Reflective Learning Journal

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2Managing Behaviour through Learning


Managing Behaviour through Learning

The course framework, including lectures and assigned journal readings, has allowed me to understand some of the theories that can be used to monitor and manage behaviours at the workplace. As organizations aim to improve their business performance in a competitive market, it is crucial to ensure that employees can adapt to the growing demands of the market. The learning mandate can either be formal or information (Yukl, 2009, p.49). Learning enhances the experience in the workplace; as such, it creates the need to always improve. There are three main approaches to learning in the organization. These include behaviourism, social learning and cognitive theories. Behavioural modification strategies were also taught and may include positive and negative reinforcement methods (Miller, 2003, p. 15). Issues to do with organizational learning are also vital as it produces that are global in nature as compared to individual learning.

I do find the course is relevant to the demands of the professionals working in the networking sector. In an environment where people have to adapt to a constantly changing and growing, a continuous state of growth and learning is needed to improve the possibilities of success (Yukl, 2009, p. 49). A crucial learning theory is that of goal setting, although it is disputed as to whether it is a theory in itself. However, goal-setting in the workplace implies that there is a certain set of desired results that are used to influence behaviour (Miller, 2003, p. 17). In the networking field, it is important to set goals that are achievable. There are days when a network engineer is not motivated to work since it can be very rudimentary. The installation of specific goals and targets has been found to increase the performance of employees. Specific goals make difficult goals to be manageable, thus means that it can lead to an increase in productivity. The networking industry is stressful in nature when issues are not adding up and work piling. Goal-setting makes employees more focused on core objectives, thus reducing the need to balance unnecessary duties (Miller, 2003, p. 22). As such, it translates to less stress and increased accuracy levels.

The behavioural modification strategies are also impactful as they target intricate details that are responsible for the management of the daily life. Strategies like classical and operant conditioning are useful in producing the desired characteristics in a person that will make them productive. However, there are concerns that these strategies are unethical in nature as they are manipulative. It may mean that people are changing based on conditions, thus, as these conditions change, it may be difficult to offer the same level of desired work (Yukl, 2009, p. 50). Behaviour modification methods are also complex as they require extensive planning. Another issue is that there are cultural barriers considering that behaviour is bound to the culture of people. It is this aspect of behaviour modification that is worrying since many theories are based on the American culture.

These concepts assist in the development of culture among the employees that resonates well with the ideals of a company. Since human beings are the agents of work and progress, there is a need to make sure that they are performing at optimum pace. Optimality ensures that a worker is not underworked or overworked thus leading to demoralization. Management of behaviour, despite its ethical concerns, can be developed into intuitive policies that bring out the best in employees (Yukl, 2009, p. 52). The most important thing is to ensure that behavioural change affects the entire organization in a positive way. Organizational learning makes sure that things learned will be well integrated across various departments thus guaranteeing sustainability.

References List

Miller, P., 2003. Workplace learning by action learning: a practical example. Journal of Workplace Learning15(1), pp.14-23.

Yukl, G., 2009. Leading organizational learning: Reflections on theory and research. The Leadership Quarterly20(1), pp.49-53.