MGT3002 WEEK 2 DISCUSSIONS AND PROJECT

Theories of Learning, Values, and Attitudes © 2016 South University

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Organizational Behavior

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While abilities have a genetic component, they can also be learned and developed. In the now-famous experiment by Pavlov, researchers rang a bell each time they fed a dog. After this activity was repeated over a period of time, the dog salivated at the sound of the bell even when not fed. This is called the conditioned response. An association develops between a stimulus (the food and the bell) and the response (salivation).

B.F. Skinner developed the concept of operant conditioning in which he stated that reinforcement of the consequences of any behavior leads to its repetition. This implies the need for reinforcement of desired behavior; if you work hard (the behavior) for your course and it leads to a high grade, then your behavior (working hard) is reinforced. You would then be likely to repeat this pattern of behavior in the future. On the other hand, if the consequence is a moderate grade most of the time, then hard work is not likely to be a preferred option for you. In other words, the behavior is not reinforced and may become extinct for you.

Social learning theory emphasizes perceptions about the repetition of the desired behavior. The way that people perceive the outcome or consequences is also important. For example, a manager may think that saying "well done" to an employee would be reinforcement for effective performance, while the employee may care very little for a verbal compliment, thus leading to no reinforcement.

Click on the links below to learn more about Operant Conditioning and Behaviorist Learning

http://www.instructionaldesign.org/theories/operant- conditioning.html

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Organizational Behavior

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http://www.innovativelearning.com/teaching/behaviorism.html

Each of us has a set of values that is arranged in a hierarchy of importance; we refer to this as our value system. This system helps us to make our choices and preferences and enables us to resolve our doubts and dilemmas. For example, do you consider it right to challenge the authority of your employer? If you do, then your value of loyalty to the organization is probably lower than your value of loyalty to career and achievement.

We are living in changing times, and as a result, our value systems have also changed across generations. Terms such as Veterans, Baby Boomers, Gen-Xers, and Nexters represent these differences in generational values. In the context of the increasing diversity in organizations today, it is also important to be aware of how values differ across cultures and ethnicities.

For example, early research showed that the personal values of North American and Japanese managers emphasized productivity, profitability, and achievement, leading them to be more pragmatic. On the other hand, managers from India tended to be more moralistic and their values emphasized equity, fairness, and the good of the workforce.

A related issue is the very important one of ethics in business and in the workplace. With values changing in priority across generations and cultures, it is probably not surprising that the line between ethical and unethical decisions becomes blurred. This is one of the major challenges that you will face as a manager.

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Organizational Behavior

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People's attitudes are always susceptible to the complexities of the world around them. For example, the advertising industry knows how to influence the attitudes of consumers and these influences may lead to uncomfortable dissonances. People's attitudes are much easier to change than their values and it is these attitudes that are critical to an organization. In terms of attitudes, a great deal of emphasis has been placed on job satisfaction, job involvement, and organizational commitment.

Leon Festinger's theory of cognitive dissonance tries to explain behavior that arises out of dissonance between a person's cognitive (belief) component and his or her behavioral inclination. For example, an executive involved in financial irregularities may experience dissonance between his or her actions and his or her moral and ethical beliefs.

When the dissonance is strong, Festinger suggests that a person would have to reduce the dissonance by changing his or her attitude ("there's nothing wrong in this; it's just business"), by rationalizing or justifying his or her behavior ("it may not be legal, but everyone does it"), or by changing his or her behavior.

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Organizational Behavior

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