Personal Development and Careers, Learning as the Process of Acquiring Knowledge - Assignment Example

 Personal Development and Careers Table of Contents Learning Is the Process of Acquiring Knowledge through Experience Which Leads To an Enduring Change in Behaviour 3 The Behaviourist Approach of Learning 5 The Cognitive Approach of Learning 5 Managers Want to Change Employees’ Attitudes 6 Four Barriers to Communication and Overcoming Ways 9 9 Formal Letter Applying For a Job as Assistant Manager 13 C V 15 References 18 Bibliography 20 Learning Is the Process of Acquiring Knowledge through Experience Which Leads To an Enduring Change in Behaviour The changing environment of an organization had made it crucial for the organization and individuals to continuously learn in order to upgrade their knowledge, skills and compete with unpredictable changes (Huczynski & Buchanan, 2010). Learning process is one of the fundamental issues in an organizational setting and lie between behaviourist and cognitive theories of learning. Learning in the organizational setting is the amalgamation of policies and structures that encourage the learning in the organization along with organizational and individual benefits (Huczynski & Buchanan, 2010). During the process of learning, individuals acquire knowledge and it develops their experience in the process that leads to change in their behaviour for achieving the desired outcomes of the organization. The learning process encompasses motives and attractive goals and set of procedures for attaining the objectives (Rather, 2004). Motivation is the first step in the learning process. Motives are the self-motivated forces that rejuvenate behaviour and oblige individuals to act in a manner to achieve the objectives. Every individual think about the individual satisfactory level of their basic needs and motives. As long as the behaviour of an individual, knowledge and performance with the skills are adequate to satisfy the requirements, they do not feel to change their behaviour for acquiring knowledge or skills (Rather, 2004). The process of learning in any form has always been associated with certain changes in the learners’ behaviour. This is the reason that the learning process has always been focussed for bringing changes in the behaviour of the learner. The changes in the behaviour of the learner should always be desirable for the consequences that are expected by the organization. If this is not paid attention during the learning process, things may go wrong and the expected results might turn out to be negative (Rather, 2004) The changes in the behaviour of individuals that are caused by learning are neither too temporary nor permanent. They lie between the two stages and are generally referred to be comparatively permanent in nature. It also implies that though unnecessary changes in the entire learning process can take place, yet the desired changes can be commenced in such a manner to terminate the unwanted results (Rather, 2004). The learning process in the organization is always goal-oriented that defines the objectives and provides a clear understanding to help the individual learn immediately. It is the purpose and objective of the organization to decide what should be learnt. It can be said that it is the objectives and goals of the organization that determine the entire system of learning process (Rather, 2004). The changes that are brought out in behaviour of the individuals through learning by different means are general phenomena. Learning in different ways cannot be attributed to certain hereditary influences. The learning is acquired and earned just as other attributes of the personality and for this reason learning is known as acquiring behaviour (Rather, 2004). The Behaviourist Approach of Learning John B. Watson was the first person to introduce the term behaviourism. The behaviourist approach of learning has recognised two types of learning namely classical conditioning and operant conditioning where conditioning is known as learning (Quinn, 2000). The behaviourism presumes that what lies between the response and stimulus are direct mechanisms that are known as individuals’ knowledge. This mechanism should be able to respond to different aspects that govern the behaviour of individuals. This theory of learning explains that there are actions that are experienced that tend to be linked with each other. Individuals link and use the knowledge of the outcomes of past behaviour to perform better for the future (Huczynski & Buchanan, 2010). The Cognitive Approach of Learning The cognitive approach of learning focuses upon reward and punishment associated to the behaviour. The reinforcement is related to the knowledge that is shown in achieving the past performance. The approach is implemented in the organizations that are based upon the knowledge and behaviour shown in achieving the past objectives. Subsequently, evaluation is done to find out the desired behaviour that is to be modified in acquiring the knowledge for achieving the desired objectives (Huczynski & Buchanan, 2010). Learning has always been associated with the behaviour because after the process there are changes in individuals that affect their performance towards their goals. The process changes their behaviour positively towards achieving the organizational goals. This boosts the efficiency of the individuals towards performing the activities desired by the organization. Managers Want to Change Employees’ Attitudes The important aspect for the manager is to understand and identify the components of attitude that are particularly associated with the employees and when the manager attempts to change attitudes (Daft & Lane, 2009). The behavioural scientists have considered attitude to have three main components. These are affects (feelings), cognitions (thoughts) and behaviours. The manager in order to change the attitudes of the employees should be able to understand each component so as to influence them in an appropriate manner in order to successfully change them according to desired expectation (Daft & Lane, 2009). The cognitive components of attitude encompass opinions, beliefs and information that the individual holds about attitude such as personal ability and job entails. The affective component is related to the people’s emotions such as to take pleasure in the job or hate the job. The behavioural component of an attitude of individual is an individuals’ purpose to behave towards the attitude in a certain manner (Daft & Lane, 2009). To change the attitude of every individual, the manager needs to recognize all these components appropriately. There are certain areas where the individuals are weak and the manager needs to find out that area so as to influence them to change their attitude. The area where the employee are stronger enough in this case, the managers should try to change the attitude through stimulating the components of affects (Daft & Lane, 2009). The best approach in changing the attitude of the employees is through developing employee’s attitude. It is important for the managers to develop the employees’ attitude in the changing environment of the organization as it is evident that this approach positively affects the attitude of the employees towards attainment of the objectives. Managers should also develop the culture for adopting this approach in an efficient manner in order to generate its potential towards attainment of the expected outcomes by the manager (Wallace, 2006). Employees are the key determinant of the organization and the managers should not only train them but should also develop them with regards to attitude building that will assist in sustaining in the changing environment. With rapid transformation and development in the organization, approaches towards a superior requirement for employees that are enclosed with attitude, knowledge and skills to change difficulties into opportunities should be focused by the managers. This is the reason the managers should use the approach of developing attitude in employees. This will assist the organization in successfully attaining the desired outcomes (Wallace, 2006). The changes in attitude that are combined with the knowledge and skills and are concentrated with the goals result in positive behaviour changes that bring out improved outcomes personally and professionally. The managers should focus upon the attitude changes in the employees that are closely interlinked with the knowledge, skills and are goals oriented. This will positively affect the organizational performance with the positive attitude changes in the employees (Wallace, 2006). The development approach of changing attitude of the employees is a way in which the negative attitudes are changed into positive attitudes. This is imperative for the attainment of the desired goals of the organization. The changes in the attitude of employees in other process might lead to negative attitude formation or result in undesired outcomes. During this process, the managers are able to identify the attitudes and its components that are evaluated to convert them into positive aspects. The importance of this approach is crucial for the development of employee in a positive manner, which assists in retaining skilful and knowledgeable employees (Wallace, 2006). One of the keys to organizational success is through assisting the employees in developing goal focused behaviours that generate enhanced outcomes. To achieve the required outcomes, the managers need to make certain that the organizational goals are aligned and linked with the positive attitude of the employees (Wallace, 2006). Attitudes are often known to be assisting component that adjusts the employees towards their work environment. When the employees are well trained and developed, they tend to develop positive attitude towards the organization and management. When the employees are not satisfied with work environment and other aspects of the job, they tend to develop negative attitude which in turn adversely affects the efficiency and performance of the organization. The attitude assists the employees to adjust to the organizational environment and forms the foundation for the future behaviour. Managers should be efficient enough to change the attitude of the employees positively for achieving the expected outcomes. Four Barriers to Communication and Overcoming Ways In an organization, there are problems that are generated due to lack of effective communication. The barriers are of various forms and it can be tackled with different approaches that will increase the efficiency of the organizational performance. There are diversity issues that affect the communication process that are essential for the team members to mutually achieve the objectives of the organization. Cultural diversity symbolizes patterned approaches of perception, thinking, communicating, believing and evaluating. Based upon the knowledge of others, the team members form expectations that direct the interaction. The communication would commonly be unsuitable if the information is not utilized appropriately (Wieland, 1995). There are cultural dissimilarities within the diversified group of culture due to absence of proper communication. Such differences result due to interaction difficulty that increases with the passage of time as one or more of the team members in the interaction process make ineffective attempts to revamp the difficulties (Wieland, 1995). The cultural diversity patterns in communication should be recognized and should be continued to avoid stereotyping effects. The stereotyping effects will take place if the managers treat all the team members based only on general expectations without adapting and recognizing individual team members in a particular communicative circumstance (Wieland, 1995). Communication is generally considered as a two- way process. When the receiver does not get the correct information or misinterprets it, there are problems. This phenomenon occurs when there are barriers in communication due to physical surroundings. Noise and environmental factors block the effective communication. Due to physical environment barrier, the complete process of communication becomes ineffective (Debasish & Das, 2009). Certain components of physical surrounding that are responsible for inefficient communication are improper timing, distance, inadequate information, overload of information, defects in the medium, loss in transmission, poor retention, tendency to evaluate and other factors (Debasish & Das, 2009). The manager needs to identify the factors that are responsible for inefficient communication caused by physical surroundings in the organization. Once the factors are identified, managers should use their knowledge and skills to develop the communication process that minimizes the barriers of physical environment. There are different kinds of models of communication that increase the efficiency of the performance. Depending upon the organization’ physical surrounding, the model should be adopted to best suit the organization and the employees. This will assist in stimulating the effectiveness of the organizational communication level. Employees in the organization do not have common language due to cultural diversification workforce. This develops the barriers in communication. This problem is huge in multinational corporations. The technical groups and special groups or departments develop technical languages of their own. Therefore, this increases the separation from other groups and develops communication barriers (Debasish & Das, 2009). The components that are included in the language barriers are faulty transaction, poor vocabulary, unqualified assumptions, and phrases having multiple meaning, misunderstandings due to semantics and others. They form the differences and develop barriers in the entire communication process (Debasish & Das, 2009). The managers need to understand the language barriers and should try to eliminate the technical phrase application when the interaction is between two different groups of certain specialized area. Furthermore, the managers should develop an organizational culture that should include common language widely spoken in the organization. The culture will help to develop the employee’ skills of adopting the common language and they will even be able to know certain technical terms that are most widely used. The components that are responsible for barriers in communication should be recognized and strategy should be developed in communication process in minimizing these effects. Communication is the transmission of information. In addition, the information is the power for the reason that is the basis for judgement. The person possessing all the information is at the power. The withholding of information is also termed to be a form of power differences. This is because the person holding the information in a superior position and not communicating it fully for decision making is creating powers differences that affect the efficiency of the communication (Allen, 2011). Power differences in the organization at certain point of time are known to be the barrier in the communication process. This takes place due to holding of power in top management level. Since the message is not communicated properly, there are problems (Allen, 2011). The managers should try to avoid such power difference in the communication process. They should make it formal and flexible so that only necessary messages are communicated. The unnecessary messages and overflow of information can be restricted. The secrecy system should be involved in the process so that it does not get communicated to wrong persons. This will ensure the top management and power holding authorities to communicate the message freely. Formal Letter Applying For a Job as Assistant Manager XYZ Company Hong Kong Yung Chu @yahoomail.com 2011-04-15 HR Manager HRD Department I am writing for the post of Assistant Manager that was advertised on Times of Hong Kong. As requested I have enclosed complete job application, my resume and references. The opportunity presented in the list is very interesting and I believe that my technical knowledge and experience with education qualification will make me competitive candidate for the post of Assistant Manager. With the educational qualification that I possess, I have the full understanding of the networking and computer application systems. I am also adept at learning and excelling in new technologies as required. Please see my resume for additional information. I can be reached anytime via email at Yung Chu @yahoomail.com and cell phone, 999-555-5555. Thank you for your consideration and I am looking forward for this employment opportunity and also to hear from you soon. Sincerely, Mr Yung Chu C V Yung Chu Hong Kong Yung Chu @yahoomail.com Cell Number: 999-555-5555 Career Objective: To see myself excelling in a reputed organization at a top level and to enhance my knowledge and skills through a challenging job role. Experience: I have worked as a graphics designer for a hosting websites company for one year. I have also acquired skills as a photographer through participating in many photography activities. Qualification: BSc in Computer Application from Hong Kong University Networking Diploma from Hong Kong University In the diploma course I have completed modules related to General Mathematics, Technical English, Introduction to the Internet, PC Maintenance and Operation, Technical English, Spread sheets & Database, Networks Essentials, Local Area Network, Serves Operation, Routers Technology, Monitoring and Maintenance of Network, Bridging and Routing, Managing & Improving Network, Introduction to Networks Security, WAN Architecture, Work Ethics and Networks Operating Systems. Proficiency: Can handle difficult situations Experienced in working in tough situations Have proficiency in oral and written communications and can efficiently utilize them Personal Details: Date of Birth 01.02.1986 Sex Male Languages Known Chinese, Japanese, English and Korean References Mr Liang Yusheng, Managing Director of Hong Kong Link Cell No: 0555 41632 Yi Shu, Marketing Director of Wing Wah Cell No: 0333302564 Larry Feign Assistant Manager of Pacsafe Cell No: 011135668 References Allen, J. E., 2011. Nursing Home Administration. Springer Publishing Company. Buchanan, D. & Huczynski, A., 2010. Organizational Behaviour. Harlow: Pearson/FT Prentice Hall. Daft, R. L. & Lane, P., 2009. Management. Cengage Learning. Debasish, S. S. & Das, B., 2009. Business Communication. PHI Learning Pvt. Ltd. Quinn, F. M., 2000. The Principles and Practice of Nurse Education. Nelson Thornes Rather, A. R., 2004. Psychology of Learning and Development. Discovery Publishing House. Wallace, R. E., 2006. Developing Employees' Attitudes Is a Must. Birmingham Business Journal. [Online] Available at: http://www.osmconsulting.com/PDF%20--%20News%20Letters/Developing%20employees'%20attitudes%20is%20a%20must%20-%20Birmingham%20Business%20Journal.pdf [Accessed April 15, 2011]. Wieland, D., 1995. Cultural Diversity and Geriatric Care: Challenges to the Health Professions. Routledge. Bibliography Ashra, T., No Date. Organizational Behaviour. UNESCO. [Online] Available at: http://www.unesco.org/education/aladin/paldin/pdf/course02/unit_14.pdf [Accessed April 15, 2011]. ASPEN Institute, 2009. Organizational Behaviour. Business Education. [Online] Available at: http://www.aspencbe.org/documents/OB_CloserLook.pdf [Accessed April 15, 2011]. Coffman, J., 2004. Strategic Communications Audits. Communications Consortium Media Centre. [Online] Available at: http://www.mediaevaluationproject.org/WorkingPaper1.pdf [Accessed April 15, 2011]. Mills, A. J. & Et. Al., 2006. Organizational Behaviour in a Global Context. University of Toronto Press. Read More