The Perception and Interpretation of Hanseatic Material Culture in the North Atlantic - Case Study Example

? JOE SALATINO, PRESIDENT OF GREAT NORTHERN AMERICAN CASE STUDY Introduction Joe Salatino the leader of a thirty five year old firm, the famous Northern American gauges his achievement by the amount of money he rewards his workers, and in the long run he has succeeded. His sales group is increasingly motivated a d self-motivated. They encourage their thirty individuals’ sales team with bonuses and commission. The prosperity of the organization has been due to the job quality and devotion of their workers. Joe’s workers trace their individual achievements to four key aspects, which include ability, difficulty of task, effort and fortune. By this, assumption is that Joe’s employees will be prosperous because they were able to take their responsibilities, which are their capacity to attribute. Similarly, the attribute effort is because they managed time and dedicated their effort at meeting their customer base. A challenge in their tasks is mainly conquered by making necessary effort and determination. Additionally, even with significant effort, ability and role-challenge, workers have to attribute some amount of fortune. Individual mood and time should coincide with workers fortune. Discussion This discussion will investigate Joe the leader of famous Northern American firm, and his workers and how workers should comprehend the significance of how people form perception and make attributions. Joe believes that his workers have created a strong and effective relationship with their clients thought diverse techniques use in the business. The discussion will explain learning social theory, significance of the theory in Joe’s case and the application of the theory in improving workers performance, in the company, (Martinko, 2004). Worker need to comprehend how people create opinions and make attributions because perception is a crucial process by which people choose, select, coordinate, explain, interpret and react to information. Workers are regularly exposed to diverse information, and they know when managers are deceiving. People analyze the information in their mind and organize it to create concepts regarding their experiences and senses. Different individuals perceive different cases differently based on what they selectively perceive and organize and explain what leaders and workers perceive. The attributions made by managers and workers about the causes of behaviors are crucial for behavior understanding. For instance, a manger that attributes inadequate production directly to his employees is likely to act increasingly punitively than a manager who attributes inefficient performance to situations beyond the control of his subordinates. A leader who acknowledges that a worker performed poorly because she had insufficient training or skills may comprehend, and give the person adequate instructions or extra training. Comprehending the significance of how individuals form opinions and tailor attributions will aid Joe’s workers in establishing and sustaining strong, trusted and culturally solid connection with customers. Ensuring that workers realize cultural diversities and perceptions of their clients minimizes the tendency of workers unintentionally offending clients. What people consider as a sincere hand waving as a way saying Hi and goodbye can be perceived different by a person from India or Japanese. A mere index finger curling indicating, “come closer” may be interpreted by an Australian and Indonesian as prostitution solicitation. A number of people are not aware of both verbal and non-verbal social cultural differences among cultures. Therefore, if Salatino educates his workers on factors that influence an individual’s perception, workers will have extra knowledge and expertise to create strong connections. It will also aid workers comprehend how individuals form perceptions and tailor attributions about different people, (Williams & Noyes, 2007). Some external factors that influence perception and attribution involve intensity, differences, contrast and size as well as motion. For example, in Joe’s case blue lights that twinkled as signs of purchase one and gain one free transaction on pens is an intensity example. Workers knew that flashing of blue lights indicated start of the sale. If the blue lights disappeared and a snowball was shown on board, the transaction went off. Salatino can do an evaluation of the firm permitting workers to share their opinions of the firm, which will enable them look through their customers’ perspectives. In addressing the significance of how individuals create perception and tailor attributions, Salatino should summon a staff session convened to debate on perception with workers. Applicable theory The relevant theory suitable for Joe’s case is social learning hypothesis. This is because the theory focuses on the significance of observing, developing and influencing the attitudes, actions and emotional response of people. Therefore, emphasizes on learning through observation and developing. Social learning hypothesis originated from behaviorism but currently involved various principles that cognitivists support; subsequently it is, in some cases, referred to as cognitive, social theory of learning, (Bandura, 2007). The theory discusses how cognitive aspects and contextual aspects work to affect observation and behavior of people. It concentrates on learning that happens in a social setting. It asserts that individuals learn from others, involving some concepts like learning through observation, modeling and copying. In addition, the theory extensively suggest that there are various learning types whereby direct emphasis is not an underlying means; instead some social aspects can lead to development of fundamental learning in people. Social learning theory will be relevant to explain how Joe workers can learn new experiences and meanings, and model new attitudes by observing their customers. The assumption is that social learning theory concentrated on monitoring and evaluative learning process among individuals. Observational learning concept of the theory suggests that humans can learn by observing their colleagues perform some actions or behavior. The concept describes that nature of a child to learn things and behavior by observing people’s behavior and copying them. Through the modeling, process helps Joe and his workers comprehend, not all the watched behaviors are understandable and learnable, and learning cannot result to changes in behavior. Rather, the process of modeling involves various steps in order to evaluate the success of the theory. For instance, the social, cognitive hypothesis suggests that people have to be attentive in order to learn. If Joe’s workers have to learn for their customer’s behavior, they should do away with everything that distracts their attention other than customers. Secondly, retention of a currently learned attribute is crucial. Experts agree that, without retention of behavior, learning would be difficult, and one might need to go back and watch customers again because he was unable to retain the behavior. Thirdly, when one has succeeded in paying attention and maintaining crucial information, this state demands that he demonstrate the attribute. In this stage, behavioral practice by constantly doing is crucial for advancement, (Bandura, 2007). Fourthly, feeling encouraged to repeat the actions is what Joe employees requires in order to improve their performance. Employees’ reinforcement (through commissions and bonuses by demonstrating proper sales behavior) and punishment (through demotions and job termination by demonstrating inappropriate sales behavior) occurs in this phase. Joe can use social learning theory to enhance his employees’ performance by applying the premises of the theory to his company context. The principles of the theory are crucial to Joe’s workplace training to motivate Joe and his staff to include anecdotal tales, and illustration videos and play-performance operations to strengthen concepts of right and inappropriate workstation behavior. Similarly, social learning hypothesis embraces that classroom or coaching concept training that are effective in improving students to admire the lecturer. Joe can take advantage of this principle by choosing guest trainer from successful workers. Experts agree that self-efficacy (ones belief about his capacity to perform a certain role) affects the role that workers choose to learn, and their objectives they plan for their jobs. Self-efficacy also influences workers level of commitment and devotion when learning and performing a challenging role, (Mehler, 2009). The key sources of self-efficacy include previous performance, assumed experience, emotional indications and verbal competences. In addition, self-efficacy has extensively claimed theoretical basis and intensive knowledge basis and has proven a crucial application in various workstations. Companies should select employees who have extensive degree of self-efficacy when hiring. These employees will be encouraged to take part in behavioral practices that will aid them excel in the company. Therefore, a self-efficacy test can be used during the employment of the promotion process. Joe can take advantage of comprehending the relevance of self-efficacy concept to make sure that he employs the most competent employees. Experts agree that self-efficacy concept is the key model for sales performance prediction, and various studies combine various aspects such as sales performance, communication of sales behavior and self-efficacy, to improve workers sales performance. Self-efficacy is a proposed strategy that considers the behavior receiving, giving, utilizing and organizing, the self-efficacy of such attributes, will be a crucial indicator of employees’ sales competence in Joe’s hiring criteria. Conclusion People give meaning to their surrounding environment by coordinating and explaining their sensory thoughts through perception process. Social perception and attribution influence how humans view the environment and globe around then. It is the information organization and interpretation process, where people perceive and interpret cultural differences between them and others. Joe agrees that workers need to comprehend how clients create perception and tailor attributes to prevent misunderstanding and conflict during sales process. References Bandura, A. (2007). Social learning theory. Englewood Cliffs, N.J: Prentice Hall. Martinko, M. J. (2004). Attribution theory in the organizational sciences: Theoretical and emperical contributions. Greenwich: Information Age Pub. Mehler, N. (October 01, 2009). The Perception and Interpretation of Hanseatic Material Culture in the North Atlantic: Problems and Suggestions. Journal of the North Atlantic, 2, 89- 108. Williams, D. J., & Noyes, J. M. (January 01, 2007). How does our perception of risk influence decision-making? Implications for the design of risk information. Theoretical Issues in Ergonomics Science, 8, 1, 1-35. Read More