Post on 05-Apr-2018
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ORGANIZATIONAL BEHAVIOR
A REPORT ON LEARNING AND DEVELOPMENT
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EXECUTIVE SUMMARY
The topic of the report is Learning and development and the key objective of the
report to check its importance and implication in a Bank. For this purpose the
Standard Chartered Bank has been visited to get the practical implication of the
different learning theories within the organization. Further the report provides a
brief overview of the different learning theories and the implementation of
different theories of learning in bank and their role in the shaping of behavior
along with findings and recommendations because the leaning shows the negative
and positive behavior of the employees and managers towards work, company
goals and objectives. In this report the focused theories of learning are: classical
conditioning, operant conditioning, social learning and the shaping behavior.
Report also provides the overall conclusion and recommendations regarding to the
learning and development.
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ACKNOWLEDGEMENT
This dissertation would not have been possible without the guidance and the help
of several individuals who in one way or another contributed and extended their
valuable assistance in the preparation and completion of this study.
First and foremost, our teacher Mr. Zakriya Zafrullah whose sincerity and
encouragement we will never forget. He helps us at every stage of our report
entitled Learning and development. Due to his encouragement we are able to
write this report.
Last but not the least, the one above all of us, the Omnipresent GOD for answering
our prayers for giving us the strength to plod on despite our constitution wanting to
give up and throw in the towel, thank you so much Dear Lord.
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RESEARCHMETHODOLOGIES
To check the impact of learning in any organization we have selected Standard
Chartered Bank. We ask different questions related to learning and its impact on
the changing of behavior. We ask these questions to different employees and
manager of the bank. We also collect data through internet and concern some
books. After collection of data we make some observations and at the end we give
some suggestions.
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TABLE OF CONTENTS
Contents Page #
Introduction 06
Organization Behavior 06
Learning 07
Different learning theories 08
Classical Conditioning 09
Operant Conditioning 10
Social learning 14
Shaping Behavior 19
Conclusion 22
References 23
Questionnaire 24
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INTRODUCTION:
Before coming towards the topic first we have a complete overview about the
organizational behavior.
Organization behavior is a field of study, meaning that it is a distinct area of
expertise with a common body of knowledge.
Definition:
Organizational behavior also a field of study that investigates the impact that
individuals, groups, and structure has on behavior within organizations, for the
purpose of applying such knowledge toward improving an organizations
effectiveness. It studies three determinants of behavior in organizations:
individuals, groups and structure. In addition organization behavior applies the
knowledge gained about individuals, groups and the effect of structure on behavior
in order to make organizations work more effectively.
After defining the organizational behavior, a question arises: what is learning? It is
necessary to understand how people learn, if we want to explain and predict
behavior.
Learning is acquiring new or modifying existing knowledge, behavior, skills,
values or preferences and may involve synthesizing different types of information.
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Definition
Any relatively permanent change in behavior that occurs as a result of experience.
The above definition has three main components:
1. Learning involves change
2. Change must become ingrained (permanent)
3. Some form of experience is necessary for learning
The ability to learn is possessed by humans, animals and some machines progress
over time tends to follow learning curves.
Learning Theories
During the early part of the twentieth-century, a number of psychologists became
increasingly interested in turning psychology into a more scientific endeavor. To
be more scientific, they argued, psychology needed to study only those things that
could be measured and quantified so different theories of learning are introduced.
These theories are as follows.
Classical Conditioning
Operant Conditioning
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Social Learning
Shaping Behavior
The impact of these theories of learning in any organization especially in a bank is
checked in this report. It also describes that how learning helps the managers and
employees to change their behavior and how they are reinforced through these
theories
Different Learning Theories
1. Classical Conditioning TheoryClassical conditioning is a reflexive or automatic type of learning in which a
stimulus acquires the capacity to evoke a response that was originally evoked by
another stimulus.
Classical conditioning (Pavlovian or respondent conditioning, Pavlovian
reinforcement) is a form of conditioning that was first demonstrated by Ivan
Pavlov (1927).
Explanation
The classical conditioning involved the salivary conditioning of Pavlov's dogs.
When Pavlov presented the dog with a piece of meat, the dog exhibited a
noticeable increase in salivation. Withheld the presentation of the meat and merely
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rang a bell, the dog did not salivate. Then Pavlov proceeded to link the meat and
the ringing of the bell. After repeatedly hearing the bell before getting the food, the
dog began to salivate as soon as the bell rang. After a while the dog would salivate
merely at the sound of the bell, even if no food was offered. In fact the dog had
learned to respond- that is, to salivate- to the bell.
During his research on the physiology of digestion in dogs, Pavlov noticed that:
Unconditioned Stimulus:
The meat is considered an unconditioned stimulus (UCS).
Unconditioned Response:
The dogs salivation is the unconditioned response (UCR).
The bell is a neutral stimulus until the dog learns to associate the bell with food.
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Conditioned Stimulus:
Then the bell becomes a conditioned stimulus (CS).
Conditioned Response:
Conditioned Stimulus produces the conditioned response (CR) of salivation after
repeated pairings between the bell and food.
Observation
According to our findings in Standard Charter Bank the Classical theory of
learning is not following as its original form. There are some actions in that
organization which may attract us as a classical conditioning but these are not
classical conditioning, these are just physiological effects of a personality.
2. Operant Conditioning TheoryIt is volunteered behavior. The tendency to repeat this behavior is influenced by
the reinforcement. People learn to behave to get something they want or to avoid
something they do not want. The organization by keeping this concept in mind,
applies the operant conditioning to get the desired behavior from their employees.
Reinforcement actually strengthens a behavior and increase the likelihood that it
will be repeated again and again.
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The operant conditioning theory is implemented in the organizations worldwide.
These are the words of the Indian billionaire Aneel Ambari that; There is no
motivation tool than a monetary reward From that phrase the importance of
reward or reinforcement becomes clear.
Operant Theory in Standard Chartered Bank
The standard Chartered Bank Management also follows that learning theory. They
also use the monetary rewards and incentives for the motivation or self satisfaction
of their employees. According to the Naeem Akhtar , the Branch Manager of
Standard Chartered Bank Abdali Road Branch Multan We shape the Employee
behavior with the help of reinforcement tactics by offering the employees rewards
and incentives. He said that there is lack of persons who work voluntary hard and
are much enthusiastic. The ones who have passion of work lower that passion
when they same that they are working more than they on the same scale.
Interval of Rewards
The rewards in SCB are given on a fixed interval at the end of each calendar year.
Here must be noted that time is fixed, not the rewards. The reward amount is
changing depending upon the performance of employees.
This fixed interval reinforcement is not working well in the organizations. There
are two reasons behind this; first is the environment and culture in which
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organization is very strict. One of the employee at SCB said that we are trained in
that manner that if reward is not given in one year, our performance remains
same. However when we asked about their satisfaction level in that condition,
they said that it must be lower. So in that way their satisfaction affects their
motivation level and when this would happen again and again then they must quit
the job.
The second reason is that the employees feel that the reward is their right.
According to the policy of SCB reward is also given to that person who did not
even achieve his target so the rest of the employees think that it is the part of their
salaries
Conflict in Reward Programs
The SCB gives the fixed year end reward to its employees but for the sales force
the reward is given on quarterly basis. The employees in the branch are of the
opinion that they must granted rewards on quarterly basis.
Findings
According to our findings or analysis of employees interviews ,the desired
behavior is achieved by the management by fixed interval schedule of
reinforcement but this has a very rapid extinction. Once you stop giving reward,
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the employee satisfaction level decreases which will lead to the lower motivation
level.
Recommendations
We recommended to the branch manager of SCB is that the reinforcement should
be done by the variable interval or variable ratio. This may generate a moderate
performance but the extinction of the employees is very slow. If reward is not
given on one interval, the employee motivation or desired behavior remains the
same.
Scenario 1
An office employee of SCB outlines his task on a whole year. He knows that
reward is given at the end and he divides his task or target into whole year. He may
go on leave for 15 days and then completes his task. This is less motivated and less
productive.
Scenario 2
A sales representative who receives reward on variable intervals, organize his work
on daily basis. He always does his work up to date because the reward is given at
any period of time thats why he remains prepare for the work whole year. This is
most productive one.
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3.Social learning:The social learning theory proposed by Albert Bandura has become perhaps the
mostly influential theory of learning and development. While rooted in many of the
basic concepts of traditional learning theory, Bandura believed that direct
reinforcement could not account for all types of learning. His theory added a social
element, arguing that people can learn new information and behaviors by watching
other people. Known as observational learning (or modeling), this type of learning
can be used to explain a wide variety of behaviors.
According to just-released survey data from Hyunkyung Lee, a MASIE Fellow
from South Korea, and 76.57% of some 781 global organizations are either
currently using or planning to use social learning at some point in the future.
It is wrong to analysis whether an organization is indulged in social learning or not,
because social learning is a natural and continuous phenomenon, therefore it is
obvious that an organizations employees are affecting by social environment.
Here we need to analysis that whether an organizations employees social learning
is positive or not (productive or not), e.g. if an employee starts to come late in
office due to the reason that his/her colleague comes late, this would be a
destructive learning. Therefore here we will analysis that STANDARD
CHARTERED BANK social learning is positive or negative.
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OBSERVATIONS:
STANDARD CHARTERD BANK has 75000 employees all over the world out of
which 45% are female employees because they believe that behind every
successful man there is a women, and when both work together they learn more
and more productive in their tasks. There observation level increases, they become
more conscious about their performance and feel like a family which ultimately
leads to productive social learning. The same belief we found in there branches
located in Multan. There number of female employees is more than any other
banks branches, so we can conclude that as STANDARD CHARTERD BANK has
no discrimination in terms of gender therefore it is a positive step towards
productive social learning.
Conflict as the Primary Engine of Social Learning can be disturbing, painful, and
destructive. Social learning occurs when an individual or group objects to the
current state of affairs and proposes improvements. Conflicts arise when others
disagree about the desirability of these proposed changes. The role of conflict
processes is to determine which improvements should be accepted and which
should be rejected. Strategies for dealing with conflict which present prevent this
process also prevent learning. The process of constructive dispute can therefore be
seen as a mechanism for facilitating social learning, rather than a strategy for
preventing conflict.
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In interviews with employees of STANDARD CHARTERD BANK they admitted
that most of time our conflict arise among colleagues but we make these conflict
productive and sit around the table and resolve our issues which helps in
understanding each other.
Manager of STANDARD CHARTERD BANK takes care of employees while they
are working in hot weather and of other problems and remains in contact with
them. This is true because when during interview one of our fellow while asking
question used words your employees, the manager quarter and said not my
employees but organizations employees. This reaction by the manager indicates
that he is very concern about employees respect, which works as role model for
employees and can cause social learning for employees.
When we asked from manager that do employees come late he said no but one of
the employees said he comes late most of time, actually it does not mean that
manager encourages to be late, the reason we found that manager wants to hide the
deficiencies of employees in front of third person while definitely he would have
gotten angry on coming late to bank. These types of measures can increase
confidence between manager and employees and can result employees loyalty
towards the organization.
Employees also involve in volunteering activities and large number of employee
participates in such activities which show their concern towards social well fair.
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Number of volunteers are increasing year by year which depicts that organization
is influenced by positive (constructive) social learning, last year 450 employees
from 9 cities volunteered in various philanthropic activities (beach cleaning, blood
collection, painting the hospital s and giving lectures at schools) across the
country.
Therefore we can conclude that STANDARD CHARTERERD BANK is moving
towards positive social learning.
RECOMMENDATIONS:
Ensure Social Learning is CONNECTED with your Business Goals.
Just because it is a hot topic doesnt mean social learning is for everyone.
As human resources professional your overwhelming concern is supporting
your organizations business goals. Any effort that fails to do this is a waste
of valuable resources. Therefore, if you are not extremely confident that
your social learning strategy will help reach those goals, defer social
learning and pursue another strategy that does. For example, if the goal of
the organization is to grow revenue by 10% per year and the business
strategy is to become the market share leader, increase client retention to
95%, grow new clients by 15%, and increase customer satisfaction to 85%,
then the social learning strategy you create must be-focused on delivering
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learning experiences that improve sales performance and customer
satisfaction. Anything else is a drain on resources and damages your
credibility as a leader in the organization. Ask yourself what problem you
are trying to fix with social learning and is there a clear line of sight to the
target business goals.
Know where Social Learning fits within your overall Learning
Framework:
STANDARD CHARTERD must follow 70%-20%-10% learning and
development model that states:
1. 70% of learning & development takes place from real-life and on-the-
job experiences, tasks, and problem solving.
2. 20% comes from feedback and from observing and working with role
models.
3. 10% of learning and development comes from formal training.
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4.SHAPING BEHAVIORIt can be defined as follows:
Systematically reinforcing each successive step that moves an individual closer to
the desired response.
We shape behavior by systematically reinforcing each successive step that moves
the individual closer to the desired response. Reinforcement would increase as
responses more closely approximated the desired behavior.
METHODS OF SHAPING BEHAVIOR
There are four ways to shaping behavior
1.
Positive reinforcement
2. Negative reinforcement
3. Punishment
4. Extinction
These are defined as follows:
Positive reinforcement
Following a response with something pleasant is called positive reinforcement.
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Example:
In SCB employees are granted fixed bonuses at the end of the calendar year. This
will increase their motivation level as well as their satisfaction level.
Negative reinforcement:
Following a response by the termination or withdrawal of something unpleasant is
called negative reinforcement.
Example:
If a college instructor ask a question to his student and he does not know the
answer looking through your lecture notes is likely preclude your being called on.
This is negative reinforcement because you have learned that looking busily
through your notes prevents the instructor from calling on you.
Punishment:
Punishment is causing an unpleasant condition in an attempt to eliminate an
undesirable behavior.
Example:
In SCB if an employee commits something wrong then he or she may faced a
penalty and if the negligence is severe then the employee may be fired.
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Extinction:
Eliminating any reinforcement that is maintaining a behavior is called
extinction.
Example:
Employee of the SCB told us that whenever the final year reward is not given their
performance does not affect but there satisfaction level decrease which will
ultimately lower their motivation level in future years.
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Conclusion:
Shaping behavior according to the organizations requirement is one of the
important tasks of the management. There are some theories which will help the
managers to train their staff according to the organization culture. But according to
our findings in SCB we found that the managers are not aware about the theories
very well. The main reason is that they just follow the instructions of their Head
Office. For example according to the operant theory rewards must be paid on
variable interval basis for getting higher performance but the management decided
to give fixed rewards at the end of each year. Our recommendation is that the
reward must be given on variable interval basis and lower management must also
involve in the decision making process.
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References:
Naeem akhtar
Branch manager SCB
Amara nosheen
Sales officer
M. Imran
Trainiee Officer
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Questionnaire for the manager
Q.No.1 Which type of problem are you facing regarding behavior?
Q.No.2 What are the criteria for the reward granting?
Q.No.3 What is your opinion about the concept that employees working are related to the
reward given to the employees?
Q.No.4 Have you observe any changes in the employees working behavior after the training of
the employees?
Q.No.5 What are the expectations of the employees from the organization?
Q.No.6 Are bonuses and other rewards given after the fixed interval or variable interval?
Q.No.7 Are you use the some type of punishment to increase the employees working or not. If
yes, then off which type?
Q.No.8 Are the employees work attitude change with your presence or absence in the office?
Q.No.9 What you think that your any motivation step retain in the minds of the employees or
not?
Q.No.10 Are the working of your employees is related to working environment or not?
Q.No.11 Are your employees follow up another employee in any matter or not. If someone
comes late the others follow him or not?
Q.No.12 Are your employees satisfy with job or not?
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Q.No.13 Are they their self always ready to do work or ready to achieve any task?
Q.No.14 Are you give any type of reward to self motivated person?
Q.No.15 Have you ever faced the moment that you give a task to your employees and he
neglect it. If neglect, then how you tackle it?
Q.No.16 Have you ever sent your employees forcefully on leave?
Q.No.17 Are you monitoring the employees working on daily basis?
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Questionnaire for the Employees
Q.No.1 Which type of problem are you facing from your boss?
Q.No.2 Do you satisfy with the criteria for reward granting?
Q.No.3 Employees working are related to the reward given to the employees? Are you agreeing
with this statement?
Q.No.4 Are you observe any changing in your working behavior after the training?
Q.No.5 What are your expectations from the organization?
Q.No.6 Are bonuses and other rewards given after the fixed interval or after variable intervals
to you and your colleagues?
Q.No.7 Are you bearing the some type of the punishment to increase your working or not. If
yes, then off which type?
Q.No.8 Are you showing extra attention when your boss come to the office or not? Is this
attention is for the respect or as a duty?
Q.No.9 What you think that any motivation step taken from your manager has some effect on
your performance and how much it retain in your minds or not retain?
Q.No.10 What you think that the working of you and your colleagues is related to the working
environment of the organization/
Q.No.11 Are you satisfy with the job or not? Is your salary is the response of your working?
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Q.No.12 Are your thinking and working is associated with your other colleagues or not?
Q.No.13 How much are you willing to work voluntary with the the organization? Are you
accept the challenges or not/
Q.No.14 Are you given any type of reward for voluntary work?Are you given any extra benefit
for the working late at night?
Q.No.15 Have you ever neglects any task given by your boss or not?
Q.No.16 Have you ever been sent forcefully on leave due to any mistake?
Q.No.17 Are your working is checked on daily basis by your manager?