to be implemented. Other physical problems include comfort levels, basic needs and the environment in which one is in. If an individual is uncomfortable, has specialized needs or responds to the environment negatively, then it can create barriers with being able to deliver a message and be heard. If anyone is not able to respond in the right manner because they are concentrating on discomforts, then it can lead to resistance or the belief that a specific message or type of change won’t work effectively in the given environment (Gillard, 2004). The second level of barriers which is created is based on cultural differences. Every individual which is an organization comes from a diverse background and is associated with teachings that are related to their inner beliefs. This first includes religious or spiritual beliefs. These come from combined factors of the home and what is taught to children as well as experiences that have been created over time which shapes an individual’s belief and the approach which they have to given concepts in society. The second aspect is inclusive of social differences, which incorporates the way in which one grew up, economic and ethnic differences which create different beliefs and the accepted identity which one has. For instance, if one has grown up as an immigrant of Mexican heritage, then it will shape a different identity from one who is American. These differences imply different definitions, expectations with ethics and applications to various types of communication which takes place in a work area (Guffey, 2006). The third level of barriers which is associated with the work place comes from perception. Each individual is able to receive a specific amount of information and respond to this accordingly. The communication which is given from one person is given to a receptor. The subject changes as it is given to the receptor because of the emotional and psychological beliefs and reactions which one has. This is combined with personal experiences and learning which may change the way in which one looks at a specific subject and the reactions which are a part of the topic. This barrier is one which creates gaps in being able to provide specific types of information while limiting the actions and reactions from various individuals because of the way in which a given topic is perceived (Guffey, 2006). The fourth difference is from gestures which occur in communication. There are various forms of body language which mean to imply something in relation to another person. However, this is often a misperception because of the expectations of what a gesture means. For instance, if one makes a facial expression, then it might imply to one person that an individual is angry. However, to another individual, there is the belief that someone is thinking about a given situation. The misperception between the gestures is one which is based on beliefs, cultural differences and the understanding of what a specific type of body language implies. The result is that individuals will have different definitions and understandings of given situations within society (Guffey, 2006). When looking at the various types of barriers, it is found that a manger will need to learn to overcome these for clearer ways of communicating. The first way in which this is done is by understanding that there are barriers and recognizing what these are. Once this is done, the message can be communicated in alternative ways, specifically to ensure that everyone understands what the message is and how it should be perceived within an organization. The more in which the design, strategy and implementation of communication is created, the easier it is to overcome barriers. Many managers combine this with a knowledge management strategy, specifically which provides specific information at given times while assisting individuals to overcome the barriers which are in society. By doing this, there is the ability to create an overall understanding of the necessary knowledge for a given situation (Mcdermott, 2001). It has also been found that the communication which is used is more effective when managers are able to move toward a specific system that is conducive to all needs. By using this system, there is the ability to overcome the barriers while creating basic needs which everyone complies with in the company. As this is done, the creation and sharing of knowledge becomes simpler while there is the ability to change the organizational environment through the foundation of a system. The system can be combined with open communication from the managers and the ability to look at the specific needs of those in the business, specifically with the alternative of developing stronger relationships and overcoming misunderstanding that might be a part of the knowledge base and information which is shared between those in a given environment (Lagerstrom, 2003). The specific approach taken with a given environment is based on finding problems, recording the difficulties and in changing the gaps that are within a given area. By doing this, there is the ability to create a more diverse response while approaching specific needs that are a part of the organizational environment. More important, this will help individuals and team members to have less resistance to change while continuing to implement communication methods that help to lessen gaps and to change the organizational environment. The use of communication in the right manner then becomes the main area of importance in assisting with the building of a company from a managerial level. 4. Name, Name Address City, State, Zip Phone Number Email April 23, 2011 John Doe Store Manager American Eagle Outfitters Marketplace Mall Rochester, New York, 45000 Dear Mr. Doe, I am interested in the assistant store manager position as advertised on www.apply2jobs.com. My CV is enclosed for your consideration. Given my related experience and capabilities, I would appreciate your consideration for this job opening. I believe that my skills are an ideal match for the needs of store manager at American Eagle Outfitters. I have developed a strong sense of leadership and team building skills. In the past, I have worked within a company as a team manager and representative. I have also worked with personal initiatives which have required leadership positions. This has given me experience and an understanding of how to work with various individuals and how to implement communication with diverse needs in the work place. My implementation for strong leadership is based first on understanding the vision of a company. This is followed by assisting teams while assisting customers, both who have diverse needs. My tactic included understanding given problems and work toward building a strong knowledge base and communication to solve problems. I also have experience with merchandising, financial management and other internal operations that are required within a company. This comes from similar jobs that have demanded management and implementation to ensure that all operations worked smoothly. I ensure that all results needed within the company are given and prioritize specific needs within a company to ensure accuracy and efficient results with any given task. I appreciate your taking the time to review my credentials and experience. I will look forward to hearing your response. Sincerely, Name, Name Enclosed: CV References Bommer, WH, GA Rich. (2005). “Changing Attitudes About Change: Longitudinal Effects of Transformational Leader Behavior on Employee Cynicism About Organizational Change.” Journal of Organizational Change. 72 (5). Buchanan, David, Andrzej Huczynski. (2004). Organizational Behaviour. Prentice Hall: New York. Ciantis, SM. (1996). “A Psychometric Reexamination of Kolb’s Experiential Learning Cycle Construct: A Separation of Level, Style, and Process.” Educational and Psychological Theories 15 (4). Gillard, S. (2004). “Project Management Communication: A Systems Approach.” Journal of Information Science 15 (8). Guffey , ME. (2006). Essentials of Business Communication. Routledge: New York. Lagerstrom, K. (2003). “Creating and Sharing Knowledge with a Transnational Team – The Development of a Global Business System.” Journal of World Business 15 (18). McDermott, R. (2001). “Overcoming Cultural Barriers to Sharing Knowledge.” Journal of Knowledge Management 15 (7). Piderit, SK. (2000). “Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change.” The Academy of Management Review 3 (17). Saari, LM. (2004). “Employee Attitudes and Job Satisfaction.” Human Resource Management 15 (47). Vince, Russ. (1998). “Behind and Beyond Kolb’s Learning Cycle.” Journal of Management Education 22 (3). Read More