Learning Reflections Learning Reflections There were several aspects in the programme that are applicable in organizations for better understanding of organizations’ culture, limitations, and how employees can be better managed by understanding their needs and psychological processing…
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I had the impression that the group members deny my point due as they did not want me to get supremacy over themselves. With this thought, there were several conflicts in the group each trying to deny other’s outlook. As the programme goes on, I realized that there is a better way of being listened to, and that is by listening first. By learning the learning styles I got to know different physic of people, and realized that everyone cannot be a cognitive learner. The group understood the psychology of each other and that helped in getting along smoothly for the rest of the programme. Conflicts were turned into constructive debates and that turned out in exploring different dimensions over issues of failed leadership, employees’ commitment, organization politics and several other topics. Watson (1878-1958) and Wiener (1894-1964) concept of Behaviourist and Cognitive Psychology introduced the programme helped me to determine the learning process and approach of different people including mine. I perceive myself as a cognitive learner as my decisions and problem solving approach is based more on my mental understanding of the problem based on the collected information (Green, 1997; Mcleod, 2007). My approach is different from few of peers in the ALS, as their decision making ability is more based on their personal and others’ experiences and less on the available facts. It is a very relevant concept in the perspective of organizational behaviour; as the Human Resource Manager (HRM) needs to understand the different psychological approach of employees towards a problem or issue (Euromed Info, 2013). According to my perception, cognitive learning approach is more beneficial in an organization, since in the fast pace of corporate trend change, past knowledge and experiences can become irrelevant and inapplicable. One of my peers believed that the cognitive approach of learning stimulates critical thinking on topics and issues, and its permits greater emphasis on self evaluation and continuous questioning. Another theory that justifies this argument is the E.L. Torndike “Law and Effect theory” (1898). My understanding of this theory is that people are likely to repeat actions which are followed with a positive behaviour like praise, awards or promotion. This can be a limitation for the behaviourist learners as they would not seek for options or solutions which were followed with negative results in the past, but do have the tendency to produce positive results in the current scenario (Roeckelein, 1998). However, the Law and Effect principle is helpful in understanding the motivation behind a behaviour or action. In relation to this principle, I personally feel that every person is working for a certain reward, either it be intrinsic or extrinsic (Yoon & James, 2012). If a person wants to make people do something, he or she has to clear vision of award or achievement to the targeted person. While working in the ALS, I realized that almost all persons like to be heard and appreciated. If a person is criticized and ignored every time, there is a probability that the person quit sharing his or her views. Applying this concept to organizational behaviour, I believe that one reason of turnover of employees is due to the absence or lack of appropriate reinforcement technique. Behaviours can be driven by positive and negative reinforcements (Dalkir, 2005). For example,
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