chapter 4 learning and perception
DESCRIPTION
Chapter 4 Learning and Perception. Michael A. Hitt C. Chet Miller Adrienne Colella. Slides by Ralph R. Braithwaite. Learning at NUMMI. Exploring Behavior in Action. What are your thoughts on the peer pressure approach to teamwork and norms at NUMMI? - PowerPoint PPT PresentationTRANSCRIPT
4-1
Michael A. Hitt
C. Chet Miller
Adrienne Colella
Chapter 4 Learning andLearning andPerceptionPerception
Slides by Ralph R. Braithwaite
4-2
Learning at NUMMILearning at NUMMI• What are your thoughts on the peer pressure approach
to teamwork and norms at NUMMI?
• What would be your reaction to having a high-level manager from another part of the organization entering your workforce “undercover”? What would be the advantages and disadvantages?
• Have you had any experiences similar to the learning at “the old plant” described in the scenario?
• How might the approach to teams and employees in place at NUMMI work in other types of industries?
Exploring Behavior in Action
4-3
Knowledge ObjectivesKnowledge Objectives1. Describe the effects on learning of positive reinforcement,
negative reinforcement, punishment, and extinction.2. Discuss continuous and intermittent schedules of
reinforcement.3. Explain how principles of learning can be used to train
newcomers as well as to modify the behavior of existing associates.
4. Describe the conditions under which adults learn, in addition to rewards and punishments.
5. Describe some specific methods that organizations use to train associates.
6. Discuss learning from failure.7. Identify typical problems in accurately perceiving others and
solutions to these problems.8. Explain the complexities of causal attributions and task
perception.
4-4
LearningLearning
• Relatively permanent change in capabilities
• Process of behavior change based on positive or negative experiences
• Occurs only when changes in behavior happen
• Driven by experience with a particular situation
4-5
Operant ConditioningOperant Conditioning
• Reinforcement based
• Behavior is learned as a function of its consequence
• Roots in the late 1800s with animals
• Learning results from simple conditioning, not from higher mental functioning
B.F. Skinner, a behaviorist, emphasized conditioning in people
4-6
Social LearningSocial Learning
• Humans can observe others in a situation and learn from what they see
• No direct experience to a specific situation is needed to understand the behavior and its consequences
• Learning can result from higher mental functioning
Albert Bandura
4-7
Contingencies of ReinforcementContingencies of Reinforcement
SituationBehavioralResponse
Consequencesof Behavior
4-8
Contingencies of ReinforcementContingencies of Reinforcement
The SituationBehavioral Response
New Response to the Situation
Positive consequences, or removal of negative ones, reinforces behavioral response
Aversive consequences lead to avoidance of the same behavioral response, or to new responses to similar situations in the future
Adapted from Exhibit 4-1: Effects of Reinforcing Consequences on Learning New Behaviors
Consequences of the Behavior
4-9
Reinforcing ContingenciesReinforcing ContingenciesReinforcement increasesincreases the likelihood that the behavior will be repeated in the same or similar situations
Positive Reinforcement
Negative Reinforcement
4-10
Non-Reinforcing ContingenciesNon-Reinforcing Contingencies
Non-reinforcing contingencies always refer to contingent events that decreasedecrease the likelihood that the behavior will be repeated in the same or similar situations
Punishment Extinction
R.I.P.
4-11
Punishment GuidelinesPunishment Guidelines• Use only if necessary
• Deliver as quickly as possible afterthe undesired event
• Focus on specific behaviors that have been made clear to the recipient
• Deliver in an objective, impersonal fashion
• Listen to the person before taking action
4-12
ManagerialAdvice
Punishment TakenPunishment TakenToo FarToo Far
• Thoughts about the “obey or else” environment in the cockpit?
• What changes would you recommend to improve the working relationships and reduce potential accidents?
• What has been your experience with an environment such as this one?
4-13
Schedules of ReinforcementSchedules of Reinforcement
Continuous Intermittent
4-14
Intermittent ReinforcementIntermittent Reinforcement
What should I
use?
Fixed intervalVariable interval
Fixed ratio orVariable ratio
4-15
ExamplesExamples
Fixed Interval
Calling a radio station once a week for a chance to win a prize
Fixed Ratio
Car salesperson gets a $1000 bonus for each 10 cars sold
Variable Interval
Pressing the "redial" button when you keep getting a "busy" signal
Variable Ratio
Betting on specific numbers on a roulette wheel
4-16
Social Learning TheorySocial Learning Theory
SymbolizationSymbolizationand and
ForethoughtForethought
ObservationObservation Self-EfficacySelf-Efficacy
4-17
Other Conditions for LearningOther Conditions for Learning
• Associates need to know why they are learning what they are learning
• Associates need to use their own experiences as the basis for learning
• Associates need to practice what they have learned
• Associates need feedback
4-18
Training and Enhancing Training and Enhancing PerformancePerformance
Determine new behaviors to be
learned
Break new behavior into
smaller, logical segments
Demonstrate desired behaviors
to trainee
Trainee practices new
behavior
Use contingent reinforcement for
new behavior
New job behaviors learned,
performance improves
4-19
Organizational Behavior ModOrganizational Behavior ModAlso known as performance management, a formal procedure that focuses on improving task performance through positive reinforcement of desired behaviors and elimination of undesired behaviors
4-20
OB Mod Part 1OB Mod Part 1
Adapted from Exhibit 4-3: Shaping Behavior Through OB Modification
4-21
OB Mod Part 2OB Mod Part 2
Adapted from Exhibit 4-3: Shaping Behavior Through OB Modification
4-22
OB Mod Part 3OB Mod Part 3
Adapted from Exhibit 4-3: Shaping Behavior Through OB Modification
4-23
SimulationsSimulations
Team Leader’s Pizza
Curling Club General Manager
What factors might have contributed to the reaction of the two situations described in the chapter?
Suggestions for the two leaders?
A simulation mimics the real system but allows us to take
one action at a time to understand its effects and
consequences.
4-24
Causal RelationshipsCausal Relationships
Exhibit 4-4: Casual Relationships at a Sports Club
4-25
Learning from FailureLearning from Failure
“A failure that does not result in learning is a mistake: a failure that results in learning is an intelligent failure.”
Thoughts?
4-26
Intelligent FailuresIntelligent FailuresResults of certain actions: • Thoughtfully planned
• Reasonable chance of success
• Typical modest in scale
• Executed and evaluated in a speedy fashion
• Limited to familiar domains
Examples
4-27
““We Are Ladies and Gentlemen We Are Ladies and Gentlemen Serving Ladies and Gentlemen”Serving Ladies and Gentlemen”
ExperiencingStrategic OB
WOW!
• What are your thoughts about the Ritz-Carlton’s approach to customers?
• Is all the training (310 hours in the first year) they do necessary?
• What types of training programs exist in the places you have worked?
4-28
PerceptionPerceptionA process that involves sensing various aspects of a person, task or event and forming impressions based on selected inputs.
Three basic stages:• Sensing various characteristics
• Selecting facts
• Organizing into useful concepts
4-29
Perception
• Need a volunteer to read what I am about to show on the screen.
• Look at the list below and say the color, not the word as fast as you can.
RED GREEN PURPLE BLUE ORANGE YELLOW GREEN BROWN RED PURPLE YELLOW BLUE ORANGE GREEN BLACKRED PURPLE ORANGE
4-30
Perception
• That was pretty fast.
• Can anyone do it faster.
• I need another volunteer.
4-31
Perception
Look at the list below and say the color, not the word as fast as you can.
RED GREEN PURPLE BLUE ORANGE YELLOW GREEN BROWN RED PURPLE YELLOW BLUE ORANGE GREEN BLACKRED PURPLE ORANGE
4-32
Perception
• Why did the second reading of the colors take longer?
• The right side of the brain tries to say the color but the left side of the brain insists on reading the word.
4-33
Perceptions of PeoplePerceptions of PeopleNature of Perceiver
Familiarity with the Other PersonFeelings Toward the Other PersonGeneral Emotion State
Nature of the Situation
General Nature of the Other Person
Apparent Intentions of the Other Person
Consequences of the Interaction
Perception of the Person
Problems in Person Perception
Implicit TheoriesHalo EffectProjectingStereotyping
Adapted from Exhibit 4-5: Person Perception
4-34ExperiencingStrategic OB
““Beauty Is Only Skin Deep”Beauty Is Only Skin Deep”– Or Is It?– Or Is It?
Christine Craft
1. Should attractiveness be one of the considerations for hiring someone?
2. Thoughts on whether or not attractive people are perceived to be smarter, more confident, and more likeable.
3. What can be done to overcome some of the perceptual biases that exist in the workplace?
4-35
Self-PerceptionSelf-Perception
4-36
Internal-External AttributionInternal-External Attribution
Consistency
Distinctiveness
Consensus
4-37
Attributions of CausalityAttributions of Causality
Adapted from Exhibit 4.6 Attribution Theory
Individual Behavior
Consensus
Consistency
Distinctiveness
External
Internal
Internal
External
Internal
ExternalHigh
Low
High
Low
High
Low
4-38
Attributions of Success and Attributions of Success and FailureFailure
Fundamental Attribution ErrorFundamental Attribution Error
Self-Serving BiasSelf-Serving Bias
4-39
Task PerceptionTask Perception
• Perceptions of tasks develop through subjective and sometimes idiosyncratic processes
• Intelligence, age and gender influence perception of tasks
• Levels of satisfaction play a role
4-40
The Strategic LensThe Strategic Lens
1. How does the knowledge held by managers and associates affect the performance of an organization?
2. What are some important ways in which associates can learn and thereby enhance their stock of knowledge? What role does perception play in the learning process?
3. What are the connections between learning, perception, and organizational strategies?
Bill Breen
4-41
QuestionsQuestions