The Learning Program - Case Study Example

Learning theories and styles Introduction When one speaks or thinks about an industry or an office or an organization, the ‘mental picture’, one visualizes is of machines, smoke outlets, sirens etc, etc (in case of industries) and papers, computers, cabins etc, etc (in case of offices). But, the crucial thing that the mind ‘crops out’ is the picture of a working human. So, the main point is, humans are the crucial things who can put an organization in a cruise mode in terms of production, sales, profits, etc. So, the workers only form the crucial ‘cog’ in the running of the organization. Only if these crucial workers are recruited and importantly trained optimally through an effective staffing or training process, the organization can achieve optimum success. That is, for the organizations, recruiting the apt workers is not the end of the task, they have to prepare or train the recruited workers, so they perform best. To run an enterprise or an organization continuously without any break, the recruitment function and the training or learning program should also be a continuous process. For that, the leader or the manager particularly the Human Resource Manager should oversee the training or learning program. That is, the training or learning program is necessary, so that the management can ensure a sufficient number of efficient employees. So, this paper will discuss the significance of the learning curve for employees, who particularly received training in Japan particularly in Toshiba. Then, the paper will analyse the learning theories that focused on the choice of training, suggesting alternative theories that could have been applied. Finally the paper will discuss how the design and delivery of training events may affect the extent to which different employees benefit from it. Learning curve Initially introduced as part of cognitive psychology, in course of time, the term started acquiring broader interpretations. Learning curve can be defined as the graphical representation of the relation that exists between the mode of learning and the time that is spent to learn. In other words, the curve will display the growth or movement employees are marking in a specific period of time to learn and acquire competence. So, the main purpose of the learning curve is, it is a very useful tool to focus on the effectiveness of the training carried out by the individuals. “The term learning curve refers to a relationship between the duration of learning or experience and the resulting progress”. It can also be used to plan training/teaching sessions and periods of practice and consolidation. Learning Curve in relation to Toshiba After the recruitment and apportionment is done, most times the recruited employees should need to be given training to assimilate with the working environment, and also if they are found to be lacking in certain aspects. In the case of Toshiba, its management are focusing a lot more on training programs, investing a lot of financial resources, without inhibition. Toshiba’s training programmes in its operations in Japan is being implemented with fullest efforts and so the results can be judged with accuracy using learning curves. That is, the learning curves will be useful in monitoring the training programs, so that any modifications can be made based on the analysis. The other aspect, which makes the learning curve an integral part of its training program, is Toshiba are implementing its training programs based on different learning theories. That is, by comparing the learning curve, which gets outputted while each learning theory is implemented, Toshiba can have an idea or judge which theory or method is having the optimal or best effect. Then, after finding out which theory or method works, Toshiba can change to a new method or hold on to the existing theory. Also, individual learning curves will help to find out which training programs or methods could be used for certain type of employee for future training needs. That is, any organization including Toshiba will be ‘structure’ with a ‘collage’ of employees doing their allocated work under the supervision of a leader, for the benefit of the organization as well as them. This team of individuals like the five different fingers in one’s hand will be different from one another having different characters, attitudes, education, background etc, etc…and so there cannot be a uniform training program. So, in that case, the learning curves will surely help or helping organizations including Toshiba to come with unique training programs for specific group of employees. Also, Toshiba is planning to introduce new jobs in its design or research & development team. By analysing the performance of the recruited designers in their relevant training programs, Toshiba can recruit and bring in capable employees. According to the analysis done on the in-house training programs of Toshiba, the end result is, it has to make series of changes within period of one year. That is, the learning curve is quite useful to monitor the progress of employees in the training programs, but in the present case, there appears to be a slide in the performance of the employees. This slow progression has to be addressed first, so that the related target of the Toshiba management can be achieved. Learning theories Behaviourist theory According to the behaviourist theory, learning or training is a process in which the employee will learn new things mainly by acquiring new behaviour from outside sources. This theory further state that an employee, who is a mindset to learn new things, will absorb new behaviour or adapt their existing behaviour, based on the response, that will be elicited from the environment around them, for their actions. In the case of Toshiba employees, they would have already adapted their behaviour, mainly in the positive direction, in the Japanese colleges in which they would have studied. So, this type of behaviour is termed as operant conditioning. The following diagram can be used to explain operant conditioning: The antecedent is the need to get the practical knowledge, on how to produce products for Toshiba. The behaviour part is how the employees in the training period produce the products and finally the consequence will be the outcome of the product. Even though this behaviour theory can be beneficial for the Toshiba training programs, it cannot be helpful in the longer run and large quantity of products. That is, as Toshiba are planning to make around 60 product families in the near future, training based on behaviourism would obstruct generalisation and can applicable only to smaller projects Social learning This theory is based on the concept that employees will learn by watching others especially their superiors or experienced staffs. This theory of learning only constitutes coaching and mentoring. After recruiting the new staffs, organizations should coach or mentor the recruited staffs and even the old employees, for it reach the top echelons. “Coaching and Mentoring can be used to effectively unlock the potential that already exists within any organization. The organization’s most valuable resource is its people or put more concretely, the knowledge and passion that resides within the hearts and minds of its people... introducing coaching and mentoring within any organization, will reap the benefits to the organization” (oaktraining.com). In the overall analysis, the training program constituting coaching and mentoring has to be incorporated into the functioning of Toshiba in a subtle way, as, it could create egos, superiority and inferiority complexes. Toshiba and alternative theories The alternate theory that can aid Toshiba is the Kolb’s experimental learning cycle model. The main concept behind this theory is that without self analysis, reflection and corrections, mistakes could be continuously committed by the employees. So, by understanding and correcting the problems that may arise in the different parts of the organization, Toshiba’s employee cum trainees would be able to optimize their performance in a better way. Design and Delivery of Training event’s effects In this competitive environment, the employees have to be ‘upgraded’ first. So, before the ‘greenhorns’ are placed in highly responsible positions, they need to be given necessary training. Also, when the existing employees fall short in their performance, mainly due to any lack of skill and knowledge about the process, they can be trained. So, organizations by using the services of experienced in-house employees or even by using the experts from outside can train the under-skilled existing workers and the newly recruited workers, thereby developing their human capital. “Good management consists in showing average people how to do the work of superior people” (Rockefeller qtd. by Braude, 1961). But, the weakness in this practice is that, if the training is not given by qualified persons, and if the workers are not receptive even to quality training, then this practice will not develop expected human capital including at Toshiba. That is, certain trainers or coaches or even mentors due to certain inadequacies like bad communication, superiority complex, etc, will not train the workers aptly. Likewise, workers for their part due to the same superiority complex, overconfidence or even low knowledge and receptive skills, will not be receptive to the training programs. Both these aspects could impede the development of human capital. Conclusion As discussed above, learning curve will be a beneficial tool in planning, monitoring, implementing and modifying the training programs. It will also help organizations including Toshiba to fix on the apt theories. If the theories do not work, Toshiba can implement Kolb’s experimental learning cycle model to optimize its training programs. Bibliography Rockfeller, J.D. qtd. by Braude, J. (1961). New treasury of stories for every speaking and writing occasion. Englewood Cliffs, NJ: Prentice-Hall. oaktraining.com. Coaching and Mentoring. Retrieved May 6, 2008 from http://www.oaktraining.com/coaching.html Peter Honey and Alan Mumford have identified four different individual learning styles, Activist, Reflector, Theorist and Pragmatist. They have also suggested that learning can be improved further, only if individuals or employees in an organization identify, which type of style, they belong to or come under. The four learning styles, which form a crucial aspect for employees’ optimization, can be closely identified with the stages in Kolb’s learning cycle. Activist Activists are individuals who have the “go and get it” attitude, as they learn things by practically doing things on their own initiation. Also, as they will learn from actual experiences, they would most benefit from the Concrete Experience stage of Kolb’s model. Importantly, even if they are at the receiving end of situation, they will have the mental toughness to rise. In the process of rising, they will like to learn from the mistakes and correct it in the future. Reflector Reflectors on the other hand learn by observing others and situations and not from their personal experiences. Because of their ability to reflect what other do, they will more likely relate to Kolb’s Observation and Reflection stage. On the negative or even on the positive side, reflectors like take decisions after learning about all the things that are related to the decision. They take their own time to learn and analyze, and then will decide. This trait can be considered a positive or negative trait based on the end result. Theorist Theorists’ are individuals who learn things based on logic and other set models or theories. Because of their ability to take every decision logically, they thought process and actions will be based on rationality and importantly abstractness. This idea led to the Theorists being identified with Kolb’s Abstract conceptualisation stage. Theorists learn all things with purpose and work on it constructively. Pragmatists Pragmatists are individuals who work on things with a practical mindset, mostly with short term targets. Because of this approach, they would normally like to get on with the job in hand and prefer learning and actualizing that has an immediate impact. Because of this ability to act practically, they relate to the Active experimentation stage of Kolb’s model. This perspective helps them to solve all the problems and come up with solutions that also border or practicality. After recruiting the new staffs, organizations should train the recruited staffs and also the old employees, for it reach the top echelons. That is, when the recruited and the existing employees fall short in their performance, mainly due to lack of skill and knowledge about the process, they can be trained. In competitive environments, every organization should keep on upgrading its product and services, and for that, the employees have to be upgraded first. Upgraded in the sense, they need to be given the needed training, so that they fulfil the job requirements. So, most times the ‘greenhorns’, before being placed in highly responsible positions, need to be given necessary training. Actually, after the recruitment and apportionment is done, the employees will be prepared to start the work as soon as possible. But, sometimes or most times, the recruited employees should need to be trained to get the much needed confidence and motivation. Even while recruiting new staffs, organizations should not fire the old staffs, instead they should also be given adequate training and can be absorbed in the organization’s functioning. That is, when the existing or old employees of the organization fall short in their performance, mainly due to any lack of skill and knowledge about the process, they can be trained and equipped with the necessary skill and knowledge. An wholesome training will do a world of good for the employees, as they will become equipped skill wise and knowledge wise, and will be able to undertake theirs allocated work with renewed confidence. Read More