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Learning & Development

This document provides an overview of learning and development. It defines learning as a relatively permanent change in behavior resulting from experience. Several theories of learning are discussed, including classical conditioning, cognitive learning, social learning, and motivation. Principles like reinforcement, whole versus part learning, and meaningfulness of material are covered. The document also discusses management development, training versus development, and concludes that learning and development aims to improve individual and group performance in organizations.

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111 views26 pages

Learning & Development

This document provides an overview of learning and development. It defines learning as a relatively permanent change in behavior resulting from experience. Several theories of learning are discussed, including classical conditioning, cognitive learning, social learning, and motivation. Principles like reinforcement, whole versus part learning, and meaningfulness of material are covered. The document also discusses management development, training versus development, and concludes that learning and development aims to improve individual and group performance in organizations.

Uploaded by

ajayhadda
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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PRESENTATION

ON
LEARNING & DEVELOPMENT

Presented By:
VISHAL K SHARMA
2009 PMB 111
3rd Semester MBA
INTRODUCTION
• Learning is a powerful incentive for many employees
to stick to certain organizations.
• Learning has a significant impact on individual
behavior as it influences abilities, role perceptions
and motivation.

• Along with its role in individual behavior, learning is


essential for knowledge management.
• Knowledge management enhances an organization’s
capacity to acquire, share and utilize knowledge in
ways that improve its survival and success
MEANING & DEFINATION
• Learning is defined as “a relatively permanent change in
behavior that occurs as a result of prior experience.”
It is the modification of behavior through practice,
training, or experience. This is supplemented with five
important components of learning:

1. Learning involves change


2. Not all changes reflect learning
3. Learning is reflected in behavior
4. The change in behavior should occur as a result of
experience, practice or training
5. The practice or experience must be reinforced in order for
learning to occur

“Learning occurs throughout one’s life”


THEORIES OF LEARNING
CLASSICAL
CONDITIONING

CONGNITIVE LEARNING MOTIVATION

SOCIAL
• People are
conscious,
active participants in
how they learn

• The person learns


the meaning of
various objects and
event, and learns
responses depending
on the meaning
assigned to stimuli
Expectations,
attributions
and locus of control
are all cognitive
SOCIAL LEARNING
• Also called observational learning
• Emphasizes the ability of an individual to learn
by observing
• Others enhances the self-efficiency of the
learner mnagers can shape employee behavior
by systematically

• reinforcing each successive step that moves the


individual closer to the desired response
MOTIVATION

LEARNING
REINFORCEMENT
STYLE

PRINCIPLES OF
LEARNING

WHOLE Vs PART MEANINGFULLNESS


LEARNING OF MATERIAL

LEARNING
CURVE
MOTIVATION
• Without motivation
learning does not
take place or, at
least, is not
discernible.
• Motivation may be
seen at different
levels of complexity
of a situation
REINFORCEMENT
• Reinforcement is the attempt to develop or
strengthen desirable behavior
• There are two types of reinforcement

• Positive reinforcement

• Negative reinforcement
Cont.
• Positive reinforcement
strengthens and enhances
behavior by the presentation of
positive reinforces.
•  Negative reinforcement:
• An unpleasant event that precedes
a behaviour is removed when the
desired behaviour occurs.
WHOLE Vs PART LEARNING
• Is learning a whole job
superior to breaking the
job into parts?

• In parts learning,learn each individual part


• Be able to combine the separate parts
MEANINGFULLNESS OF
MATERIAL
• A definite relationship has been
established between learning and
meaningfulness of the subject learnt.

• Meaning ∞ Learning
• Practical possibilities: Organizing
meaningfulness units, creating association
with familiar terms, and providing a
conceptual basis of logical reasoning
LEARNING AS A MANAGERIAL
TOOL
• Learning and training:
• –Learning is the major objective of training. If conducted
keeping learning principles in mind, training becomes
effective.
• Learning through feedback
• Feedback is any information that people receive about
the consequences of their behavior.
• It lets people know what behaviors are appropriate or
necessary in a particular situation
• Improves employee ability by frequently providing
information to correct performance problems
• Is a source of motivation
CONT.
• Employee indiscipline

• Employee indiscipline exhibited in such


acts as drunkenness on the job, late
arrivals to work, insubordination, stealing
company property and the like is common
• The manager will respond with disciplinary
actions such as, verbal warnings, oral
reprimands, or temporary suspensions.
COST BENEFIT
ANALYSIS
• TYPICAL COSTS TYPICAL BENEFITS
 .Trainer’s salary and  Increase in
time production.
 Reduction in errors
 Materials for training and accidents
Expenses for trainer  Reduction in
and trainees turnover
 Cost of facilities and  Less supervision
equipment necessary
cost productivity /  Ability to use new
opportunity cost capabilities
 Attitude changes
MANAGEMENT
DEVELOPMENT
• Management development consists of all
means by which managers learn to
improve their behaviour and performance

• A planned effort to improve effectiveness


of managers in present jobs and to
prepare them for higher jobs in future
Competencies of 21st
Century Manager
• Knowledge based technical specialty
• Cross-functional and international
experience, collaborative leadership
• Self management skills and

• Personal traits including integrity


trustworthiness, and flexibility
MANAGEMENT DEVELOPMENT
ORGANIZATION INITIATED
ON-THE-JOB METHODS OFF-THE-JOB METHODS

 COACHING  LECTURES
 UNDERSTUDY  CONFERENCES
 MENTORING  SYDICATE
 JOB ROTATION  ROLE-PLAYING
 PARTICIPATION  EXRCISES
 INDELIBERATIONS  CASE STUDY
 MULTIPLE  MANAGEMENT GAMES
 MANAGEMENT  GROUP DISCUSSIONS
 PROJECT ASSIGNMENTS  BRAIN STORMING
 SELECTRED READIN
MANAGEMENT
DEVELOPMENT
SELF DEVELOPMENT
• SELF-BEHAVIOUR MANGEMENT

• TIME MANGEMENT
• ANGER MANAGEMENT
• IMPRESSION MANAGEMENT
• IMPROVING PERSONALITY
• DEVELOPMENT THROUGH SELF
STUDY
DEVELOPMENT
• A process to improve an employees
knowledge and skills to perform the
present job or an Intended job accurately
and effectively.
Training refers to a programme that
facilitates an employee to perform the job
effectively through acquiring increased
knowledge and skills.
DEVELOPMENT
• Increasing capabilities of an employee not only
for acquiring knowledge and skill for present job
but for future managerial positions.
• the management development includes the
process by which managers and executives
acquire not only skills and competence in their
present job but also capacities for future
managerial tasks of increasing difficulty and
scope
DIFFERENCE BETWEEN
TRAINING AND DEVELOPMENT
• Training • Development
• Process of increasing • Process of learning
knowledge and skills. and growth
• Enable the employee • Enable the overall
to do the job better. growth of the
• It’s a job oriented employee.
process. • It’s a career oriented
• It’s a short term process.
process. • Its an ongoing
• It has a narrow process.
scope. • It has a wider scope
CONCLUSION
• In the field of human resource management
, training and development is the field
concerned with organizational activity
aimed at bettering the performance of
individuals and groups in organizational
settings. It has been known by several
names, including employee development,
human resource development, and
learning and development

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