3 Eagle 3 Presentation

7/29/2019 3 Eagle 3 Presentation

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A presentation on learningconcerns in the KyambogoCase Study

Presented toUganda Martyrs University MBA Class (2013)By Eagle 3


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Our Menu

Introduction

Organisation Organisational Behaviour

Learning

Insight into learning theories

Classical Conditioning Operant conditioning

Behavioural conditioning

Cognitive

Learning issue cited in case study

Possible approaches to handle them

Conclusion


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Introduction ( key definitions)

An organisation is a managed system designed and operated

to achieve a specific set of objectives.

organization

physicalresources

support andprotection

security

power,authority

selfconfidence

self esteem

status,prestige

meaning,relevance,purpose

and identity

significantpersonal

and socialsources of

money


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Organisational Behaviour

Organisational behaviour is the study of the structure,functioning and performance of organisations, and the

behaviour of groups and individual within them Huczynski and

Buchanan (2007).

Griffin (1999) defines organizational behavior as a pattern of

actions by the members of an organisation that directly or

indirectly influences organisational effectiveness.

Performance behaviours,

Withdrawal behaviours and

Organisational citizenship.


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Learning

Wikipedia, learning is defined is a goal-directed act. Learning isacquiring new, or modifying and reinforcing, existing knowledge,

behaviors, skills, values, or preferences and may involve

synthesizing different types of information.

Torrington, et al (2005) defined learning as the changed or new

behaviour resulting from new or reinterpreted knowledge that

has been derived from an external or internal experience.

Learning


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Approaches to understanding learning

Classical Conditioning

theory - Pavlov (1927) aphysical event (stimulus) can

elicit a particular response.


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Operant Conditioning theory -

(Skinner, 1953). Here peoplelearn by continually looking for

ways to achieve more positive

reinforcement in terms of

rewards and avoid negativereinforcement in terms of

punishment


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Social learning

theory - AlbertBandura, N. E. Miller

and J. C.Dollard.

people learn through

observing othersbehaviour, attitudes,

and outcomes of

those behaviours

Bandura, (1977).


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Cognitive theory

concerns with the plans

that people choose and

the way they adopt to

pursue and how these

plans are modified by experience (Torrington et al 2005).


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Organization learning

Learning Organisation

centres more on individual learning and self development, this

implies that it is only when an individuals learning has an impact

on and interrelates with others that organisation members learntogether and gradually begin to change the way things are done.

Team Learning, Shared Visions , Mental Models, Personal

Mastery.


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Learning issues cited in the case Study.

The learning issues


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Learning Issues ctnd

Insufficient learning culture of the university

fear of the risk of admitting failure

A lot of internal competition

High degree of resistance to ideas

Poor change management


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Learning Issues ctnd

Insufficient learning culture of the university

fear of the risk of admitting failure

A lot of internal competition

High degree of resistance to ideas

Poor change management


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IS PROF. NDIEGES KYAMBOGO AT THE VAGUE OF

COLLAPSE OR KYAMBOGOS NDIEGE AT THE VAGUE OF

COLLAPSE.


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Possible approaches to handle them

1. need for the university to adopt Behaviour modification -

motivational strategies

Transactional rewards- pay increase

- attractive benefits

Motivational

strategies

Relational rewards

- employee recognition

- flexible work/life balance

- positive working

conditions

- sense of achievement

- employee empowerment

-- involvement in decision

making


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2. Enchance Social Learning

especially among new staff acquiresjob skills by observing what an

experienced employee does. The old

way of doing things from previous

organisations may have to beunlearned in preference to new

approaches.


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3. Cognitive learning theory, which

emphasised .

Motivating staff to learn and with

management establishing what the

motives of organisational learning

Giving employees clear, frequent

and appropriate feedback on their

performance and progress.

Focus on rewarding appropriatebehaviours


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4. Develop a sound learning

culture. Amabile (1998) suggests

providing employees with

challenges;

freedom to innovate; providing the resources needed

to create new ideas;

diversity of perspectives and

backgrounds within groups;

supervisor encouragement; and

organisational support.


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5 . Develop an enabling environment sound learning culture.Say through the removal oftraditional hierarchical structures.

6 . Involve works of a consultant.(Albert 2005)

7.Sambrook and Stewart (2000) empahise positiveperspective, motivation, enthusiasm, involvement, clarity andunderstanding of role, increased responsibility, a developedlearning culture, and investment in human resources make asignificant difference in organisational learning.

8. Garvin (1993) cited three critical factors that are essential forimproving organisational learning in practice:

meaning,

management, and

measurement.
http://en.wikipedia.org/wiki/Hierarchyhttp://en.wikipedia.org/wiki/Hierarchyhttp://en.wikipedia.org/wiki/Hierarchyhttp://en.wikipedia.org/wiki/Hierarchyhttp://en.wikipedia.org/wiki/Hierarchyhttp://en.wikipedia.org/wiki/Hierarchy


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9. Garvin further suggested systematic problem solving,

experimentation, the use of demonstration projects, experientiallearning, and learning from others on the outside

(benchmarking) asa forms of improvingorganisation learning.

10. Consideration of due support from the organs of

Government.

11. (Mullins 2010) More dencetralised and flatter strutures be

adopted for quick decision making.

12. Adopt use of a more than a single structure in order thatknowledge may be assembled across boundary of the

organisation chart.


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Drivers of proper management

Opportunity

Motive Rationalisation Lifestyle Motivation

Debt

Addictions

Revenge

Sufficient controls,

Avoid micro managing Proper use of Authority

Proper segregation of duties

Exploiting abilities

I need the organisation

We all care

Its a victimless entity

Ill neveroffend my

organisation

Eagle 3

Organisation

Triangle


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Conclusion

In the post-capitalist society

it is safe to assume thatanyone with any knowledge

will have to acquire new

knowledge every four or

five years or else becomeobsolete. Peter F.

Drucker, Post-Capitalist

Society.


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THANK YOU

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